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There was submitted a report by the Director of Scotland Excel relative to the new three year corporate strategy, which formed Appendix I, to underpin the next phase of growth for the organisation, and ensure its long term sustainability as a successful local government shared service. The report provided a summary of the proposed strategic direction for the organisation, and included an overview of the key operational activities that would be undertaken to deliver the strategy.
Stakeholder input had formed a key component in setting the new strategic direction for Scotland Excel. A significant stakeholder engagement programme had been initiated and led by the new director and provided the basis of the three year strategy proposed, which was designed to support customers in achieving their goals.
The new Scotland Excel vision sought to provide an ambitious future for the organisation that was underpinned by clarity in the core mission with strong values focussed on people and customers. The strategy was based around 12 objectives aligned to four business goals: supporting the delivery of better and more effective public services; being sustainable in everything they do; placing customers at the heart of the business and becoming the partner of choice for delivering shared services. The three year strategy had been redesigned, and departed from the previous traditional “business plan” style. This change was designed to be more applicable to the wider stakeholder base, provide a more contemporary view and improve clarity of the key messages contained within it.
A rolling annual operating plan, which formed Appendix II to the report, had been developed to record the high level activities and commitments that required to be delivered to achieve each of the four goals. This plan would be used to set detailed annual performance objectives and targets for the organisation and employees. The operating plan would be reviewed and updated each year to ensure that activities remained closely aligned with the goals of the three year strategy, and to respond to changes in the external environment.
DECIDED:
(a) That the three year strategic plan be approved;
(b) That the strategic and operating plan be issued to all Joint Committee members and communicated to wider stakeholder groups;
(c) That clear annual performance metrics be provided and progress reported to governance bodies on a quarterly basis; and
(d) That a completed operating plan, including KPIs, be submitted to the next Executive Sub-Committee.