TRINITY HOUSE STRATEGY

Transcription

1 TRINITY HOUSE STRATEGY

2 TRINITY HOUSE VISION MISSION STATEMENT: To deliver a reliable, efficient and cost-effective Aids to Navigation service for the benefit and safety of all mariners. PROVIDE THE RIGHT ATON LEADERSHIP & MANAGEMENT COST EFFECTIVE VALUES GOOD EMPLOYER MAXIMISE INCOME To be a trusted world class organisation and regarded as such by our stakeholders INFLUENCE REPUTATION CULTURE MOST EFFICIENT COMMUNICATIONS DEVELOPMENT MEASUREMENT 2

3 1 INTRODUCTION 1.1 Purpose This Strategy identifies in broad terms what we aim to achieve and how we re going to achieve it over the next 5 year period. It also explains why our goals are what they are and how we intend to work together within Trinity House and across the GLAs in order to achieve them. 1.2 Mission Statement Trinity House s mission is: To deliver a reliable, efficient and cost effective Aids to Navigation service for the benefit and safety of all mariners. 1.3 Vision Our vision is: To be a trusted, world class organisation and regarded as such by our stakeholders. In order to achieve this vision, we need to grow, develop and continuously improve our organisation. Our Strategy elaborates on what our key deliverable priorities are in support of this Vision. 1.4 Values Our success is characterised by our values which are widely shared and reflected in our everyday actions. These standards govern our behaviour and define our culture. Our values are: Trust: We trust each other and are trusted by others. Flexibility: We look at what s needed and embrace change. Teamwork: We support each other to succeed. Pride: We take pride in what we do and what we strive to achieve in our organisation. Creativity: We encourage innovation and creativity. Fairness: We treat everyone fairly and celebrate achievement. A development plan will be produced in 2015, specifically designed to help embed these values deeper into our culture. 3

4 Trinity House s mission is to deliver a reliable, efficient and cost effective Aids to Navigation service for the benefit and safety of all mariners. 4

5 2 WHAT IT MEANS TO BE A TRUSTED, WORLD CLASS ORGANISATION Trinity House defines World Class as follows: Our provision of Aids to Navigation, related services and processes are rated by our stakeholders to be the best of the best by excellence in terms of design, performance, quality, stakeholder satisfaction and value. 2.1 Our Stakeholders In order to achieve our vision, it is imperative that we clearly identify our stakeholders and involve them in our future development plans. These stakeholders include the Mariner, the Ship Owner, Central Government and Parliament, IALA, Commercial Customers, Port Authorities and our Staff. In order to monitor and evaluate our progress, stakeholder feedback will be gathered and used to identify priorities and actions moving forward. 3 TRINITY HOUSE S PRIORITIES In order to achieve our Vision, Trinity House needs to grow and develop as a business. 6 key priorities have been identified that will enable us to continue to improve and be the best we can be. Priority One Priority Two Priority Three Priority Four Priority Five Priority Six Operational Delivery - Continuous Improvement Reputation Development New Business Internal Communications and Staff Engagement Cultural Change Improving Working Practices 5

6 In order to achieve our vision, it is imperative that we clearly identify our stakeholders and involve them in our future development plans. These include the Mariner, the Ship Owner, Central Government and Parliament, IALA, Commercial Customers, Port Authorities and our Staff. 6

7 4 IMPLEMENTATION AND DELIVERY In order to progress and achieve our goals in terms of these priorities, an operational plan has been developed that identifies actions for the next 1 to 2 years. The implementation of this plan translates our Strategy into operational level actions that are measurable and can be evaluated in terms of their impact and success. 5 6 COLLABORATIVE WORKING Collaborative working on an internal and external basis, with the Government and the other GLAs, is imperative in order to deliver against our long term goals and realise our vision. Collaborative GLA projects and working practices will be sought on an on-going basis in order to help address our 6 priorities. MONITORING PROGRESS, MEASURING SUCCESS Success will be measured in terms of the achievement of the operational plan and, more importantly, the impact the plan has had. As the operational plan is specifically designed to move Trinity House towards our Strategy s vision, monitoring work in progress makes evaluation of success more straight forward. There are two steps within the evaluation process that together provide us with an assessment of our progress. Their use ensures we continue to measure progress and demonstrate we are achieving against our Strategy. Step 1 Progress against all actions detailed in the operational plan will be reported to Executive/Board on a regular basis to monitor progress. This reporting process should initiate discussion around the impact various projects have, and any issues that may be encountered. Step 2 It is then imperative that the impact of the operational plan is measured in its entirety to ensure that it is making a difference and is driving the organisation forward in terms of our 6 priorities. Stakeholder opinion and feedback, gathered in a structured and consistent manner, will help inform us of our progress. 7

8 7 ACTIONS Priority One: Optimal Operational Delivery Primary Goals: To continue to assess appropriate need and type of Aid to Navigation based on an objective analysis of traffic, risk and user requirements. To develop maintenance plans driven by achieving set, recognized engineering standards. To implement the best quality and most efficient engineering solutions. To manage our resources at a holistic level, ensuring the most effective and efficient use of our assets, technology and people. To retain and maintain our Estate to the appropriate standard to ensure it is fit for purpose. Action Prepare for and contribute to the Fleet Review To regularly review technological development to inform future strategy Co-ordinated Fleet Management and Co-ordinated Fleet Planning are enhanced in terms of their practical application. Continuous improvement is embedded in our core business. Engineering designs for AtoNs are simplified and standardised as far as practicable. Replacements for Major Floating Aids are researched and agreed. Centrally co-ordinated Planning is developed further and integrated into working practices. A programme of internally led departmental reviews continues to identify potential improvements in efficiency, performance and ways of working. Output/Success Indicator A report is produced for DfT that documents all relevant data and information they are likely to require, prior to the review exercise commencing. Trinity House s requirements are recognised and understood by all. Appropriate teams within Engineering, RRNAV and IT review future world-wide technological developments together, and identify what initiatives TH should explore further/become involved with. An improved Tri GLA approach to Fleet Management and Planning is defined and agreed with NLB and CIL into the future. Managers regularly review progress and work together in teams to deliver improvements. Reliability is optimised. Type 1 buoys are reviewed. Options and designs are developed and agreed. Appropriate timeframes are put in place. Cross departmental planning is achieved. Departmental plans complement and support each other. Any contradictions in priorities and objectives are identified and resolved to enable plans to be delivered in their entirety. Departments are as efficient and effective as possible in terms of manpower and delivery. 8

9 Priority Two: Reputation Development Primary Goals: To maximize our reputation and proactively develop a wider understanding of the value Trinity House brings to the maritime infrastructure. To raise support amongst key stakeholders by facilitating an effective external relations strategy. For Trinity House to be perceived as the best at what we do. Action The new PR Strategy is implemented. An action plan is developed resulting from stakeholder feedback. Trinity House s international reputation is maintained and enhanced through participation in IALA and other international fora and events. Expand PR remit to include reputation development and promotion of commercial work. A contacts programme specifically tailored towards the DfT and other key stakeholders is implemented. Output/Success Indicator A set of actions are delivered designed to strengthen TH s position with external stakeholders. New initiatives are established to ensure on-going and improved contact with our key stakeholders. Trinity House is viewed and recognised as a world class organisation in aids to navigation matters through stakeholder feedback, in documents and publications and through participation in international maritime events. Commercial and PR staff work together and secure future contracts. More frequent meetings and visits from and with DfT are established. Key messages for communication are agreed and delivered. 9

10 Priority One Operational Delivery - Continuous Improvement Priority Two Priority Three Priority Four Priority Five Priority Six Reputation Development New Business Internal Communications and Staff Engagement Cultural Change Improving Working Practices 10

11 Priority Three: New Business Primary Goals: To further investigate opportunities for new business. To develop consultancy opportunities as and where appropriate. To develop opportunities for the exploitation of our Intellectual Property Action A working brief for the new Business Development Manager is developed, documenting identified opportunities for further exploration. Develop a plan for work expansion, as per the terms of reference produced for the Future 500 project. The balance between the delivery of our statutory work and commercial work is reviewed and defined more accurately. Our Estate is retained and opportunities for its use reviewed and maximised. Output/Success Indicator The Business Development Manager has an understanding and a starting point for the opportunities available in terms of organisational expansion. Plan produced, approved by Board and implemented. We ensure our statutory work remains the priority. Reserve capacity is defined on an annual and on-going basis. Alternative commercial uses for our existing estate/opportunities are explored further. 11

12 Priority Four: Internal Communications and Staff Engagement Primary Goals: To ensure staff are trained and provided with development opportunities for the benefit of the individual and the organisation. To establish good levels of two-way communication between Directors, Managers and staff and engage staff in decision making processes. To encourage diversity amongst our workforce. To fully support those with ambition to achieve their goals. To effectively manage the performance of our staff by recognizing and rewarding achievement and tackling poor performance. To ensure our staff have a safe environment in which to work. Action Formulate and agree an internal communications strategy. Examine, discuss and agree alternative staff reward methods. Implement a retention plan designed to reduce the current labour turnover levels amongst our seafaring staff. Benchmark our H&S practices against a recognised World Class organisation. A Director s and manager s internal contact programme is implemented. Areas for improvement identified by our recent Staff Engagement Survey are addressed. Output/Success Indicator Internal communications are consistent; staff feel fully informed. A range of non-financial rewards are introduced for all staff. Labour turnover levels begin to reduce. Our Health and Safety standards are continually improved. Managers and Directors spend more time talking to staff and obtaining feedback on key issues/concerns. Communication, motivation, loyalty, commitment and engagement levels amongst staff improve. (evaluated via the next staff survey exercise) 12

13 Priority Five: Cultural Change Primary Goals: To develop a leadership style better suited to our organisational needs. To change the way we work to become more people driven rather than process driven. To empower our staff in decision making and problem solving. To integrate our workforce and remove silos. Action Ensure improvement circles are used productively and effectively. Consult and involve staff in strategy development and departmental planning. Further explore the staff survey exercise findings at a departmental level and ask staff for input into how motivation and engagement levels can be improved. Consult staff in decision making processes. Output/Success Indicator Cross departmental teams are frequently brought together as and when appropriate to work on and resolve day to day issues or to improve working practices. Strategy sessions are held with staff to discuss the organisation s future. Staff input is sought. Actions are identified and implemented designed to improve the working environment. Decision making involves the right people with the right skills and knowledge as opposed to reliance on hierarchy. 13

14 Priority Six: Improving Working Practices Primary Goals: To develop a leadership style better suited to our organisational needs. To change the way we work to become more people driven rather than process driven. To empower our staff in decision making and problem solving. To integrate our workforce and remove silos. Action Working to ISO standards, all processes and procedures are to be reviewed at a departmental level and streamlined/rationalized where appropriate. The new MMIS system is set up and implemented across the service. Any emerging threats or opportunities for our organisation are identified in good time and the impact on the organisation is identified, analysed and monitored. Benchmark our approaches to process and procedure with high performing organisations with ISO accreditation. Agree and define better performance data required for operational decision making. Our audit systems and processes are reviewed and simplified. Ways of working are simplified whilst compliance with best practice and corporate governance is retained. Output/Success Indicator Improvement in internal audit findings and shorter decision chains in internal processes. Our organisation becomes driven by performance data. Buy-in across the service for the use of the system is achieved. Threats are raised on our risk register and given due consideration. Opportunities are explored further in an appropriate forum and employees understand and identify risks. Gather ideas and best practice to help simplify and streamline our working practices. Performance data is produced and referred to when appropriate in order to identify future needs and plan work. Outputs of audit become more meaningful/ useful to business improvement. The administrative burden generated by overly complex processes and procedures is significantly reduced. Greater emphasis is placed on good management as a result. 14