5. This plan identifies those areas we will take action on in the next three years to support the delivery of the Strategic Plan. Our priorities are to:
The key priorities and targets within each of these areas are described in the following pages.
6. These priorities do not encompass all that we do. They identify where we must take action now to improve the way we work or the way we lead and value our staff to deliver the changes needed to achieve the Strategic Plan. Clearly, we must continue our work to secure better management of capital assets and allocation of resources; to reduce fraud; to ensure prompt payment of bills; to continue our commitment to Government targets on environmental management; and also to address the many other activities necessary to maintain an efficient and effective organisation. However, it will also be necessary to identify work that is not a priority and which we might no longer be able to deliver because of the demands of either the Strategic Plan or this Management Plan.
7. The HSE Board are accountable for ensuring that the priorities set out in this plan are delivered and provide value for money. Lead Divisions or Directorates have been identified to take forward work on each key priority and will be responsible for preparing and managing the programmes necessary to achieve the outcome or output stated. In many case this will have to be done in co-operation with other D/Ds who will be expected to identify what contribution they can make and to take action in partnership with the Lead D/D where this is appropriate.
8. Monitoring and evaluating the effectiveness of work carried out under the management plan will be necessary to ensure what we do is fit for purpose, delivers the improvements we expect and offers value for money in terms of resources. A report on progress against the actions and targets in the plan will be made to the Board every 6 months. PEFD will gather information from Business Owners and D/Ds in preparation for this. A published report of the outcomes achieved will be included in the Annual Report and Accounts for 2001/2
The strategic plan requires dramatic improvements in how HSE engages with stakeholders and applies resources to deliver outcomes. To succeed we must have a workforce that is well motivated, trusted and effectively led. HSE's Staff Attitude Survey and Modernising Government Business Needs survey both identified leadership as a key area for improvement. Revitalising Health and Safety also requires all public bodies to demonstrate best practice in health and safety. It is our intention to achieve in our health and safety practices and procedures what we expect of the better companies and to ensure that we meet the standards set out in our published guidance. Leading and looking after staff are therefore important priorities to take forward immediately.
We want to improve the diversity of our organisation and meeting Cabinet Office targets are part of this. We have made significant progress but much more needs to be done to see real improvements at all grades. There are important benefits to be gained from increasing the diversity of cultures and experience within HSE and we must direct this opportunity towards helping us to develop new ways of tackling health and safety and to forging links with a broader range of stakeholders.
To deliver the Strategic Plan we must ensure that the right people are in the right posts at the right time. This means improvements to our vacancy filling procedures to ensure they are effective and speedy. It also means ensuring staff have the right skills and experience to deliver the outputs required. To do this we must build on their strengths and develop the skills needed for working with external stakeholders, or for evaluating what works. We must also bring on talent at all levels, helping everyone to make the best use of their skills and applying them to business needs.
Information management: HSE has considerable information resources which must be effectively managed and applied to support the delivery of the Strategic Plan. To help us achieve our business objectives and to help dutyholders comply with the law we must work in a transparent and open way in line with the Board’s policy to make information available unless the law prevents it or significant harm would arise. HSE must implement the Freedom of Information Act (FOI). To do this we must manage our information in a way that is open and accessible. The establishment of an effective record keeping infrastructure and standardised systems for capturing and maintaining records in line with modernising government targets for electronic records storage will help us to comply with these requirements. It will also ensure that we can draw on this information and apply it to business objectives in the Strategic Plan.
Knowledge management: HSE’s reputation as a professional, expert organisation hangs on the knowledge (expertise and experience) of all its staff. Unlocking and sharing that knowledge and enabling the creation of new knowledge is vital to HSE’s long term future. We must manage our information resources better, recognise (and reward) knowledge sharing, use the physical environment to encourage knowledge creation and develop and communicate good practices about what works well in HSE. HSE will develop programmes that will support this objective.
Information technology and information services: electronic systems can help us to meet strategic objectives to provide information and advice and to share knowledge. They can also help us to improve customer services and meet e-government targets. The transition from printed page to electronic delivery must be managed carefully and be responsive to customer needs. HSE will shortly be entering into a new partnership with an IT services provider. The development of this contract can significantly influence how our information and IT services will develop.
HSE’s effectiveness also relies on providing key information and publicity services which are efficient and responsive to customer needs and influential to changing behaviours to achieve our mission. This includes ensuring information is available in the appropriate language. We are currently retendering for information services such as the Language Service, HSEinfoline, HSE Books, and the advertising agency contract.
Our stakeholders have an expectation that we deliver outputs and outcomes which meet their needs effectively and efficiently, that we provide value for money and that we continuously improve the way we work. To achieve this demands improvements in the way we plan our business and the way we deliver our services. Better business planning also requires us to be better at managing corporate risks in line with Central Government “Turnbull” recommendations.
Improving the way we work will help us to improve health and safety. Business quality, business improvement and ensuring value for money should be integrated into everything we do and Directors and heads of free standing Divisions should ensure that local arrangements are in place to make a reality of this. We should also use Business improvement, linked with E-government to focus improvements in those areas where they are needed most. E-enabling of services can improve visibility and accessibility and can also deliver benefits in terms of saved time or other resources. The benefits recouped from such savings should be directed strategically to meet the objectives of the Strategic Plan.
Delivering the Strategic Plan will require co-operative effort across HSE and with external partners. HSE’s reputation is critically dependent on our science and technological expertise and this must be integrated with both operational activity and policy advice. Our actions must be based on sound evidence and up to date scientific and technical understanding. We must also ensure that everything we do is properly evaluated to determine what works best to achieve the outcomes we seek and that this information is used to assist resource allocation and priority setting.