Part One Strategic Priorities 2015-2020

BUSINESS IMPROVEMENT & EFFICIENCY PROGRAMME SERVICE PLAN Part One: Strategic Priorities 2015-2020 Part Two: Project Delivery Plan 2015-2016 ContentsPart One – Strategic Priorities 2015-2020Corporate Vision and Aims...... 2Service / Directorate Overview...... 2Part Two – Project Delivery Plan 2015-2016Service Improvement Project Overview...... 12Project Delivery Plan...... 15P1 – Document & Space Management P2 – Resource & Support Review P3 – Recruitment Review P4 – Working with Businesses P5 – Internal Communications P6 – Systems Contract Terminus Review P7 – Freedoms & flexibilities P8 - Digital by DefaultInter-dependency Links...... 23Project Delivery Plan – Milestones...... 242 PART ONE – Strategic Priorities 2015-2020Corporate Long Term Vision and Aims South Cambridgeshire will continue to be the best place to live and work and study in the country. Our district will demonstrate impressive and sustainable economic growth. Our residents will have a superb quality of life in an exceptionally beautiful, rural and green environment. • Engagement: Engage with residents, parishes and businesses to ensure we deliver first class services and value for money • Partnerships: Work with partners to create opportunities for employment, enterprise, education and world-leading innovation • Wellbeing: Ensure that South Cambridgeshire continues to offer an outstanding quality of life for our residents Corporate objectives which the Business Improvement & Efficiency Programme (BIEP) is leading 2: Improve efficiency and value for money within a viable financial strategy. 7: Develop a commercial framework to deliver and market core and value-added services.BIEP Vision and AimsThe programme acts as catalyst for change, giving greater awareness of organisational change, the triggers, the process and the impact it can have. The programme facilitates innovation and encourages organisational ambition. It leads by example to deliver an exceptional customer experience and lead a programme of change to transform service delivery, save money throughout the organisation and identify and promote income generation opportunities.The programme manager will also act as quality assurance for individual projects within the programme guiding Project Managers through the processes and principles used.THE CONTEXT FOR OUR SERVICE About our serviceThe Business Improvement & Efficiency Service began in December 2012. The service is responsible for the development and delivery of a corporate programme of activities under the banner of the Business Improvement and Efficiency Programme (BIEP), the Development Control Improvement Plan (DCIP) and the Commercialisation Programme to improve services, deliver savings and generate income. The service strives to improve efficiency and value for money within a visible financial strategy.3 External Drivers- Public Sector Funding Cuts - Shared Services Initiatives - Population Growth & Demographics (providing the necessary services for a growing population) - Developing Government Policy - Increasing Customer Expectations - Increased Social Media Use - District Internet ConnectivityKey PartnersThe BIEP enables SCDC to deliver outcomes for key partners.Several projects will need to procure software or services from external organisations and the process will lead to savings and greater efficiencies. Some partners could be consultants and the projects will enable joint delivery.Strengths and WeaknessesWhat factors affect the ability of your service to deliver? Consider using SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis, but summarise findings - do not reproduce in full.Strengths - Balance of Skills (Vision, Detail, People, Delivery) - Internal delivery – Programme Manager, Project Managers & Project Teams are made up of staff rather than consultants therefore ownership and personal development are high on the agenda - Organisational & Team Ambition - Energy & Enthusiasm - Influencing & Negotiation - Collaborative Working - Customer Focus - Relationship with Members - Challenge & SupportWeaknesses - Number of Complex Projects & Priorities - BIEP Manager and Support Worker was only in post until November 20144 Opportunities - Collaborative Working - New Technology - Member & Officer Working - South Cambs LtdThreats - Further Budget Cuts - Organisational Capacity - Organisational Buy-In - Performance of Partnerships - Organisational Motivation - Political Balance - General ElectionUsing insight and feedback to plan our servicesThe BIEP main customers are the Service providers within the Council. The projects undertaken directly impact on Service delivery. The ongoing success of the programme enables service providers to directly improve their service delivery by improving and being more efficient. The programme also enables income generation for the Council which means that services will not be affected by budget and grant cuts.The original ideas for the first tranche of projects came from staff who deliver the services so are relevant and current. The projects have since been refined or combined and, in many cases, have moved on to the implementation stage. Feedback is received monthly from EMT and through meetings with project managers and sponsors. All projects undergo screening for Equality Impact Assessments and Privacy Impact Assessments.Staff ParticipationAll project managers are continuously engaged the BIEP through monthly meetings with the programme manager and project sponsor. The programme manager is also responsible for identifying interdependencies and enabling cross project working and sharing of risks and learning experiences.5 Assessing value for money (VFM)Value for Money is about achieving the right balance with economy, efficiency and effectiveness:• Economy – is the price paid for what goes into providing a service • Efficiency – is a measure of productivity, or how much is gained for the money we spend. • Effectiveness – is a measure of the impact achieved, ensuring we are meeting our objectives by doing the right things, as articulated in the strategic aims for our directorate/service area.Strategic overviews should briefly set out the framework within which VFM will be assessed.Although aspects of value for money around service levels and performance will be referred to in the overview, the assessment itself will be set out in the annual review – see Section 8. Directorates will have discretion to tailor VFM frameworks to their specific circumstances; the following is a guide to aspects which could be covered:Aspect of Value for Money Likely ‘ingredients’ Economy - Financial monitoring arrangements - Budget-setting - Grant free target - Procurement - Asset management - Sources of funding - Income generation - Shared Service delivery Efficiency - Service levels - Risk management - Programme Delivery - Savings targets Effectiveness - Strategic aims: Corporate Plan, Service Strategic Overview and policy framework - Managing performance - Governance and Scrutiny - Consultation, feedback and customer satisfaction - Project Delivery6 Financial and Human ResourcesWhat are the directorate/service area’s budget and staffing levels, and how are these set to change over the next five years? Currently 1 FTE. Programme Manger seconded into the role, which will be made permanent.What are the factors affecting the capacity of your staff to deliver your service aims? This might include:-• Restructures and realignments arising from major change/shared services initiatives • Skills shortages – further training arranged • Absence issues – single point of failure7 Performance trends and key risksPast and current projects had reached the following stages at February 2015:Document & Space Management and Post Room Review  ‘Working Differently’ Strategy being produced.  Pilot office move undertaken within H & ES, currently collecting feedback.  Hot-desking Protocol written and out to consultation.  Shared Service Post Opening process being explored. Pilot underway with HDC. Finance Culture VFM  Consultation with staff underway Self Service  Self Service Project merged with Corporate Service Desk Project into new Digital By Default Project Goods & Services Review  Initial savings target reached. Now an ongoing process managed by Procurement and Head of Finance, Policy and Performance. Reports directly to EMT. No longer part of BIEP. Consultancy & Agency Staff Review  Phase 1 of Project completed. Work to be continued as part of the Recruitment Review Waste & Recycling Review  Report presented to Cabinet on 9th Feb. Agreement in principle by members for £200k savings in 2014/15 & £400k in 2015/16. Further decisions for further savings deferred for 12 months and may be done alongside other councils.  Implementation underway - called TOBY5 Resource & Support Review  Full review of Admin staff available and required underway Recruitment Review  Process to approve new member of staff for HR underway Remote Working  Remote working policy agreed Working With Businesses  Project divided into two workstreams:  Business Friendly & Key Account Management Single Customer Record  Currently no software package exists to suit our needs. Future investigatory work to be carried out as part of the SharePoint work undertaken by IGWG Internal Comms Review  Recommendations presented to EMT. Phase 2 of project is to organise audio & visual recording of corporate brief. Technological barriers currently being overcome.  Insite recommendations to be part of scope for web services project.8 SharePoint Research Project  Work to be carried on as part of IGWG. No longer part of BIEP although Programme Manager has joined IGWG. Systems Contract Terminus Review  All ICT contracts identified  Confirmed as correct by ICT  Review underway to identify duplicate contracts, ceased contracts and possible cancellationsTwo further projects under the BIEP and six aimed at commercialisation have launched and, although at an early stage, are progressing and have the project documentation drawn up. They are:  Freedom & Flexibilities Agility Through Empowerment  Digital By Default  In-House Enforcement Agents  Energy Company  Housing Development Vehicle  Setting up a Business Hub  Expanded Trade Waste  Specialist Housing SupportThe programme will continue to grow as more projects are undertaken. These could be from the Action Learning Sets from the ongoing Leadership Development Programme and from Shared Service Opportunities.Risk assessmentRisk assessment is fundamental to corporate and service planning but detailed risk registers need not be included as part strategic overview or improvement plan documentation. Only a brief risk overview is needed, listing the key risks in the directorate’s risk register (i.e. those above the tolerance line), with a cross-reference to the full departmental risk register.Above the tolerance line :  The Projects on the DCIP are not completed in a timely fashion leading to failure to complete the projects resulting in failure to deliver the service improvements.Below the tolerance line:  Inadequate stakeholder engagement, leading to a lack of support at all organisational levels, resulting in delay or failure to deliver the outputs and associated benefits.  Conflicting operational priorities, leading to inadequate programme and project resources, resulting in a delay or failure to deliver the 9 outputs and associated benefits.  Programme and project priorities, leading to inadequate business as usual resources, resulting in a reduction in quality of council services.  Programme and or Project Managers long term unavailability (through sickness or leaving etc.), leading to a need to recruit to the roles, resulting in a delay to the programme.  The Projects on the BIEP do not realise the savings identified leading to a short fall in budget predictions resulting in cuts elsewhere.  The Projects on the BIEP are not completed in a timely fashion leading to failure to complete the projects resulting in failure to deliver the service improvements.  The Projects on the commercialization programme are not completed in a timely fashion leading to failure to complete the projects resulting in failure to deliver the required income and savings.  The pressure (perceived or actual) of being a first time Project Manager, leading to poor performance and disengagement, resulting in failure to deliver the programme  A change in internal political strategy, leading to changes in organisational strategy, resulting in the programme being unfit for purpose.  Scope creep, leading to a lack of focus and direction, resulting in failure to deliver the programme to its specification and realise the associated benefits.  Failure to complete all required project documentation leading to failure to complete adequate project assurance and evaluation resulting in failure to establish success of project, implement lessons learned and increase impact of changes in personnel  A change in Local Government Policy, leading to additional medium term savings requirement, resulting in the programme being unfit for purpose.  Aggregating projects risks, leading to significant programme risk, resulting in the failure to deliver the programme and its associated benefits.  An unrealistic pace of change, leading to organisational wide confusion and instability, resulting in a reduction in quality of council services.10 PART TWO – Project Delivery Plan for 2015-2016This service improvement plan provides an overview of the key projects we will take forward to deliver our strategic objectives between April 2015 and March 2016. It should be read in conjunction with the strategic overview, set out in Part One above, which sets out the context for our strategic objectives (set out above), as part of our Vision for how the service will develop over the next five years.Monitoring of the Service Plan will be undertaken via quarterly reports to EMT, which will be made available on the Council’s website.Potential operational risks to the service are identified at an early stage through the BIEP Risk Register, which are monitored quarterly by the Executive Management Team (EMT). High level risks identified will also be included in the Strategic Risk Register for monitoring by EMT and approval by the Corporate & Customer Services Portfolio Holder. 11 Service Improvement Project Overview [showing officer leads for each improvement project]Alex Colyer EMTRemaining BIEP Projects Commercialisation Projects Phil Bird Programme Manager (Service Specific Service (Service Specific Service Plans) Plans)In-House Enforcement Document & Space Resource & Support DCIP – Jane Green Agents – Katie Brown Management/Post Review – Dawn Graham Room Review –Kirsty Expanded Trade Waste – Recruitment Review – Working With Businesses Finance Culture VFM – Myles Bebbington Graham Watts – Susan Walford Caroline RybaBusiness Hub – Myles Internal Systems Contract Waste & Recycling Bebbington Communications Terminus Review – Phil Review – Paul Quigley Review – Lynda BirdHousing Support Freedom & Flexibilities Digital By Default – Sonia Services – Tracey – Gemma Barron Constant Cassidy12 Housing Development Vehicle– Gill AndertonEnergy Company– Anita Goddard13 Improvement Project Overview The following pages set out outline business cases for each improvement project identified. The prime objective for each project and the expected outputs to be completed during the life of the service plan are detailed, alongside agreed timescales. Each project is scored using the corporate project scoring matrix and includes alignment with corporate aims and a preliminary assessment of business benefits.Scoring Projects and Resources Business Benefits Project scores are based on the level of management that needs to be put in place. The projects are scored against criteria set out You should ensure that you understand the real benefits to your in the project management toolkit to give a total score which will organisation which will result from the project's successful completion indicate whether the project is small, medium or major. Questions to ask yourself: The resource implications for each project within the service plan are identified in the project tables below (see pages 15-22). - What does the organisation get from this? Project Project - Will the Council generate income or reduce costs as a result?Score against criteria - How can these benefits be measured? Score against criteria The Project Manager won't focus on these benefits whilst delivering the project, but must keep them in mind. If you can't name the business 10-20 21-30 31-40 benefits, then you don't know why you're doing it!Bear in mind: Small Medium Major - Business benefits may not be able to be achieved by this project in isolation - often benefits are achieved by the combination of several Not required to follow Required to follow full Required to follow full process outlined process outlined in full toolkit process. projects (often comprising a programme). in toolkit however toolkit however some required to have the flexibility is allowed Project Sponsor following as a around structure of should be Director - Normally benefits are not all achieved in the life of the project - they minimum project team, Level. accrue some time after the project has closed. Project Manager frequency of highlight Project Initiation reports, etc. High risk projects Document may require - Projects deliver products which enable the organisation/partnership Post Project Review Project sponsor additional controls, to change, so it can use the new capability to deliver benefits. should be Head of which are fully Service or above. described in toolkit.The service plan for BIEP includes eight medium projects.14 P1 Document & Space Management and Post Room Review  Maximising the floor space within the building to generate income.  Creating efficiencies through an integrated post, scanning and document storage solution.  Maximise the space and move to hot-desking arrangements. Prime Objective:  Council wide declutter in progress to scan or dispose of old paperwork.  Space Management Strategy drafted detailing longer term aspirations for maximising space and the income this can generate.What we will do to achieve Phase 1 Phase 2 this objective (Outputs):  Provide recommendations on future of the Post  Implement internal Post Service or work collaboratively with HDC Service  Pilot office move within H & ES  Explore Shared Service with HDC  Create a Working Smarter protocol  Explore best use of space in HQ with a view to  Enable other service areas to move to smaller desks/hot-desking etc. renting out areas  Create rentable space and appropriate protocols/contractsStart Date: End Date: Project Duration: Review Date: Project Score: Corporate Aim(s): Timescales: 01 April 2013 31 March 2015 24 Months N/A 30: Medium 2 & 7 Business Benefits (Outcomes): What success looks like: Measured by:Social and Economic  Mobile working allowing access from outside HQ – Work life balance  Staff Survey results Benefits:Service Quality  More flexible and agile workforce  Closer working with partners  Adds support to Print Room serviceEnvironmental Benefits  Mobile working allowing access from outside HQ – Less travelling  Staff Survey resultsFinancial Benefits  Income stream for the Council  Income generated from Rent Key Risks:  Project Team Membership - Key users leave project or are re-assigned to operational work when required for project work,  Timescales - Project timescales underestimated, Leading to Delay in completion,  Project Manager - Change of Project Manager mid-way through Project  Resources - Project resource requirements under-estimated,Additional Resources: Resources for internal or shared Post Room to be found within existing staff15 P2 Resource & Support Review  Map the current administration support within teams; with a view to review the effectiveness of the current arrangements. Prime Objective:  Review current resource reallocation project within benefits and look for other business areas within the authority where this approach could be used to improve performance and customer service.What we will do to achieve Phase 1 Phase 2 this objective (Outputs):  Establish who admin staff are within each service  Implementation of central team if agreed area  Review through time recording mechanism the time spent on and the type of admin work undertaken  Recommendations to EMT regarding viability of centralised Admin teamStart Date: End Date: Project Duration: Review Date: Project Score: Corporate Aim(s): Timescales: 01 Sep 2013 31 Oct 2015 26 months N/A 20: Medium 2 & 7 Business Benefits (Outcomes): What success looks like: Measured by:Social and Economic Benefits: Service Quality  Central team offers support for all services at all times. No single point of failureEnvironmental Benefits  Adds support to a paperless office  Increase in usage of Information@work software solution Financial Benefits  Savings target expected to be used for provision of new Recruitment role in HR  Achieving savings target  Admin done by admin staff not managersKey Risks:  Capacity of team members  Project becomes too big to manage  Staff reactive is severely to proposed changes  Project may not contribute to savings targetAdditional Resources: None16 P3 Recruitment Review  To develop and deliver a recruitment and selection process which enables the Council to attract a wider range of candidate, improve market Prime Objective: exposure and appoint the right employee for both the role and the wider organisation.What we will do to achieve Phase 1 Phase 2 this objective (Outputs):  To develop and deliver a recruitment and selection  Add new post in HR to establishment list process which removes barriers to those people  Acquire funding for new post in HR applying from other sectors and provides sufficient  Set up new recruitment web site opportunities for candidates to promote and showcase their strengths  To develop and deliver an efficient and streamlined recruitment and selection process that is fit for purpose and easy to follow for the Council’s staff administering itStart Date: End Date: Project Duration: Review Date: Project Score: Corporate Aim(s): Timescales: 01 Aug 2013 31 Oct 2015 27 Months 26 Mar 2014 20: Medium 2 & 7 Business Benefits (Outcomes): What success looks like: Measured by:Social and Economic  Promoting culture, ethics and reputation of SCDC  Increase in number of Benefits:  Attract applications from outside Cambridgeshire applications received for vacant posts  Analysis of Applications receivedService Quality  Centralised and consistent process for recruitment  Analysis of Applications  Higher quality of applications received for vacant posts receivedEnvironmental Benefits  Web adverts  Increase in number of  E-Application Forms applications received for vacant posts Financial Benefits  Admin etc. need not be carried out by Service Manager  Savings made by not having to employ agency staff, pay overtime or infill from the current workload  Reduction in cost of due to the efficiency of the new process Agency staffKey Risks:  No available recruitment during the proposed pilot period.  The creation of an unworkable procedure.  No capacity or ability to create e-forms.  No return from benchmarking exercise (comparison of other sectors’ process maps).  Managers disregard new process – lack of buy-in.Additional Resources: One HR Officer – funded from savings from Resource & Support Review17 P4 Working With Businesses (Key Account Management & Business Friendly)  To create a culture enabling SCDC and local businesses to work more closely together Prime Objective:  To successfully manage key account s/stakeholders, building on the single point of contactWhat we will do to achieve Phase 1 Phase 2 this objective (Outputs):  Business Register – to complete development of a central business register including  Creation of a Business Hub - working with partners to consideration of existing databases and deliver a member launch deliver consistent support and regulatory advice to  Handling Enquiries – developing an action plan to enable the contact centre to handle businesses. business enquiries, mapping a referral route for both internal & external partners  Key account management – developing a process for strategically important businesses / contacts with a time efficient approach to deliver timely advice whilst also managing statutory functions  Business Support for Rural Businesses – developing a programme for village economy support including working with parish councils and provision of business support for local pubs and social enterprisesStart Date: End Date: Project Duration: Review Date: Project Score: Corporate Aim(s): Timescales: 01 Nov 2013 31 Mar 2016 36 Months Unknown 21: Medium 2 & 7 Business Benefits (Outcomes): What success looks like: Measured by:Social and Economic  To support South Cambridgeshire businesses to be successful and maintain a thriving  Retaining existing businesses and Benefits: local economy attracting new business to the areaService Quality  To improve delivery of council services and streamline process both internally and with  Relationships with Businesses will external partners improve and business satisfaction with council services will increaseEnvironmental Benefits  To support South Cambridgeshire businesses to be successful and maintain a thriving local economyFinancial Benefits  Retaining and attracting new businesses – Retention of Business Rates  Increased collection of Business RatesKey Risks:  Resource & Time from team members  Staff, management and businesses don’t buy in  Economic development officer sabbatical continues on after Deyton Bell finish  No Buy-in by staff due to workload – Mitigation: Supported IT system with which Key Account Engagement enhances work and objectives  IT systems unable to support the user needs due to cost of a system or limitations on SharePointAdditional Resources:  One FTE – Project Manager with H & ES18 P5 Internal Communications Review  The objectives of the project are to review current practises around internal communications and consider opportunities to enhance / improve the experience for all relevant parties Prime Objective:  Where possible to improve staff engagement and as such improve staff awareness of corporate issues. To consider how staff morale can be improved by providing non-financial benefits such as social events.What we will do to achieve Phase 1 Phase 2 this objective (Outputs):  Make recommendations to EMT regarding  Put in place audio visual opportunities for meetings corporate Brief  Collaborative working the Digital by Default Project  Make recommendations to EMT regarding websiteStart Date: End Date: Project Duration: Review Date: Project Score: Corporate Aim(s): Timescales: 30 Sep 2013 31 Oct 2015 26 months N/A 20: Medium 2 & 7 Business Benefits (Outcomes): What success looks like: Measured by:Social and Economic  Improve staff awareness of corporate issues  Staff Survey results Benefits: Service Quality  More transparent and accessible methods of communication  Staff feel that internal communications have improved  PDR responsesEnvironmental Benefits  Less printed documentationFinancial BenefitsKey Risks:  Project Risks will be identified and managed using the corporate project risk log template. A summary of the key project risks is detailed below:  Resource (Project Team) – The team may not be able to achieve the tasks allocated – This would delay progress of the project and ultimately could result in project not being completed.  Staff disinterest – Staff do not engage with the project team – Reduce/ limit the success of the outcomes.  Budget – No budget resource to deliver the outcomes – Unable to deliver the outcomes.  EMT does not agree with recommendations – Change to the current format of Corporate Brief does not happen – Unable to deliver the outcome.  Resource (other staff) – Limited or conflict of demands on time in areas such as ICT – Impact on the ability to deliver the outcome within the timescales.Additional Resources: None19 P6 Systems Contract Terminus Review  To have an overview of all service system contracts and their terms and conditions. Prime Objective:  To obtain user feedback on the effectiveness of the Council’s service systems.What we will do to achieve Phase 1 Phase 2 this objective (Outputs):  Collate a list of all ICT contracts  Put a plan in place to end unused/out of date contracts  Establish legacy, duplicate and unused software  Set up a fully available list of contracts for all solutions  Set up a review system for monitoring in the future  Prepare for Shared Service initiativeStart Date: End Date: Project Duration: Review Date: Project Score: Corporate Aim(s): Timescales: 06 Sep 2013 31 Oct 2015 24 Months N/A 22: Medium 2 & 7 Business Benefits What success looks like: (Outcomes): Measured by:Social and Economic Benefits: Service Quality  Reduction/rationalisation of systems (contracts) in place  Procurement savings targetsEnvironmental BenefitsFinancial Benefits  Identify and stop paying for systems no longer used  Identify system contracts coming to an end and stop paying for them/procurement savings  Procurement savings  Identify where systems perform the same or similar tasks and end the contracts targetsKey Risks:  Poor/inadequate records  Competing work priorities impacting on project timescaleAdditional Resources: None20 P7 Freedom & Flexibilities  To create a culture with agreed processes to enable South Cambridgeshire District Council to continually adapt and change and enabling Prime Objective: staff to shape the future.What we will do to achieve Phase 1 Phase 2 this objective (Outputs):  Investigation  Implementation  Recommendations to EMTStart Date: End Date: Project Duration: Review Date: Project Score: Corporate Aim(s): Timescales: 09 Jan 2015 31 Mar 2017 27 Months Unknown 27: Medium 2 & 7 Business Benefits (Outcomes): What success looks like: Measured by:Social and Economic  Leading to strong culture and values  Staff survey results Benefits:  Feedback from customers  Increase in number of applications received for vacant postsService Quality  Empowering staff to make local decisions leading to ownership by staff and improved service for customers  Agile organisation  Staff Survey results  Clear concise policies/strategiesEnvironmental BenefitsFinancial Benefits  Culture of continuous improvement  Helping to meet savings targets Key Risks:  Fear of change  Managers not “letting go”  Bad decisions being madeAdditional Resources: None21 P8 Digital By Default Prime Objective:  This project is to look at the internal self service and external self service, with a view to helping the channel shift with staff and our residents. What we will do to achieve Phase 1 Phase 2 this objective (Outputs):  Investigation  A suite of fully functional external and internal self-service options  Recommendations to EMT  An action plan of how tasks will be tackled. The project is large and will have many phases  Fully trained and engaged Web Officer Working Group  Reports to show the effect the changes are having internally and externally  Increased number of self service forms on our website  More visitors to the website  More people using the website to carry out tasks  More appropriate software systems in place to support a digital by default approachStart Date: End Date: Project Duration: Review Date: Project Score: Corporate Aim(s): Timescales: 01 Nov 2014 Unknown Unknown 30 Nov 2015 27: Medium 2 & 7 Business Benefits (Outcomes): What success looks like: Measured by:Social and Economic  Council services more accessible to a wider audience  Increased use of web site Benefits: Service Quality  Digital service is quicker  Increased use of web site  Reduce impact on Contact Centre  Less calls received by  Enable Contact Centre to increase first call resolutions Contact CentreEnvironmental Benefits  Less paper usedFinancial Benefits  Reduction in postage costs  Reduction in budget spending Key Risks:  Project resources are not available  Fully integrating systems to make self-service work well may be too costly  The agreed recommendations are not carried out, organisation does not carry out change and change isn’t sustained  The project is large and there will be a lot of elements we would like to deliver early  No access to the internet, or customers being unwilling/unable to use the internetAdditional Resources: Fixed Term Apprentice22 Inter-dependency Links P1 Hunts DC SpaceP1 Mgt Hunts DC Space Mgt P2 P2 Comms Resource & Support Comms Resource & SupportP3 RecruitmentP3 Finance Recruitment & FinancePolicy & Policy P4 Working with P4 business Exemplas Services Working with business ExemplasDeyton Bell Services Revenue & Deyton Bell BenefitsRevenue & Benefits P5 Internal CommsP5 Internal CommsLegal Legal P6 P6 Hunts DC Systems Contracts CityHunts Council DC Systems Contracts City CouncilICT P7 ICT Freedoms & P7Flexibilities Trainsform Freedoms & Flexibilities TrainsformP8 Digital byP8 Default HornBill HR Digital by Default FirmstepHornBill HR Firmstep[Key partners] [Key partners] H&ES H&ES[Key partners] [Key partners][Key partners] [Key partners] 23 Business Improvement and Efficiency Service Improvement Plan 2015/16Project Plan – Milestones Project Type April 2015 May 2015 June 2015 July 2015 Aug 2015 Sept 2015 Oct 2015 Nov 2015 Dec 2015 Jan 2016 Feb 2016 March 2016 Carried Fwd P1 Doc & Space Working Smarter Business case Timeline(s) agreed Management protocol adopted for Revs & Bens (100% project and Affordable complete) HomesP2 Resource & Support Completion and Recommendations Review analysis of time to EMT for Phase 2 recording review (Project 50% (25% project complete) complete) P3 Recruitment Review Agree funding for New internal Develop new on- New HR officer Develop new Investigate Implementation new HR post. procedures line forms in post ways of developing jobs (100% project Begin recruitment agreed for (Project 50% advertising portal with other complete) process for new recruitment complete) through social LAs HR Officer media P4 Working with BusinessesP5 Internal Develop Audio Recommend- Procurement of Implementation Go Live on Communications Visual protocol ations to EMT required software website (Project 50% & hardware (100% project complete) complete)P6 Systems Contracts Go live with Pass Terminus Review Contracts contract/system document and info to ICT flagging system. Shared Service (100% project Team complete) P7 Freedoms & Establish Project Flexibilities Team. Devise project workstreams & project plan P8 Digital by Default Establish actions Review Workstream Plan phase 2 Commence and plans for progress of leaders to report dependant on Phase 2 workstreams workstreams back to Project outcomes Team

Part One Strategic Priorities 2015-2020

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