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Towards an Excellent Service

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sub-regional element of the WYSP. structure: Sport Action Groups. PE and Sport Network ... Sub-regional working. Process. Stage 1. Briefing for Steering Group ... – PowerPoint PPT presentation

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Title: Towards an Excellent Service


1
Towards an Excellent Service
  • Nigel Harrison
  • 14 Dec 05
  • WYSP Steering Group

2
Why Continuous Improvement?
  • To be the best we can be!

3
Principles of Continuous Improvement
  • We need to accept that we need to improve
    continuously
  • It is always possible to improve
  • This is not a criticism, weakness, problem or
    somebodys fault
  • Need to be objective, honest and positive
  • Can always overcome barriers (or try something
    different)
  • No such thing as failure merely feedback
  • Learning from others is vital

4
  • If it aint broken dont fix it
  • if it aint broken, you just havent looked hard
    enough

5
TAES
  • Framework specific to County Sports Partnerships
  • Self Assessment Framework to pursue excellence
  • Validation not inspection
  • Looks at the how a CSP is functioning (the what
    comes from performance data)
  • All 49 CSPs to have a fair rating by March 06
  • Many local authorities doing TAES as part of
    Comprehensive Performance Assessment

6
Quest v TAES
7
Scope of TAES for WYSP
  • Delivery of the WYSP strategy through the
  • sub-regional element of the WYSP
  • structure
  • Sport Action Groups
  • PE and Sport Network
  • Local authority Groups
  • Workforce development
  • Equity
  • Sub-regional working

8
Process
9
Self Assessment Areas
  • 8 Theme Areas
  • 31 Criteria
  • 129 Descriptors

10
Themes
  • Leadership
  • Policy and Strategy
  • Community Engagement
  • Partnership Working
  • Use of Resources
  • People Management
  • Standards of Service
  • Performance Measurement and Learning

11
Proposed Self Assessment Team
  • WYSP Steering Group plus
  • 2 Exec Members
  • 2 WYS Team Officers

12
Scoping the Themes
13
Improvement Plans
  • To be completed following the full assessment
  • Looking at big impact, cross cutting projects
    that will make step change in improvements
  • Around 6 or 7 distinct projects (start and end
    dates)
  • Implemented by identified project teams

14
Review
  • Improvement plan fed into annual business cycle
  • Monitoring of improvement plan at steering group
    meetings
  • 12 month full review taking place
  • Vision 2009 (Excellent rating!)
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