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The School project briefs

1. Feed in Tariff Reaction

Project Title:
Feed in Tariff Reaction
Project Lead:
Ben Winstanley
01633 644965
@Innovation House Magor
Swarm:
Peter Davies
Debra Hill-Howells
Rob O’Dwyer
Ian Hoccom
Names and project roles
Background:
The context of the project and why it is needed. Include how it fits in to the wider Monmouthshire Reboot programme
The central government Feed in Tariff scheme was being relied upon to enable the installation of Photovoltaic panels upon the roof of a number of Monmouthshire County Councils assets. The reboot programme had established a source of funding for this and had gained cabinet approval to access the funding subject to a number of conditions. This form of investment would probably not have been considered in previous years.
In October the government announced that they were slashing the tariff by up to 50% in places and instead of the 1st April 2012 deadline there was a new deadline of 12th December 2011. The swarm was then assembled to work out how to react to the change in situation.
Technical competence combined with innovative thinking on ways around a number of problems ensured that the process was started in plenty of time to ensure adequate time for the contractors to implement and complete the schemes before the 12th December deadline.
Project Objectives:
What the project is trying to achieve, what are the measurable goals?
The project was enacted to ensure that maximum advantage was taken of the Feed in Tariff before the subsidies were cut. The measurable goals of the project were the number of installations certified before the timeline and the amount of clean energy which could be generated.
Project Scope:
Major deliverables of the project including items outside the scope of the project
List major dependencies which impact the project during its life and interdependencies which exist after implementation
The deliverables of the project are:
-The physical installations of photovoltaic panels.
- The amount of clean electricity which could be generated from the installations and the reduced dependency on fossil fuels to power those buildings.
- The enhancement of the sustainability message by having panels installed on the roof.
- Begin to work in a networked manner instead of a hierarchical manner.
- Prove that permission leads to action beyond the normal scope of working.
Constraints:
Any constraints under which the project must operate, e.g. amount of resource available
Procurement – The standing orders had to be adhered to before proceeding. The correct contractors were pivotal to the scheme succeeding as an on-going maintenance liability did not want to be inherited.
Resource – There was a small number of officers available to resource the project
Time – The installations must be complete by 12th December 2011
Interfaces:
Interfaces with the project both internal and external to the organisation, including links to other projects or programmes
The community was watching the progression of the installations as they had voiced their support for the generation of clean energy in community owned buildings through the community climate champions meeting.
Internally the schools were very keen to cut their costs and have panels on the roof as a teaching aide.
Estates and Sustainability worked closely alongside property services, finance and all the site staff and managers.
Risks:
Any known risks to the project known at the time
The project could overrun and the tariff level could drop leaving the scheme non financially viable and unable to repay the debt.
Outline project plan:
Key delivery dates, costs and resource usage
Central government announcement that FIT will be cut from 43p to 21p
Project swarm assembled
Finance approval gained
Contractors met and appointed
Costs were checked and submitted
Installations were planned and property services reprioritized their workloads to help with the structural and electrical validation of the installations.
Installations undertaken with full cooperation of sites including caretakers, staff and pupils.

2. People, Places, Purpose, Passion

Project Title:
People, Places, Purpose, Passion
Project Lead:
The intrapreneurship School
@Innovation House, Monmouthshire County Council, Magor, NP263DG
Johnmcconnachie@monmouthshire.gov.uk
Swarm:
John McConnachie- 0788 69 89 703
Names and project roles
(Please see names in action plan)
Background:
Our single biggest challenge in terms of how we develop the workforce in Monmouthshire is how we embrace cultural and behavioural change in order to meet demand for services in innovative, creative and sustainable ways.
We are looking to develop the organisation and future proof our capacity to be outstanding from the perspective of the citizen.
The challenge, though a massive one, is not insurmountable. We not only need to teach our organisation to behave differently, we need to firstly understand the other factors which determine our individual behaviour and recognise that members of our workforce are all unique, with talents, passion and potential.
Two people with the same skills, knowledge and capability set will respond differently within the same given context and understanding this will begin to unleash organisational potential to deliver “outside” of our traditional role.
Project Objectives:
To define how we can link “what matters” to the citizen and to incorporate this in to our capacity to place the right person in the right place delivering better things by focussing on what matters form the citizen perspective.
Our ability to redefine and work across organisational barriers and boundaries.
To be able to identify and "unleash" hidden potential and talents that can assist in developing the culture and behaviours required to make this place the place to be, to live, to grow, to work.
Project Scope:
The initial internal focus of this project will free up capacity to develop links within the community. The full explanation of the project is included in appendix (1)
Constraints:
Any constraints under which the project must operate, e.g. amount of resource available
The project is being delivered outside of core work hours in the main, placing demand on “internal” employees involved
Interfaces:
Interfaces with the project both internal and external to the organisation, including links to other projects or programmes
Community links developed with private, voluntary sector
Community Social Network (Facebook/iMatter) established
Core group (Project Swarm) Identified
Risks:
Any known risks to the project known at the time
No unmitigated risks identified
Outline project plan:
Please see next page below for detailed on-going action plan


3. Life Of Leisure – Reframing Stakeholder Relationships

Project Title:
Life Of Leisure – Reframing stakeholder relationships of public facilities (leisure, school & public facilities)
Project Lead:
Name, Including contact details (address, email, telephone, fax)
Ian Saunders 01633 644499 Mob : 07876545793
iansaunders@monmouthshire.gov.uk
Swarm:
Rob O Dwyer
Deb Hills Howells
Gill Cox
Mathew Gatehouse
Dave O’Leary
Leisure Team (managers & staff)
Communication Team
Names and project roles
Background:
The context of the project and why it is needed. Include how it fits into the wider Monmouthshire Reboot programme
Increasing demands and tensions between stakeholders on joint use Leisure and School sites regarding use of facilities during daytime programming.
The facilities were developed in mid-1970’s on the four comprehensive sites with predominant school use during the day-time and community use in the evening and weekends. The significant development of leisure facilities and increased community expectation regarding access to facilities has coincided with several key drivers including delivery of a thriving daytime National Exercise Referral Scheme, where medical professionals refer clients into exercise and also Welsh Government free swimming for our 60+ population. The schools needs have evolved including change of use of many areas, new ICT, the considerable need for exam space, large assembly areas and sixth form developments have resulted in extra cars coming to site. Other issues that have compounded the situation include changes to school timetables including longer lunchtimes, early starting and two week timetables, catering and cleaning contracts and changes in opening hours.
New challenges for inspiring our children to become “hooked on sport” has also lead to exciting projects inside school curriculum for ensuring the curriculum and extra curricula programme dedicates time for physical education. The service is involved in partnership work with Sport Wales and PE Depts. in delivering core programmes such as 5X60, PESS (Physical Education in School Sports), Dragon Sports and swimming programmes for primary aged pupils.
Various clubs & societies use the Leisure Centres as their base and these form the backbone of bookings and activities in the evening. Many clubs request more time than the service can currently allocate. These clubs are able to access grants and funding to enable them to purchase equipment and train coaches to ensure they are developing and the additional specialist equipment required needs storage space that creates further demand on the service to accommodate their needs.
The service has delivered large investment into new facilities, including new community suites, investment for Astro pitches on each site, multi-use games areas and upgrades to car parks. Facilities have been redesigned where possible and refurbished to reflect the change in need for modern leisure service delivery and a re-design of activities offered. Several bar areas, once generating large sales of alcohol in smoke filled environments, have been transferred into modern air conditioned dance and fitness areas. This investment has also produced fresh challenges for the service as it generates increased usage and increased revenue targets for the authority.
Other considerations include protecting our citizens from harm which includes child protection and safeguarding issues.
Project Objectives:
What the project is trying to achieve, what are the measurable goals
The objective of this is to use the opportunity of a Leisure and School stakeholder project to examine the way we consult and understand the needs of our stakeholders as a Council.
New models of consultation and new service design models will be used with a view to cascading new methods across other services to redesign Council consultation.
The measurable goals will be to deliver consultation with stakeholders and review current Leisure provision predominantly on the four Leisure/School sites but also in the wider community.
Project Scope:
Major deliverables of the project including items outside the scope of the project
- Mapping existing leisure stakeholders, deliver consultation with the community, develop and understand stakeholder’s priorities for sites. It is envisaged that much of the consultation which will be conducted on a one to one basis could be gathered through interviews or filming. The use of questionnaires and other data gathering techniques will be used. The Leisure Flex System holds customer data and the Technogym Gym system has an upgrade which will introduce service design questionnaires to all gym members.
- To review leisure stock to investigate other avenues for service delivery and new opportunities.
- Use the project as a catalyst to introduce new ways of working with stakeholders in MCC and use new tools to review problems and challenges
List major dependencies which impact of the project during its life and interdependencies which exist after implementation
As leisure is delivered on joint use sites the major dependencies impacting in the project are Governing Bodies of each school, Head Teachers, other departments of the council and Stakeholders e.g. National Governing Bodies, Sport Wales, School Pupils & Customers
Constraints:
Any constraints under which the project must operate, e.g. amount of resource available
Leisure services will look to release staff to consult stakeholders, to film stakeholders, enable them to tell their story and then review this information. There will be a need to tap into the Communications Team, however their time could be a factor.
Tools for consultation are being designed however delivery by SRS of any web or ICT initiative could lead to delays
Constraints include existing site size & facilities, educational curriculum needs.
Interfaces:
Interfaces with the project both internal and external to the organisation, including links to other projects or programmes
The 21st Century School Programme & School & Student Access
Severnside Area Project, Area Officers ,
Sport Wales & National Exercise Referral Scheme, Health Board, Creating Active Healthy Monmouth Group, Corporate Health plans
Service currently also undertaking Vanguard System Thinking review so aspect of “what matters” from this project to be linked.
Asset Management, Property Service, Planning, Highways, Countryside and tourism, links to LDP, Maintenance plans, parking plans and Section 106 expenditure.
Risks:
Any known risks to the project known at the time
The relationship between School and Leisure services are currently working in as far as the two services are co-existing on each site and delivering strong performance – various levels of cooperation are in place and a respect for each other’s agenda is present. The project could harm this relationship and lead to a position that would result in increased tension and resulting in less not more joined up approaches. Many of the current tensions involve use of space and facilities and also the financial arrangements surrounding this use during the day.
The project could have political implications causing negative feedback from citizens regarding use or non-use of Monmouthshire facilities.
Outline project plan:
Key delivery dates, costs and resource usage
Big Tent event provides stakeholders analysis – as this is an open event, topics may evolve and will focus consultation once we have listened and analysed.
Follow up targeting stakeholders input / schools & leisure. This will involve specific targeted consultation in an open way with various groups and communities that evolve from mapping of stakeholders
Develop a consultation questionnaire to capture views of community regarding Leisure and identify modern ways of engaging hard to reach communities. We will also use Council website, Twitter and other social networking sites to open up dialogue and consultation. The project swarm will review current tools for consultation and put them into operation e.g. Review current methods for gathering data and look to introduce iPad use and other modern approaches to collecting data. Systems review feedback to support further analysis “What Matters”


4. Internal Communications
Project Title:
Internal Communications
Project Lead:
Name, Including contact details (address, email, telephone, fax)
David O’Leary 01633 644266 davidoleary@monmouthshire.gov.uk
Swarm:
Names and project roles
Background:
The context of the project and why it is needed. Include how is fits into the wider Monmouthshire Reboot programme
Information does not travel efficiently throughout the organisation. The right information does not get to the right people at the right time in a way they understand. This can lead to internal conflict, confusion, demotivation, the missing of opportunities, repetition of work and lack of overall cohesiveness.
There are silos within MCC, directorates, sections, departments, teams that do not communicate well with each other, contributing to the above problems.
End result - the customer is not getting as an effective service as they could.
Project Objectives:
What the project is trying to achieve, what are the measurable goals
Understand what communications are in the organisation, where the problems lie.
-
Project Scope:
Major deliverables of the project including items outside the scope of the project
- Mapping the network of communications – (key hubs)
- Identifying methods to analyse the communication channels
- Delivering an up to date directory of staff.
List major dependencies which impact of the project during its life and interdependencies which exist after implementation
Collaboration with the SRS
Constraints:
Any constraints under which the project must operate, e.g. amount of resource available
Capacity of the SRS
Interfaces:
Interfaces with the project both internal and external to the organisation, including links to other projects or programmes
Internal organisation, external organisations
Risks:
Any known risks to the project known at the time
SRS collaboration fails, if in lifetime of project means of communication change
Outline project plan:
Key delivery dates, costs and resource usage
Delivery of up to date directory of staff
Open dialogue with Key Hubs or alternative to cost mapping of comms exchange (discuss with SRS)
Survey staff to identify if they recognise any problems in communications. Ask them what they would want.

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