2. 1. How can we prioritise in a way
where we have the greatest impact?
• To celebrate the uniqueness
each of us brings to the team
and our experience of
supporting the organisation
• To prioritise what type of work
we should focus on, support
others to do or get others to do
themselves
• To develop ideas of tools &
activities that can help us better
prioritise as a result
3. 2. How can we better embody Newham’s
values?
• How could we help promote the overall
happiness & wellbeing of our residents?
• How could we contribute to ensure that
our communities & residents benefit
from change?
• How could we contribute to making
Newham a better place for children &
young people?
• How could we contribute to tackle racism,
inequality & disproportionality?
• How could we embed co-production,
collaboration & openness in everything
we do?
4. 3. What is our value proposition?
1. We support the senior leadership to
anticipate future challenges and develop
strategic policy opportunities
2. We help people develop their skills in policy,
research & funding in ways that embody
Newham’s values
3. We amplify the impact of Newham’s services
& partners through attracting funding,
building partnerships and public affairs
5. 1. We support the leadership to anticipate future
challenges & develop strategic opportunities
Anticipate strategic challenges for the borough
to help CMT, Cabinet & strategic partners
respond to changing scenarios
Work with the Mayor/Cabinet and CMT to
develop a forward plan of work
Provide dedicated policy, research, public
affairs & funding support to strategies
prioritised by the Mayor/Cabinet and CMT
6. 2. We help people improve their skills in developing
strategies in ways that embody Newham’s values
Develop tools, training & networks that
improve the ability of services & partners to
do policy, research & funding themselves
Develop research prioritised by CMT to help
services & partners understand the lives of
our communities and impact on inequalities
Lead the design & testing of the participation
framework to enable services & partners to
improve how they involve communities
7. 3. We amplify the impact of Newham’s services &
partners across the borough and beyond
Develop coalitions that enable Newham to
amplify the impact of its activities and play a
leading role to influence policy change
Mobilise anchor institutions to use their levers
to deliver the borough’s strategic priorities
Improve how we can increase external
funding and place-based giving and improve
coordination with other local funders
8. We want to focus our skills where we’re
best placed lead or support
• We support the senior leadership to
anticipate & respond to strategic
challenges
• We develop tools & training to help
services & partners to do policy, research,
partnerships, funding themselves
• We create platforms for Newham to
position itself on its strengths to attract
investment & build coalitions for change
• We provide dedicated support on
Newham’s biggest priorities where we can
join up activity to have the greatest impact
Self service
Capability
building
Dedicated
support
9. As a new team, we want to develop our
offer with the organisation
1. Discover what strategy skills services are
most in need of, prioritise dedicated support
we provide and develop strategic approaches
2. Test ways of helping services develop their
strategy skills, through strategies we can test
improved approaches and org-wide capability
3. Adjust to what we’re learning & testing,
embed collaboration with teams & partners
and use networks to amplify the impact
10. How can we best work with other PPC
services to support the organisation to…
Develop its
capability to work
in a strategic way?
Ensure it tackles
inequality in
everything it does?
Use the evidence
to adapt &
respond to
changing needs?
Involves
communities &
partners in
everything it does?
Deliver the change
required from its
strategies?
Position Newham’s
strengths to
amplify its impact?
Communities
Services
&
Partners
PPP
11. We work in an open, experimental and
evidence based way
12. 4. What models can we learn from?
Coalition
Brings organisations
together to campaign
on a key issue
Provides the tools to
grow the coalition &
build the case
Example: Child Poverty
Action Group
Think tank
Develops new policy
proposals
Develops the evidence
base for policies
Examples: NEF, JRF,
Young Foundation
Consultancy
Provides advice on a
particular capability
Develops frameworks &
methodologies to
support improvement
Examples: PwC, KPMG,
Dark Matter Labs
Agency
Provides specialist
support to design &
test policy
Supports staff to
develop their capability
in that specialism
Examples: Innovation
Unit, Future Gov, Snook
Policy Lab
Focuses on specific
policy/research
projects that help work
differently
Provides tools & skills
development to help
services to develop
policy & research
Examples: UK Policy
Lab, Public
Collaboration Lab
13. What models can we learn from? (cont.)
Incubator
Develops physical & digital
platforms to help people
deliver ideas
Provides infrastructure to
pool investment/people
Examples: Participatory City,
Camden Giving, Public
Collaboration Lab
Platform
Provides the platforms to help
people develop & fund ideas
on specific challenges
Uses a specific process to turn
ideas into projects
Examples: NESTA Challenges,
Challenge LDN, Spacehive
Network
Brings people & organisations
together around a specific
issue, place or capability
Helps the collective develop
its maturity in that area
Examples: Leeds Anchor
Network, States for Change
London Policy & Strategy
Network
Citizen
Spaces
Brings citizens together to
develop or run activities
Provides infrastructure –
investment/physical
space/skills
Examples: Community
Assemblies, Office of Civic
Imagination, Coops
14. How can we translate the value proposition
into how we support on…
Equalities Funding
Policy
Public
Affairs
Research
Strategic
Partnerships
Self service
Capability
building
Dedicated
support
16. 5. Transform & change
• What opportunities could there be to integrate or
co-locate with other services or partners?
• To what extent can our service be delivered either
remotely, from HQ or from neighbourhoods?
• What does our service need in order to
sustainably work remotely?
17. 6. Embed our culture
• What actions will we take to
embed Newham’s values into
the way we work?
Honesty:
- We act with integrity
- We communicate openly and transparently
- We take responsibility if things go wrong
Equality:
- We treat people fairly and consistently
- We include everyone in our diverse community
- We stand up to injustice and discrimination
Ambition:
- We work hard to make Newham better for everyone
- We think creatively and fid new solutions
- We are committed to learning and improving
Respect:
- We treat people with courtesy and compassion
- We welcome other people’s ideas and perspectives
- We consider how our behaviour impacts on others
Trust:
We are one Council, one team
We collaborate and coproduce to achieve results
We trust, appreciate and constructively challenge each other
Newham’s Service Planning process is being re-established for 2021/2022 following a significant and challenging year for the organisation, its residents, communities, businesses and partners. It sits as a key part of the organisation’s strategic and operational planning cycle.
Service plans represent an opportunity for leaders within services to pause and reflect on the core purpose of their services, the major outcomes they are seeking to change and influence and to bring clarity to aspirations and delivery plans, as well as bring their staff, partners, providers and residents into the process of thinking ahead. Additionally, service plans also represent an opportunity to proactively identify and mitigate key risks that services will need to face and tackle over the coming period.
Golden thread – reference materials
Strategy and Vision
Towards a Better Newham: https://www.newham.gov.uk/council/community-wealth-building/2
Our Strategic Framework:
https://www.newham.gov.uk/downloads/file/2542/appendix-2-newham-strategic-framework
How we will deliver and measure success
Our Corporate Delivery Plan:
https://www.newham.gov.uk/downloads/file/2543/appendix-3-corporate-delivery-plan
Our Outcomes Framework:
https://mgov.newham.gov.uk/documents/s144094/Appendix%201%20-%20Newham%20Outcomes%20Framework.pdf
Our Medium-Term Financial Strategy:
https://mgov.newham.gov.uk/documents/s143898/210219%20Budget%20report%202021-22%20-%202023%20FINAL.pdf
Service plans
Our service planning approach (this document)
How we will manage and deliver with our teams and staff
Our Performance and Development Scheme:
https://onesourceict.sharepoint.com/sites/LODTeam/SitePages/Performance-Development-Scheme.aspx?CT=1616686787362&OR=OWA-NT&CID=f78f52f0-cffc-66f7-fc39-663069684381
Being a Newham Manager: To be launched in Q2 2021
Our Newham Managers portal: https://onesourceict.sharepoint.com/sites/Intranet/Pages/Managers'-Portal.aspx
Internal Controls Commission report: https://mgov.newham.gov.uk/documents/s137807/INTERNAL%20CONTROL%20COMMISSION.pdf
Internal Controls Commission action plan: https://mgov.newham.gov.uk/documents/s137799/200707%20ICC%20cabinet%20report%20appendices%20final.pdf
Newham’s Service Planning process is being re-established for 2021/2022 following a significant and challenging year for the organisation, its residents, communities, businesses and partners. It sits as a key part of the organisation’s strategic and operational planning cycle.
Service plans represent an opportunity for leaders within services to pause and reflect on the core purpose of their services, the major outcomes they are seeking to change and influence and to bring clarity to aspirations and delivery plans, as well as bring their staff, partners, providers and residents into the process of thinking ahead. Additionally, service plans also represent an opportunity to proactively identify and mitigate key risks that services will need to face and tackle over the coming period.
Golden thread – reference materials
Strategy and Vision
Towards a Better Newham: https://www.newham.gov.uk/council/community-wealth-building/2
Our Strategic Framework:
https://www.newham.gov.uk/downloads/file/2542/appendix-2-newham-strategic-framework
How we will deliver and measure success
Our Corporate Delivery Plan:
https://www.newham.gov.uk/downloads/file/2543/appendix-3-corporate-delivery-plan
Our Outcomes Framework:
https://mgov.newham.gov.uk/documents/s144094/Appendix%201%20-%20Newham%20Outcomes%20Framework.pdf
Our Medium-Term Financial Strategy:
https://mgov.newham.gov.uk/documents/s143898/210219%20Budget%20report%202021-22%20-%202023%20FINAL.pdf
Service plans
Our service planning approach (this document)
How we will manage and deliver with our teams and staff
Our Performance and Development Scheme:
https://onesourceict.sharepoint.com/sites/LODTeam/SitePages/Performance-Development-Scheme.aspx?CT=1616686787362&OR=OWA-NT&CID=f78f52f0-cffc-66f7-fc39-663069684381
Being a Newham Manager: To be launched in Q2 2021
Our Newham Managers portal: https://onesourceict.sharepoint.com/sites/Intranet/Pages/Managers'-Portal.aspx
Internal Controls Commission report: https://mgov.newham.gov.uk/documents/s137807/INTERNAL%20CONTROL%20COMMISSION.pdf
Internal Controls Commission action plan: https://mgov.newham.gov.uk/documents/s137799/200707%20ICC%20cabinet%20report%20appendices%20final.pdf
The Council has signed up to the Newham Strategic Framework [insert link], which sets out our core five strategic principles, and our strategy for recovery and reorientation. This section of the service plan encourages you to think about how your service can contribute and align with these key parts of our vision and mission.
Strategic Principle
How could your service support the delivery of this principle
Principle 1: Creating a Healthy, Happy and Well Newham.
Prompts: Think about how your service could play a role in promoting the overall happiness and wellbeing of our residents. A wide range of themes and activities are set out in our 50 steps to Healthier Newham Strategy [insert link]
Principle 2: Community Wealth Building
Prompts: Think about how your service could play a key role in delivering the principles and ambitions set out in our Community Wealth Building Strategy [insert link] with an overarching goal of ensuring that our communities and residents are key beneficiaries of the change occurring in Newham.
In addition, consider how your service can support our overarching response to the climate emergency in Newham?
Principle 3: Making Newham the Best Place for Children and Young People to Thrive
Prompts: We have an aspiration to ensure that Newham becomes the best place for children and young people to grow-up. Think about opportunities for your service to contribute through the following lenses:
How can your service promote better long-term outcomes for CYP in terms of safeguarding, attainment, opportunity, health, wellbeing and long-term success? Think about how we support children and young people, and families, as well as how we can make Newham a better place for children and young people?
How could your service actively participate in our role as Corporate Parent for children in Newham?
How could your service actively participate in the Year of the Young Person (2021) in Newham – and promote opportunity more broadly for our young people?
Principle 4: Tackling Racism, Inequality and Disproportionality (TRID)
Prompts: Think about how your service can support the four main aspirations of our TRID programme [insert web-page link] which are:
Newham as an employer – referring to our aspirations to transform our employment practice to promote equality of opportunity for all staff
Newham as a beacon of social change – by working with our communities to tackle the wider determinants of racism and inequality in Newham
Newham as the best place for children and young people to grow-up – by working to promote opportunity for all children and young people in Newham
Newham as a deliverer and commissioner of public services – by thinking about how our approach to service delivery either promotes or works against tackling racism, inequality and disproportionality
Principle 5: Putting People at the Heart of Everything We do
Prompts: Think about how your service can deliver the Council’s ethos of putting people at the heart of everything we do. For specific areas of focus, refer to the Council’s Democracy and Civic Participation Strategy, and think about:
How you can embed co-production, collaboration and service user insight in how you approach the delivery of your service
Ensure that our services are delivered transparently, and with a view to constantly being accountable to our residents
Golden thread – reference materials
Strategy and Vision
Towards a Better Newham: https://www.newham.gov.uk/council/community-wealth-building/2
Our Strategic Framework:
https://www.newham.gov.uk/downloads/file/2542/appendix-2-newham-strategic-framework
How we will deliver and measure success
Our Corporate Delivery Plan:
https://www.newham.gov.uk/downloads/file/2543/appendix-3-corporate-delivery-plan
Our Outcomes Framework:
https://mgov.newham.gov.uk/documents/s144094/Appendix%201%20-%20Newham%20Outcomes%20Framework.pdf
Our Medium-Term Financial Strategy:
https://mgov.newham.gov.uk/documents/s143898/210219%20Budget%20report%202021-22%20-%202023%20FINAL.pdf
Service plans
Our service planning approach (this document)
How we will manage and deliver with our teams and staff
Our Performance and Development Scheme:
https://onesourceict.sharepoint.com/sites/LODTeam/SitePages/Performance-Development-Scheme.aspx?CT=1616686787362&OR=OWA-NT&CID=f78f52f0-cffc-66f7-fc39-663069684381
Being a Newham Manager: To be launched in Q2 2021
Our Newham Managers portal: https://onesourceict.sharepoint.com/sites/Intranet/Pages/Managers'-Portal.aspx
Internal Controls Commission report: https://mgov.newham.gov.uk/documents/s137807/INTERNAL%20CONTROL%20COMMISSION.pdf
Internal Controls Commission action plan: https://mgov.newham.gov.uk/documents/s137799/200707%20ICC%20cabinet%20report%20appendices%20final.pdf
This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering.
What will the main elements of your service offer be for the period of 2021/2022?
What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners
What are the main statutory duties that your service is responsible for discharging?
This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering.
What will the main elements of your service offer be for the period of 2021/2022?
What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners
What are the main statutory duties that your service is responsible for discharging?
This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering.
What will the main elements of your service offer be for the period of 2021/2022?
What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners
What are the main statutory duties that your service is responsible for discharging?
This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering.
What will the main elements of your service offer be for the period of 2021/2022?
What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners
What are the main statutory duties that your service is responsible for discharging?
This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering.
What will the main elements of your service offer be for the period of 2021/2022?
What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners
What are the main statutory duties that your service is responsible for discharging?
This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering.
What will the main elements of your service offer be for the period of 2021/2022?
What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners
What are the main statutory duties that your service is responsible for discharging?
This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering.
What will the main elements of your service offer be for the period of 2021/2022?
What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners
What are the main statutory duties that your service is responsible for discharging?
Regional policy (i.e. London Councils, GLA Intelligence Unit, Local London
Policy (i.e. Policy Lab
Funding Collaboration Lab
Incubator (Participatory City, Place-based Giving)
Partnership (i.e. Oldham Partnership, GMCA)
Foundation (i.e. National Lottery Fund, NESTA)
Platform (i.e. Newham Co-Create, Barcelona Decidim)
Network (i.e. Leeds Anchor Network)
Citizen (Citizens Assemblies, Office of Civic Imagination
Delivering within available resources: Newham faces substantial cost-pressures over the coming period, and has agreed an ambitious Medium-Term Financial Strategy in order to help set the organisation on a solid financial footing for the future. We are asking that service plans set out plans for a) tackling core budget pressures), and b) managing delivery of the MTFS, and c) procurement plans for the future
Future Newham and Transformation and Change: Newham as an organisation faces a year of significant organisational change, with a significant financial challenge to address, and ambitious plans to transform and improve the ways in which our services are delivered. An important element of this years’ service planning template gives services the opportunity to set out detailed delivery plans, and the associated service delivery implications for savings and transformational programmes and projects.
Embedding our culture: Finally, we also are keen to ensure that our service plans set out how services will further our organisational aspirations for changing and embedding the expected new organisational culture. Particularly this section of our service planning framework encourages services to clearly articulate how they will continue to embed our HEART values through everything that they do.
Distilling service priorities, and the service action plan for 2021-2022: In light of all of the above, the service plan concludes with a distillation of the service plan priorities for each service, and the population of the service action plan, which will be drawn from the various sections of the service planning template.