Maturity Assessment Tool

Entrepreneurial Council

Maturity Assessment

Caja has found that a vital first step for organisations to become more Entrepreneurial is to really understand their starting point and commercial appetite. Defining a level of maturity against the 9 domains in our Model for the ‘Entrepreneurial Council’ provides the foundations for the creation of a sustainable roadmap, collaborating with citizens, public and private organisations and embracing the adoption of new technologies and digital solutions. We have a defined approach to helping councils conduct a detailed diagnostic against the model and developing subsequent delivery plans.

The Caja Commercialisation quick self-assessment tool is based on our model for the ‘Entrepreneurial Council’ and is designed to give a basic assessment of maturity against the 9 domains of development. The assessment has 20 questions and will take approximately 15 minutes to complete.

Your results are completely confidential and will not be shared with any other organisation or third party other than in an anonymised format as part of quantitative benchmarking insights.

You have clear stated objectives about what the organisation needs to achieve and how commercial ventures will contribute to delivery?

No clear objectives in place

We are developing our ideas and thinking about commercial opportunities

We have a commercial strategy with some clear objectives

We have a commercial strategy, clear objectives and we are co-delivering with staff and citizens to deliver

You have a focus on driving innovation alongside commercial activities?

There is no formal mechanism to collect ideas for innovation

Staff are encouraged at a team level to suggest ideas for improvement and innovation

There is a formal corporate scheme or ‘ideas hub’ in place which is actively promoted in the organisation.

The council invests in innovation and staff at all levels operate collaboratively and are engaged in delivery

Voice of the community is central to transformation, leading to improved outcomes and services?

No community feedback is collected

We recognise that transformation requires community involvement and are starting to collect feedback and insight

Community data is routinely collected and analysed to improve services

Community insight is integral to service improvement & transformation

We collect Voice of the Customer (VOC) data to support planning and improving services?

No customer feedback is collected

We recognise that customer insight is important and are starting to collect data

Customer data is routinely collected and analysed for service re-design & improvement

Customer insight is integral to co-designing service improvement & transformation

There are clear responsibilities and accountability in the organisation and people understand the commercial implications of their actions?

Staff have little knowledge and minimal skills regarding commercial operations

Staff recognise the need to become more innovate and commercial and there are personal development plans in place

There is an expectation of commercial activity in almost all service plans with leads identified and responsible for delivery

Clear ownership and accountability for commercial activities and ideas across the organisation

We understand what skills and capacity we have within the organisation, with respect to operating more commercially and creating new ventures?

There is little understanding about the in-house commercial skills and what will be required to deliver on any commercial strategies

There has been some skills analysis completed against the corporate strategy and there are personal development plans in place

Staff development programmes have been initiated and external experts used to add skills and transfer knowledge where appropriate

The organisation has flexible, multi-skilled teams focussed on delivering outcomes, maximising efficiencies and working with partners.

Processes are designed to add value to citizens and customers rather than designed around the structure of the organisation?

We have traditional processes designed around organisational function, rather than customers and value

There have been some process re-design activities to deliver efficiencies and some customer data and insights have been used to help inform changes

We are undertaking service design and re-design based on achieving measurable outcomes for customers

There are efficient, cost effective process that are designed with both a ‘Customer First’ and ‘Digital’ mind-set from the outset

The organisation collects and uses data to understand process performance and improve service levels?

There is limited data available about service performance levels

The council collects data from all service lines and produces regular reports; however, data quality is sometimes an issue

Data collected by the council is integrated into a central data store where business intelligence tools are used for reporting

The council has good quality, centrally managed data and access to tools and that provide performance insight and predictive analytics

Business processes are designed around the customer end-to-end journey, rather than fragmented across organisational teams or departments?

The council predominately operates with functional processes based on departmental or professional silos

There is some mapping of customer journeys for key services

We have designed end-to-end customer journeys and are integrating delivery service lines around them.

We have fully integrated services designed around the customer

10.

There are defined performance metrics in place and a regular corporate reporting cycle developed?

There is some data available regarding service performance levels and we complete statutory reporting as a minimum.

The council collects data and has developed reporting dashboards and cycles; however, measures tend to be transactional.

There is routine performance reporting in place that contributes to agile decision making and corporate governance. Measures are a range of financial, transactional and outcomes across all service lines.

There is high quality performance reporting across all service lines supporting agile and pro-active decision making. There is also the use of predictive analytical tools to identify trends, growth and savings opportunities.

11.

There is extensive delegation with clear escalation routes and standards that govern the organisations activities?

The organisation has a traditional hierarchical structure and operates with clear lines of control

There has been some re-organising into a flatter structure with clear accountabilities for key service lines

The organisation operates a flat structure with defined responsibilities and accountabilities that helps empower staff at all levels whilst facilitating agile decision making and effective service delivery

The organisation operates a flat ‘Matrix’ structure with defined responsibilities and accountabilities, staff are empowered to operate around integrated customer journeys, maximising value and efficiency.

12.

The organisation is open and transparent about responsibilities and decision making, accountabilities, financial and legal structures, demonstrating real consultation with all stakeholders?

Some staff have documented role descriptions but tend to escalate decision making up the organisational structure.

The council has undertaken a role analysis and is putting role descriptions with defined responsibilities and accountabilities in place for al staff.

There are clear role descriptions and an accountability framework defined for the council that is aligned to the governance of finances, legal and decision making for the organisation.

There are clear role descriptions and an accountability framework defined for the council that enables effective governance; these arrangements are published and readily available both internally and externally.

13.

There is a healthy appetite for risk where the scale of opportunity exceeds the likelihood or impact of any risks or threats?

There is a traditional corporate risk register in place that is regularly reviewed.

There is a more comprehensive corporate register of Risks, Assumptions and Interdependencies that is regularly reviewed with allocated risk owners

There is a comprehensive corporate register of Risks, Assumptions and Interdependencies that includes commercial and financial risks that are regularly reviewed for probability and impact as part of regular corporate governance meetings.

14.

The organisation has an understanding and appetite for risk associated with working with external partners and the potential arm’s length operations of services?

The council documents and assesses risk; however, there is little or no consideration or discussion with external partners.

Risk is documented, assessed and managed – there is also some recognition and discussion regarding the impact on any external partners

Risk is documented, assessed and managed; there is also engagement with external partners and stake-holders to minimise risk exposure for all parties

There are integrated risk registers for services and initiatives that are managed in partnership with external stake-holders and commercial partners. This is used to develop approaches to share risk and benefits that may be realised

15.

There is corporate knowledge about both the public sector and commercial markets, competitors, partners and suppliers for the services we deliver?

There is currently no market assessment external to the council in regard to key delivery service lines

There is some competitor analysis and assessment of external markets ad competitors as part of a business case development process for new services or commercial ideas

There is detailed data capture, competitor analysis and assessment of external markets ad competitors as part of a business case development process for new services or commercial ideas

There is continuous data capture, market analysis and horizon scanning for all service lines in order that the council can proactively make decisions based on known market forces, threats and service viability

16.

The organisation collects data and accesses benchmarks regarding competitors and commercial suppliers in the market?

Currently no data collected

Some data is collected and used as part of the planning and business case process

Data is routinely collected and used to manage the competitiveness and viability of services

Data is routinely collected to plan and manage services and benchmarked with external sector and industry standards and competitors where available

17.

Services have clear outcomes and commercial plans that includes 'Market Making' activities integral to service development strategies?

The council has measurable outputs to ensure costs are managed and services remain viable

There is an understanding of the outcomes and outputs the council aims to deliver and some measures in place to operationally manage services

There is a full understanding of outcomes, outputs and benefits that services aim to deliver and integrated into 3 – 5 year strategic plans

The council routinely measures outcomes and benefits and is able to project the impact of innovation and improvement activities to create 3 – 5 year strategic plans for new commercial opportunities and market development

18.

There is a 'spend to invest' fund being established within the organisation as part of a strategic medium and long-term financial plan?

There are no spend to invest funds

Innovation and improvement ideas are considered; however, where funding is required it is dependent on ad-hoc releasing of investment from planned savings or surpluses

Medium and long-term plans are being developed to identify available funds for investment in innovation and improvement activities

There is a ring-fenced innovation budget identified in the council’s medium and long-term financial plans with appropriate agile and effective governance in place

19.

The balance sheet is included in organisational and operating division strategic plans?

There is no balance sheet at an operating divisional level

The council manages a balance sheet at a corporate level and delegates budgets to operating division

The council maintains balance sheets at a corporate and divisional level and staff understand and consider ‘profit and loss’; however, funds are centrally managed

There are operating plans across all operating divisions that include a balance sheet. There is also a significant level of financial delegated authority into operating divisions and the ability to invest a percentage of operating profits into innovation and improvement activities.

20.

Innovation projects are established with 'pump prime' funding but with the expectation of self-funding within a relatively short period of time?

No pump-prime funding available for projects

Some funding invested in projects; however, limited projection of future outcomes and benefits

Funding invested in projects to innovate and improve services. Expected outcomes and benefits have been identified and are measured.

Funding invested in projects to innovate and improve services. Expected outcomes and benefits have been identified and projected results are expected to generate income that will self-sustain initiatives within 2 – 3 years.

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