NEW ICE director general Tom Foulkes has wasted no time in stating his intention to make fundamental changes, setting out a powerful development agenda at last week's meeting of ICE Council.
Top of the list is making the Institution more business-like in the way it delivers value for money to its members (see box).
'I intend to publish a formal development agenda to get some real direction and momentum into those key areas where performance improvements are urgently needed, ' said Foulkes.
'Above all I intend to concentrate on making the Institution more business-like in the way that it delivers ever-greater value for money and improved services to our members.'
Key to this will be improving the team ethic at Great George Street, Foulkes claimed.
'Human resources is going to be my first priority. We've got to get the team playing together, and fast, if we want to score more goals and win more matches.'
'Staff relations, working conditions and the organisational culture here at Great George Street are critical issues in my view, ' said Foulkes. 'Building a winning team, developing trust and improving the climate will be very high on my priority list as a prerequisite of success in every area of our many endeavours.
'And I also want to take the opportunity to do some deep thinking about where we are, where we're going and how we're going to get there so that I can start defining appropriate targets for everyone in my team and can resource them accordingly, ' he said.
Foulkes has established what he sees as six key principles important to the delivery of a fast, effective and highly relevant service for members (see box).
'There may well be others, and I'm sure we shall refine them as time goes on, but they give a feel for how I intend to start delivering the Institution's vision and objectives, ' said Foulkes.
Foulkes leant his support to the member customer satisfaction survey being developed by communications director Anne Moir (NCE 5 September).
'I want to find out more about what our members want, now and in the future, and what we're doing about delivering better services to them.'
Foulkes is also keen to work on the Institution's ability to project a powerful public voice, and to optimise its influence with government.
Decentralisation to the regions remains high on the agenda, said Foulkes, who also wants more alliances with other Institutions to enhance its effectiveness and influence.
Finally, Foulkes wants the ICE's performance benchmarked against similar organisations.
'I see an urgent need to benchmark our commercial performance against the best in field and thoroughly review our use of assets and return on capital employed, delivering continuous improvement in efficiency, effectiveness and economy.'
Outline development agenda
HR improvements: improving conditions and developing teams.
Long-term strategy: clarify ends, ways and means.
Services to members: improve value and quality.
Voice of ICE: develop a respected voice in public policy debate.
Decentralisation to regions: continue the process.
Alliances: build alliances to enhance ICE's effectiveness.
Sweating the assets: review asset use and benchmarking versus best practice.
Principles for delivery
Foulkes has six principles for delivering the ICE vision and objectives
World class intellectual leadership, best practice and professional standards
Expert, independent and clear advice to governments and the public
Continuous improvement in service to members
Decentralisation to ICE regions
Alliances to enhance ICE effectiveness
Strength through diversity and innovation