Transcript Appendix 8

PASSENGER
TRANSPORT SERVICES
Building blocks for best
value
Changing Gear (Audit Com)
OWNERSHIP OF PROBLEMS &
WILLINGNESS TO CHANGE
• Members & top managers
committed to continuous
improvements
• Willing to take tough decisions,
tackle difficult problems
• Welcome external & internal
challenge, openness about
performance & problems
A SUSTAINED FOCUS
ON WHAT MATTERS
• Clear & consistent priorities to
drive performance
• Know what matters most to
local people
• Concentrate efforts in
proportion to priority
• Focus on achieving impact in
priority areas
THE CAPACITY & SYSTEMS TO
DELIVER PERFORMANCE &
IMPROVEMENT
• Sound performance management
systems at the heart of financial &
policy planning
• Clear lines of accountability for
action
• Able to move people & money to
tackle the most important problems
facing the council & local people
• The skills to build effective
partnerships with other
organisations to meet shared
objectives
INTEGRATE BEST VALUE
INTO DAY TO DAY
MANAGEMENT
• Improvement is seen as the day
job
• Best value is integrated with
other council performance
management processes- not
treated as an add-on