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The City of Edinburgh CouncilBusiness plan 2015-18A thriving, sustainable capital city
May 2015
The Challenge
Local Government budget cutsPublic sector reform
Increasing service demandsPopulation change and growthRising customer expectationsChanging skills requirements
New ways of working
Meet savings requirementsImprove customer outcomes
Improve performanceImprove Council reputation
Deliver a lean and agile Council
External drivers Internal challenges
Best Value Citizens and Neighbourhoods
Business and Support Services
Supporting Workstreams
Delivering a lean and agile Council
Council Planning Framework
Operational Service and Locality Delivery plans
Business & Support Services
Council Business Plan 2015-18
A thriving, sustainable capital city
Community plan
2015-18
Capital Coalition Pledges Contract with the Capital
Transformation Workforce
Engagement Budget
Council Business Plan 2015-18
One plan providing strategic direction and priorities for all Council services
• Supported by four foundation strategies• Clear line of sight to Coalition Pledge
and Community Plan commitments• Driving Corporate, operational, and
local area delivery plans• Underpinned throughout by Council
values
•Key delivery milestone• Corporate Policy and Strategy
Committee, 9th June 2015
Council Business Plan 2015-18
Council Vision for 2015-2018
Edinburgh is a thriving, sustainable capital city in which all forms of deprivation and inequality are reduced
Improve quality of life Ensure economic vitality Build excellent places
Deliver lean and agile Council services
To deliver this vision, Council services focus their work around three overlapping strategic themes
Across all these themes, we aim to:
Transformation
Council-wide foundation strategies which support our work
Workforce
Customer and partner engagement Budget
Delivering a lean and agile Council
Facilitating Change Channel Shift
Business Insight & Management
Information
Communication & Engagement
ICT Re-Procurement
Asset Management
Citizens and Neighbourhoods
Grants and Partnerships
Financial Savings
Workforce Strategy &
Management
Business and Support Services
Council Transformation Programme
Health & Safety
Income Maximisation
Risk & Scrutiny
Health and Social Care Integration
Benefits Tracking
All in one place
One business insight dashboard Monthly monitoring Paperless reporting Highlights by
exception
City of Edinburgh TransformationBusiness and Support Services – Progress Update
May 2015
Business and Support Services – The Journey
Validation and Business ReviewReconcile and finalise all roles in scope and validate reconciled outputs with business leads
Collate Activity Analysis ResultsCollate results and create standardised core outputs
ConsolidationConsolidation of in-scope roles
Undertake activity analysisRun sessions/ issue spreadsheets/questionnaires to all roles in scope to capture activities undertaken
TransitionTransition of roles and reporting lines to new structure
Organisational DesignReview and re-design of current org structure and processes
Performance ImprovementOngoing improvement of Business and Support Services process
May – J une 2015 J uly 2015 - onwards
Approach to activity analysis:• Collection using the excel templates for quantitative data and workshops to capture the qualitative data regarding wider
opportunities and strengths – validated with functional areas
• The data is processed which enables analysis
• This information is presented in a report to Transformation Programme governance structure
• Data has been collected across 34 high-level generic activities – a comments column is included to capture specific skills and specific definitions of service delivery where required
Activity Analysis Approach Summary
What’s captured:• Percentage time spent per activity
• Definition of service being delivered if not clear from the role
• Name of person(s) in role(s), role, personal reference number/employee ID, Location (geographically) and Level4 structure
• IT system used in the role
• A council led team of 24 cross Directorate staff are delivering the BSS project• Activity analysis data capture is in its final stages, over 2200 staff members have been
contacted and 80% of the returns have been received• The scope has been reviewed and refined to capture staff changes since the development
of the original business case and to more accurately align the individual roles with the correct function for the activity analysis
• In excess of 30 workshops have been held across the Business Support functions to identify organisational strengths and opportunities. They have included staff from a mixture of roles and grades from across the organisation
• Initial meeting have been held with the functional leads to talk them through the organisation design process and identify the key stakeholder that should be involved in future workshops
Key activities and mobilisation
10
Business Support Services Next steps 1. Complete activity analysis• Complete final data collection activities
• Carry out analysis of the data collected
• Validate findings
• Align data to finance cost centres/GLs
• Determine how opportunities align with the programme blueprint
• Feed analysis findings into future Organisational Design activities
2. High level organisation design• Carry out a change readiness assessment - identify potential barriers to the Council’s
change initiative and evaluate the cultural willingness to absorb and accept change
• Design principles - develop a set of requirements which translate the strategic objectives of BSS into tangible design principles and create a basis for evaluating design options
• High level design options - create options of new org structures based on activity analysis outputs and opportunities identified and evaluate options against design principles
• Change impact analysis - assess the scale of change across the functional areas and highlight the implications on people
3. Business case update• Update business case to re-validate benefits which reflect the selected high-level
designs and take into account change impact assessment findings
Consolidation phase plan
11
May June July August September October November December
Phase 1: Early Adopters• ICT • Performance, Strategy, BI • Customer Services Pilot
Phase 5: Business Support and Customer Services
Phase 2: • Legal• Commercial and Procurement• Audit & Risk• Information Management
Phase 3: • Member Services• Finance• Transformation & Bus. Change
Phase 4: • People and Organisation• Reputation and Comms
High level organisation design
Consolidation phase
A holistic high level design will be develop for all the functional areas. Following this the consolidation activities will be delivered in a phased approach. The grouping within the phase will be confirmed once the activity analysis and HL organisational design phases have been completed. The detailed process improvement phase will be developed in detail throughout the consolidation phase.
City of Edinburgh TransformationCitizens and Neighbourhoods – Progress Update
May 2015
Citizens and Neighbourhoods – The Journey
Validation and Business ReviewReconcile and finalise all roles in scope and validate reconciled outputs
Collate Activity Analysis ResultsCollate results and create standardised core outputs
ConsolidationConsolidation of in-scope roles
Undertake activity analysisRun sessions/issue spreadsheets/questionnaires to all roles in scope to capture activities undertaken/Gather opportunities
TransitionTransition of roles and reporting lines to new structure
Organisational DesignReview and re-design of current org structure and processes
Performance ImprovementProcess redesign to develop further efficiencies
May – June 2015 July 2015 - onwards
Target operating modelCitizens and Neighbourhoods future operating model being developed including dependencies with H&SC Int
Context • Scope - 8,000 staff roles and 11,000 staff
• Roles divided into cluster themes
• Complexity – teams, services and establishments across the city
• 6 week timescale
• Activity Analysis dual focus:
- % of time on activities
- opportunities to inform future state
Cluster Map
9. Environment
Environmental ManagementWaste
Parks and Greenspaces
6. Information Advice & Guidance
Customer Services TBC by 30 March
Libraries
Capturing, directing and providing information and
data
Registration
Complaints
4. Community Safety
Community Safety related to people
Community Safety related to goods and
services
2. Partnerships and Democracy
DemocracyPartnerships and Integration
8. Economic Prosperity & Leisure
CultureEconomic Development
Sport Festival and Events
1. Learning
Early Childhood Inclusion
Support for SchoolsAdult, Youth and
Community Services
5. Travel
Network Management and
PlanningRoads Operations
Transport Street Lighting
7. Housing Assets
Council HousingPrivate Housing
Housing AdaptationsTemporary Accommodation
3. People In Need
Children with Disabilities
Social Work Assessment/Placement (Adults and Older people)*
Mental Health andSubstance Misuse*
Education Welfare Services
Homelessness and Housing Support
Physical and Learning Disability services*
Transformational Change • Team
- credible service area representatives - ambassadors of the change programme - strong value base of locality working
• Methodology - prioritisation of face-to-face meetings - setting the tone for ongoing engagement - inclusive and creative (e.g. 6am workshop for shift workers)
Opportunities
• 350 + opportunities to date
• Rich variety of opportunities emerging which support direction
of travel
• Opportunities being identified which will support other
projects, for example, Channel Shift
Opportunity Development Process This diagram represents the opportunity development process highlighting how the opportunities will be shortlisted and then presented in the final report.
Prioritised potential projects form part of current state assessment report
Initial screening
Initial shortlisting
Challenge session
Final working session to prioritise grouped opportunities
Reporting1. Longlist2. Shortlist3. Prioritised opportunities
Input fromData gathering/ opportunities
Coding to develop shortlist
Reject Pass to other project
Challenge and theme development
29th
May1st -3rd
June8th- 10th
June12th
June
Engagement Themes Emerging
• Staff generally welcoming opportunity to engage in process and
share insights and ideas
• Feedback from staff is endorsing key principles of locality
working
Next steps
• Finalise activity analysis as per BSS
• Scope and define opportunities
• Update business case including validation of January 2015 assumptions
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