Quality Department Monitoring and Evaluation report … · Quality Department Monitoring and...

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Quality Department Monitoring and Evaluation report on 2015-2017 Strategic Plan Report 10, March 2017 This is the tenth bi-monthly monitoring and evaluation report for WALK’s Strategic Plan 2015-2017. The purpose of these reports is to provide a summary of progress made towards achieving the aims (and therefore impact) of the Strategic Plan. Numerical codes in the report (for example, 3.2.1) refer to objectives in the Operational Plan. These are linked to the specific aims in each of the five Strategic Plan areas - Leading Change, Developing High Performance Teams, Delivering Outcomes, Connecting People and Delivering Sustainable Resources. Activities within departmental and team plans are in turn linked to the Operational Plan objectives. This report shows the baseline figures (identified during June/July 2015) for the Operational Plan objectives. It also shows the progress made by the end of February 2017, identified in the “current” figures, and how these compare to the figures from report nine from January 2017 (see page 4). Progress towards achieving objectives is measured on a four point scale - not started, just started, progressing well and fully met. Baseline The Strategic Plan was developed during the first half of 2015 and formally launched on Thursday 4th June 2015. The baseline (see graphic on page 4) shows WALK's starting point as of July 2015. Approximately 98% of objectives had a baseline of zero (i.e. not started), with 2% being “just started.” Current figures There are a total of 67 objectives in the Operational Plan. The current graphic (see page 2) shows that the number of objectives in the fully met category has increased by 3% to 58% since the last report. Progressing well also moves up 3% to 27% of objectives. 15% of objectives remain in the just started category. There are no longer any objectives in the not started category. Next steps Departmental plan implementation will continue. Next reviews are provisionally scheduled for 3/4/17. Capacity Building training will continue for a period of eight months. As stated above, this training (and associated project work) is linked to many of the remaining objectives within the Strategic Plan. Complete WALK's 2016 Annual Report. Continue the development process for the next Strategic Plan which will be completed throughout 2017. Continue work on actions arising from the PQASSO (Edition 4) self-assessment undertaken last December. These are due for completion by October 2017 at the latest with a further self-assessment taking place by the end of this year. PQASSO reaccreditation at level 2 is planned for November 2018. Conclusion Objectives have continued to move into the fully met category over the last two months, particularly those relating to high performance culture (goal 2 in the strategic plan). All objectives are now underway - there are none left in the not started category. The main areas remaining to be completed continue to be quite long term in nature. The first two of these, high performance culture and wellbeing, have been linked to projects that form part of the capacity building training which began with a group of 24 staff in February 2017. - High performance culture - Wellbeing - Implementation of the Communications Strategy

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Page 1: Quality Department Monitoring and Evaluation report … · Quality Department Monitoring and Evaluation report on 2015-2017 Strategic Plan Report 10, ... This section of the report

Quality Department Monitoring and Evaluation report on 2015-2017 Strategic Plan

Report 10, March 2017This is the tenth bi-monthly monitoring and evaluation report for WALK’s Strategic Plan 2015-2017.The purpose of these reports is to provide a summary of progress made towards achieving the aims (and therefore impact) of the Strategic Plan. Numerical codes in the report (for example, 3.2.1) refer to objectives in the Operational Plan. These are linked to the specific aims in each of the five Strategic Plan areas - Leading Change, Developing High Performance Teams, Delivering Outcomes, Connecting People and Delivering Sustainable Resources. Activities within departmental and team plans are in turn linked to the Operational Plan objectives.

This report shows the baseline figures (identified during June/July 2015) for the Operational Plan objectives. It also shows the progress made by the end of February 2017, identified in the “current” figures, and how these compare to the figures from report nine from January 2017 (see page 4).Progress towards achieving objectives is measured on a four point scale - not started, just started, progressing well and fully met.

BaselineThe Strategic Plan was developed during the first half of 2015 and formally launched on Thursday 4th June 2015. The baseline (see graphic on page 4) shows WALK's starting point as of July 2015. Approximately 98% of objectives had a baseline of zero (i.e. not started), with 2% being “just started.”

Current figuresThere are a total of 67 objectives in the Operational Plan. The current graphic (see page 2) shows that the number of objectives in the fully met category has increased by 3% to 58% since the last report. Progressing well also moves up 3% to 27% of objectives. 15% of objectives remain in the just started category. There are no longer any objectives in the not started category.

Next stepsDepartmental plan implementation will continue. Next reviews are provisionally scheduled for 3/4/17.Capacity Building training will continue for a period of eight months. As stated above, this training (and associated project work) is linked to many of the remaining objectives within the Strategic Plan.Complete WALK's 2016 Annual Report.Continue the development process for the next Strategic Plan which will be completed throughout 2017.Continue work on actions arising from the PQASSO (Edition 4) self-assessment undertaken last December. These are due for completion by October 2017 at the latest with a further self-assessment taking place by the end of this year. PQASSO reaccreditation at level 2 is planned for November 2018.

ConclusionObjectives have continued to move into the fully met category over the last two months, particularly those relating to high performance culture (goal 2 in the strategic plan). All objectives are now underway - there are none left in the not started category.

The main areas remaining to be completed continue to be quite long term in nature. The first two of these, high performance culture and wellbeing, have been linked to projects that form part of the capacity building training which began with a group of 24 staff in February 2017.- High performance culture - Wellbeing- Implementation of the Communications Strategy

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Current

58% 15%

Fully met Progressing well Just started Not started

Report 10, March 2017

There are a total of 67 objectives in the Operational Plan. The arrow below shows the percentages of objectives that are fully met, progressing well, just started or not started.

27%

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Progressing well

Just startedNot started 0%

Fully met

1.1.31.1.21.1.1

15%

58%

27%

2.1.3

3.1.51.1.41.1.5

1.2.2

1.3.4

2.1.4

2.1.5

2.2.12.2.22.2.3

3.2.4

3.3.1

3.4.33.4.4

3.5.3

4.1.3

4.1.44.1.5

4.2.24.2.44.3.44.3.5

5.1.3

5.2.15.2.2

5.2.35.3.1

4.1.1

3.1.4

3.2.3

3.3.3

3.3.5

3.4.2

4.2.5

4.1.2

2.1.1

3.1.13.1.2

3.2.1

3.4.1

By Operational Plan objective Report 10, March 2017

4.2.3

1.3.1

2.1.24.2.6

4.4.14.4.2

5.1.1

5.3.2

3.2.2

The following objectives that have been fully met since the last report

1.2.1

3.5.13.5.2

1.3.21.3.3

3.3.4

4.2.1

4.3.14.3.24.3.3

5.1.2

3.1.3

3.3.2

1.2.3

2.1.32.1.4

Identify the roles of each individual within high performance teamsDevelop a communication and implementation plan for high

performance teams

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Baseline

Current

Fully met Just started Not started

Baseline, last report and current report comparisonThe figures on the current arrow show the percentage changes compared to the last report in January 2017.

Report 10, March 2017

Last report

-1%+3%+3%

Progressing well

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What's been happeningThis section of the report is intended to show some of the real life stories and examples behind the preceding facts and figures.

Report 10, March 2017

Some sample content from the Capacity Building training which began in February 2017.

Richmond Barracks, Inchicore.The site of the new cafe operated by Walkinstown Green Social Enterprises Ltd.