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CSIT A toolkit to help the culture, sport, green space & tourism sectors to re-group, survive & re-grow the services for the community Document 3.2 High-level Diagnostic (for leadership teams) Assessing & understanding your organisation’s, or partnership’s, current strengths & areas for improvement “He who asks the questions cannot avoid the answers” A Cameroon proverb! Version 2 - April 2011 High-Level Diagnostic Introduction This tool part of CSIT1 enables you to move towards your Vision & Organisational Goal by triggering high-level & significant improvement projects through a quick & incisive high-level diagnostic, conducted by your organisation or partnership’s senior leadership / management team, based on the Vision for Excellence shown in Document Two. This should take approximately half-day of focused discussions and needs to involve all senior leaders / managers (within the scope of the improvement programme). Therefore you could conduct the diagnostic and plan high-level improvement actions within one day. Consider the use of an external facilitator / challenge agent to help make the exercise as effective as possible. Method The following process is recommended (adjust this to suit your specific needs & style – it is your Self-Assessment!): 1. Give out the Diagnostic Tool on the next page to each member of the team 2. Take one Characteristic at a time 3. Individually (i.e. each team member by themselves) consider the Characteristic, reading the words carefully, and decide which of the following statements best reflects the organisation or partnership’s current progress: a = Not yet b = We are in the early stages of developing this c = We partly do this d = We do all of this, most of the time e = We have been doing all of this for a few years - we have assessed & refined our behaviour in this area Shade or tick the appropriate box. 4. When everyone has completed this for the Characteristic, discuss your perceptions and reach a team consensus on ratings, strengths & areas for improvement (focus the discussions on the disparities) 5. Move on to the next Characteristic and repeat the process 6. When you have completed this, review your Self-Assessment and discuss & agree… What are the three most significant areas for improvement, bearing in mind the vision, goals & priorities of the wider organisation or partnership? 7. Use the improvement planning guidance in CSIT Document 4 to plan a small number of significant improvement projects 1 This version of CSIT has been designed and developed in association with Steve Wood [email protected] July 2011 P a g e |2 High-Level Diagnostic Health Warning! Remember that self-assessment is not a competition, a points-scoring exercise, a blame game or a way to improve your image; it is merely an exercise to help you to agree priorities for improvement. Ref Characteristic Shade the appropriate box 1 We have visionary, forward-thinking, ethical, flexible, influential & self-determined leaders who lead by example and are passionate about making a difference to the community through the services, committed to working with civil society, system thinkers, not motivated by building empires, honest brokers, skilled facilitators, advocates and willing to think & act differently. a b c d e 2 We understand that our organisation’s existence depends upon achieving tangible & sustainable social, economic, environmental & health-related outcomes; we define what outcomes we are striving to achieve based on the identified needs & expectations of the communities we serve, focus all activities on achieving these results, measure & predict the achievement of the outcomes base all decisions on facts. a b c d e 3 We understand & respond to needs & expectations of all parts of the community, put the community at the heart of the service, build capacity within civil society organisations and deliver the services in partnership with the community bodies & volunteers. a b c d e 4 We understand what ‘value’ means and are committed to enhancing ‘value for money’ through the use of techniques to diagnose & reduce non-value adding activity & waste, sharing resources with partners, exploring creative opportunities for funding, developing opportunities to win strategic commissions and making optimum use of assets. a b c d e 5 We proactively seek, create & sustain mutually beneficial collaborations with public sector, commercial sector & civil society organisations to achieve enhanced efficiency & value for money, increased innovation, a ‘total place’ approach to services and mutual peer challenge & support at organisational, team & individual level. a b c d e 6 We nurture, generate & make use of innovation in relation to services, marketing, partnerships and the way in which the organisation works (to achieve improvement in effectiveness, economy & efficiency), and take advantage of emerging & unusual opportunities to fund, develop & deliver services which meet the needs of the community. a b c d e 7 We develop true ownership amongst its people & partners, creating one team which is passionate about meeting the needs of the community, collectively responsible for results and willing & able to change in response to the changing external environment. a b c d e 8 We support personal learning, development, improvement & staff care for the whole workforce, including professionals & volunteers in line with the present & future needs of the organisation and the people. a b c d e 9 We understand that the knowledge of people within the organisation & within partner networks is a key asset & key part of the service, and identify, develop, retain, share & make the best use of this resource. a b c d e 10 We recognise the impact of our services, working practices & supply chain activities on the local, national & global physical, social & economic environment and act on this when planning improvement & service development activity to achieve the best results for all a b c d e July 2011 P a g e |3 High-Level Diagnostic stakeholders and the environment NOTE: The above Characteristics are all Red Threads – they cut across the Themes & Criteria of the main CSIT Benchmark. If you want to drill down into any of the Characteristics, use the relevant Red Thread Self-Assessment Tool. What are the three most significant areas for improvement, bearing in mind the vision, goals & priorities of the wider organisation or partnership? July 2011 P a g e |4