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BUSINESS PLAN 2017-19
Published 1 August 2017
© Crown Copyright 2017
Contents
2 Foreword
5 Introduction
7 Our core purpose and strategic objectives
8 The future VOA
11 Our commitments
12 More trusted
16 More expert
19 More digital
21 Moreefficient
24 Annex 1: Table of performance indicators
27 Annex 2: Managing our risks
1 Business Plan 2017-19 ValuationOfficeAgency
To deliver this plan will
require the skills and professionalism ofpeopleacrosstheAgency;Iamconfidentwewill rise to the challenge
ThisBusinessPlansetsoutourprioritiesforthenexttwoyears,includingourplanstocontinuetotransformourservicesforthebenefitofourcustomers,andtheperformancewearecommittedtodeliver.Thisplanbuildsonourachievementsofthelasttwoyearsindeliveringimportantpublicservicestolocalandnationalgovernment,businesses,individualsandthewiderpublicsector,whilechanginghowweworktomaketheAgencymoretrusted,moreexpert,moredigitalandmoreefficient.
Our performance expectations
Wehaveanambitiouschangeagenda,butweknowhowmuchourcustomersrelyontheservicesweprovideandsoourfocusonservicedeliverywillremainasdeterminedasever.Overthenexttwoyearswewillassesshowwellwe’redoingintermsofservicedeliveryagainsttargetsweagreewithourclientseachyear.Thesetargetscoverfourmainareas:
• volumesofworkcleared
• our timeliness in progressing our work
• the quality of our work
• thequalityofourcustomerservice.
Foreword by Penny Ciniewicz
2 Business Plan 2017-19 ValuationOfficeAgency
Thesetargetscanbefoundinmoredetailinthemainpartofthebusinessplan.Inparticular,onbusinessratesappealsclearanceandcustomerservice:
• wewillfocusonclearingappealsagainst2010valuations.During2016-17,theValuationTribunalEngland(VTE)ranapilotinKentandLeicestershiretoprogressoutstandingappealsmorequickly.Thepilotresultedinappreciablyhighernumbersofappealsbeingcleared,aswellasfewerpostponements.WewillbeworkingwiththeVTEonarolloutofthenewprocessesin2017-18;
• colleaguesacrosstheVOAtakegreatprideinofferingasgoodacustomerserviceaspossible.Ourtargetsforimprovingcustomerserviceincludeansweringmorequeriesatfirstpointofcontact.Wehavemadegreatstridesinthisinrecentyears.Bytheendof2017-18,weexpecttodealwithatleast70%ofcustomerenquiriestoourkeycustomerservicepointsatfirstpointofcontact,increasingto75%bytheendof2018-19.
Transforming our services
Weoperateinachangingworld.Weneedtoremainresponsivetothegovernment’spriorities,aswellastochangingcustomerneeds,newtechnologiesorchangesintheeconomicenvironment.Werecognisewemustadaptsothatwecancontinuetodeliverwhatisrequiredofusinthefuture.
FromApril2018wewilloperatefromaneworganisationalstructure,designedwiththeinputofpeopleacrosstheorganisation,withtheaimofenablingustorespondflexiblytofuturechallenges.Inparticular,wewillreorganisemuchofouroperationalbusinessalongfunctionallinesmeaningwecanflextorespondtoworkloadsandequippeopleintheAgencytohandlemorevariedwork,helpingthemtoprogresstheircareers.
Anothermajorareaoffocusforuswillbethefurtherdevelopmentofthenewprocessforappealingbusinessratesvaluations-Check,Challenge,Appeal(CCA).Wewillcontinuetoworkwithcustomersanddeliverypartnerstoensurewelearnfromusers’experienceofthenewsystemandmakeimprovementstoitasweintroducenewfunctionalitytoourdigitalservice.
3 Business Plan 2017-19 ValuationOfficeAgency
Foreword
Throughoutthisbusinessplanperiodwewillcontinueourjourneytobecomeadigitalbydefaultorganisation.Thismeansourcustomerswillbeabletoaccessourservicesdigitally,atatimeandfromaplacethatsuitsthem.Wearesettingouttoachievethisgoalinstages.Bytheendof2017-18,60%ofcustomertransactionswithuswillbedigital,increasingto70%bytheendof2018-19.
Finally,wewillalsocontinuetoimplementourDiversityandInclusionstrategy.IamimmenselyproudoftheambitionofthisstrategyandwhatitmeansfortheAgency.OurvisionfortheVOAistobeanorganisationinwhichcustomersandpeopleworkingintheAgencyfeelvalued,acceptedandrespectedwithoutexception.Customersandourstaffwillhavethesupporttheyneedinwhicheverguisebestfitstheirindividualneeds.Thiswillbedoneasseamlesslyaspossibleandwiththeaimofitbecomingbusinessasusual–nota‘diversityissue’.
TodeliverthisplanwillrequiretheskillsandprofessionalismofpeopleacrosstheAgency;Iamconfidentwewillrisetothechallenge.
Penny Ciniewicz Chief Executive 1 August 2017
4 Business Plan 2017-19 ValuationOfficeAgency
Foreword
IntroductionTheValuationOfficeAgency(VOA)providesvaluationandpropertyadvicetosupporttaxationandbenefits.Aswellasundertakingcounciltaxandbusinessratesvaluationsfor326Englishand22Welshlocalauthorities,whichunderpinthecollectionof£26billionincounciltaxand£26billioninbusinessratesbylocalauthorities,wealsoprovidesupporttomorethan2,000otherpublicsectorbodies.Ourvaluationsalsounderpinthecollectionofproperty-relatednationaltaxesandproperty-relatedbenefits.
During2016-17,we:
Revaluation 2017
Revalued almost 2 million properties for business rates purposes
Find Your Business Rates Valuation service
Had more than one million unique visitors use our new Find Your Business Rates Valuation online resource
2010 List Appeals
Cleared more than 154,000 business rates appeals from the 2010 lists
Check and Challenge
Launched a new check and challenge service for customers to challenge their valuations
Property Services
Delivered property advice to wider public sector clients, with 94% of our Property Services customers satisfied with the services they received
Statutory Valuations Team
Undertook statutory property valuations for public sector clients, with our valuations at 95% against our internal quality standard
CPIH
Collected and provided housing rental data for CPIH, the measure of owner occupiers’ housing costs that the Office for National Statistics now uses as their most comprehensive measure of consumer inflation
5 Business Plan 2017-19 ValuationOfficeAgency
ThisBusinessPlansetsouthowweexpecttodeliverourservicesduring2017-19.Italsoincludesdetailsofhowwearetransformingourservicesandsupportingourpeopletodevelopoverthenexttwoyears,whileensuringourcustomerscontinuetoreceivethestandardofservicefromusthattheyareentitledtoexpect.
Wehavesetourselvestargetsforimprovingourservicestoourcustomers.Thesetargetscover2017-18and2018-19.
6 Business Plan 2017-19 ValuationOfficeAgency
Introduction
Our Core Purpose and Strategic Objectives
Core purpose
We are the public sector’s property valuation experts and advisers, helping people and businesses to pay the right property taxes and to receive the right financial support.
Our vision describes the Agency we need to be if we are to successfully deliver our core purpose in the future. To help us get there, we are prioritising work that will make us:
more trusted more expert more digital more efficient
Our vision
Our customers have confidence in our valuations and advice. We listen to and trust each other. Together, we make the VOA a great place to work.
7 Business Plan 2017-19 ValuationOfficeAgency
The future VOA: bridging the gap between where we are now and where we want to be
Wehavebeguntransformingourselvesinrecentyearsto
becomeamoremodernorganisation.Newdigitalservicessuch
asFindYourBusinessRatesValuationongov.ukandBilling
AuthorityReportssubmissions(BARS)servicearemakingit
easierforourcustomersanddeliverypartnerstointeractwith
usinwayswhichareconvenienttothemandmoreefficient.
Betterdata-handlingandtraininghaveenhancedourability
toanswerqueriesatthefirstpointofcontact,andweare
embracingtechniquesthatenableustocontinuallyimproveour
approachtocustomerservice.
8 Business Plan 2017-19 ValuationOfficeAgency
Wearecommittedtobecomingmoreaccessible,moretransparentandeasiertointeractwith,andwewantourcustomerstofeelreassuredourprocessesareefficient,consistentandprofessionallyrobust.Asweworkintransformedwaystodeliverourservices,wewillbecome:
• amorecustomer-centricorganisation;
• withconsistentprocesses;
• andskilledandtrustedpeople;
• thatsharesdataandinformationwhereitisrighttodoso;
• withresponsiveandreliabletechnology;
• inahigherqualityworkingenviroment;
Ourstrategicobjectivesaresettodriveourimprovementworkoverthecomingyears.Ifwearetobecomemoretrustedbyourcustomersandstakeholders,weneedtobecomeevenmoreexpert,moredigitalandmoreefficient.Andtoachievethat,weneedtocontinueourtransformationatpace,whilenotlosingthethingsthathavemadeussuccessfulthroughoutour100yearhistory,mostimportantlyourknowledge,skills,commitmentandprideinpublicservice.
Weareorganisingourtransformationactivityintoaportfolioofprogrammesdeliveringfrom2017-18onwards,withbenefitsclearlyidentified.Ourtransformationportfolioincludescheckandchallengeservices,ourEstatesStrategywhichwillberefreshedinthesummerof2017,ourfuturetechnologyinfrastructureprogrammeandourTargetOrganisationalModel(TOM).ThesetransformationactivitiesaresetoutwithinthefollowingsectionsofthisBusinessPlan.Theyarealldesignedtohelpustobecomethemodernpropertyvaluationorganisationgovernmentandthepublic,astaxpayersandcustomers,needustobe.Weoperateinachangingworld,andtoensureweareresponsivetothis,wewillcontinuetoreviewourtransformationportfolio.
Weanticipatethatby2019-20ourbudgetwillbe29%lowerinrealtermsthanitwasin2015-16,andsoweneedtomakeconsiderablesavingsoverthenextfewyears.Wherepossible,wearecommittedto
Our budget
Weanticipatethatby2019-20ourbudgetwillbe29%lowerinrealtermsthanitwasin2015-16,andsoweneedtomakeconsiderablesavingsoverthenextfewyears.
9 Business Plan 2017-19 ValuationOfficeAgency
The Future VOA
makingthesesavingsthroughbecomingmoreefficient,ratherthanbyreducingservicelevels.Assuch,wewillneedtoreducethecostofprovidingourservices.
Lastyearourexpenditurewas£206mandweexpectthisexpendituretodecreasetoapproximately£195min2018-19.
Ourcustomer-facingworkisenabledandactivelysupportedbyarangeofcorporateservicesteamsincludingDigitalTransformationandLiveServices;HumanResourcesandLearning&Development;FinanceandPlanningandRisk;EstatesFacilitiesManagementandTransformation;andStrategy,Policy,andInformationandAnalysis.
10 Business Plan 2017-19 ValuationOfficeAgency
The Future VOA
VOA
Aa
Aa
Our commitments
11 Business Plan 2017-19 ValuationOfficeAgency
More Trusted
More Expert
More Digital
More Efficient
More Trusted
Weprovidepropertyvaluationswhichunderpinthepaymentof
localandnationaltaxes,andthereceiptofhousingbenefits.Our
customerstrustustodothis.However,weknowthereismore
wecandotobuildevengreatertrustinourwork.
Wetakeprideinourprofessionalvaluationskills.Wearecommittedtomakingitaseasyaspossibleforourcustomerstocommunicatewithus,toknowwhattoexpectfromus,andtoknowwhatwillhappenifwedonotgetthingsright.During2016-17,weimprovedthestructureofourwebcontentandintroducedanumberofonlineservicestohelpourcustomers.Wearenowfocussedonimprovingourcustomerserviceby:
• settingoutthecustomerserviceweexpecttodeliverandprovidingtrainingandtoolsforourpeopletomakethisareality;
• improvingourcapabilitytounderstandandmanagedemandforourservices,allowingustodeployourresourcesflexibly;
• improvingtheservicesweprovideatfirstpointofcontactsowecandealbetterwithcustomerenquiries;
• standardisingouronlineenquiryformsandcentralisingmoreprocessessocustomersreceiveaconsistentservicefromus;
• usingourGOV.UKsitetopublisharticlesandvideoclipsthatexplainmoreclearlyhowwereachourpropertyvaluations;
• launchinganewonlinecontactservicethatmakesiteasierforcustomerstofindonlineanswerstotheirquestionsandtocontactusonlineiftheystillneedhelp;
• developingourunderstandingoftheimpactofourservicesoncustomerstoidentifymoreclearlythosewhomayneedadditionalsupport;and
Customer Service training
We will provide training and tools for our peopletocreatethecustomerserviceweexpecttodeliver.
12 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreTrusted
Continue to deliver exceptional valuation quality
Wewillcontinuetodeliverexceptionalvaluation quality, ensuring our business rates andcounciltaxvaluationsareat94%oraboveonourinternalvaluationqualitycheck.
• ensuringpeoplehaveconfidenceinthedataweholdabouttheirpropertybydevelopingdigitalsystemstostorethatdata,anddigitalmeansofallowingcustomerstocheckthedata,forexamplethroughournewcheckandchallengeserviceforbusinessrates.
Wewillcontinuetoplayourpartintheeffectiveoperationofthecounciltaxandbusinessratessystems.During2017-18and2018-19,wewill:
• keepcounciltaxvaluationsandbusinessratesratingslistsuptodate;
• operateourpartofthenewCheck,Challenge,Appeal(CCA)system–thenewwayofqueryingbusinessratesvaluations.Wewillimproveandadapttheoperationofourcheckandchallengeserviceaswelearnfromourownandourcustomers’experiencesduringthefirstyearthenewsystemisinplace;
• clearthemajorityoftheoutstandingbusinessratesappealsthatwereceivedoverthelifeofthe2010list.Therearearound48,000appealsagainstthe2010ratinglistthatcannotcurrentlybeprogressed,pendingtheoutcomeoflitigationintherelevantcourts;and
• continuetodeliverexceptionalvaluationquality,ensuringourbusinessratesandcounciltaxvaluationsareat94%oraboveonourinternalvaluationqualitycheck.
Ourworkrelatingtothetaxespeoplepayandthebenefitstheyreceiveextendsbeyondlocalpropertytaxes.
Inaccordancewithrelevantlegislation,wecertifythatthehousingbenefitlevelsclaimedbylocalauthoritiesareappropriate.Lastyearweprovidedsome130,000decisionstosupportthiswork.Wedeterminedover96%ofthosecasesnotneedinginspectionwithinthreedays.Wherenoinspectionisrequired,wearecommittedtodetermining96%ofHousingBenefitreferralswithinthreeworkingdays.
OurHousingAllowancesteammanagearegisterofFairRents,settingthemaximumrentthatcanbechargedfora‘regulatedtenancy’inEngland.Lastyearwereceivedaround36,000requestsfromHousingAssociationstodetermineFairRentlevelswith100%resolvedwithin40workingdays.Wearecommittedtodetermining95%ofcaseswithin40workingdays.
13 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreTrusted
Private Rental Data
TheOfficeforNationalStatistics(ONS)hasbeenusingCPIH,whichincludesameasureofowneroccupiers’housingcostsbaseduponourdata,astheirmostcomprehensivemeasureofconsumerinflation.
Wegatherdatatosupportourvaluations.Customerstrustustokeepthisdatasecure.Wewillcontinuetouserobustandproportionatesystemstokeepthedataweholdsafe.WearecommittedtohavingzeroincidentsthatresultinenforcementactionfromtheInformationCommissioner.
Aswellasworkingdirectlywithourcustomers,weprovideimportantservicestootherpublicsectororganisationstohelpthemdeliverfortheircustomers.
Wewillcontinuetogatherrentaldatafromresidentiallettingagents,landlordsandbodiesrepresentingpropertyownersintheprivaterentalsectorforusebyourselvesandotherpublicsectorbodies.FromMarch2017,theOfficeforNationalStatistics(ONS)hasbeenusingCPIH,whichincludesameasureofowneroccupiers’housingcostsbaseduponourdata,astheirmostcomprehensivemeasureofconsumerinflation.
WewillcontinuetoprovidecounciltaxdatatosupporttheprovisionofFloodRe,thefloodreinsuranceschemeforhouseholdsathighestfloodrisk.TheCensusTransformationProgrammerunbytheONSalsousesthecounciltaxdataweprovidetoenhancetheprovisionofpopulationstatisticsfrom2021.
Valuationservicesareattheheartofourdeliverytoourwiderpublicsectorclients.OurPropertyServicesteamhasdeliveredpropertyconsultancyadvicetothepublicsectorsince1910.Weusetheuniqueperspectivewegainfromoperatingwithingovernmenttoprovideinformedprofessionalexpertisethatisfreefromconflictsofinterest.During2017-18andbeyond,wewillcontinuetosupplyindependentandimpartialadvicewithastrongfocusonaddressingpublicinterestissuesanddeliveringbestvalueoutcomesforthepublicpurse.Wearecommittedtomaintainingour94%customersatisfactionrating.
OurStatutoryValuationsTeamwillcontinuetodeliverfairandimpartialvaluationadvicetoourclients.WewillsupportHMRevenueandCustomswithvaluationsandadvicetosupportnationaltaxes.Wewillalsoprovidestatutorypropertyvaluationsandadvicetootherpublicsectorclients.Theteamwilldeliverthisadviceinatimelyandefficientwayandonacost-recoverybasis.
Wewillcontinuetoprovidepolicyadviceandsupporttogovernmentdepartmentsastheyconsiderchangestothepropertytaxsystem.
14 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreTrusted
Improving our leadership
InresponsetothelastPeopleSurvey,wewillcontinuetoimproveourleadershipandmanagementofchange.
Itisalsoimportantourdeliverypartners,forexamplelocalauthoritiesandvaluationtribunals,trustusaswell.
WewillfurtherdeveloptheLocalAuthorityInformationGateway,oursecuremeansofexchanginginformationwithlocalauthorities,whichweintroducedin2016-17.Thiswillhelplocalauthoritiesandustogettheinformationweeachneed,whileminimisingthetimeswhenratepayersareaskedtoprovidethesameinformationtobothparties.
Ourcustomers,publicsectorclientsanddeliverypartnerstrustusbecauseofthequalityofourwork.Wehavetheutmostconfidenceinoursurveyingandvaluationexpertise.ValuationsinourHousingAllowances,StatutoryValuationsandPropertyServicesbusinessareaswillcontinuetoachieve95%orhigheragainstourinternalqualitystandard.
Itisimportanttousthatourpeoplecontinuetotrusteachothertoo.Incommonwithothergovernmentdepartmentsandagencies,wewillconductannualPeopleSurveystohelpusunderstandhowpeoplefeelaboutworkingintheVOA.Wewillalsoconductregular‘pulse’surveystochartourprogresstowardsimprovingengagementandachievingourvision.Wewillcontinuetoactonthefindingsfromthesesurveysandbuildamoreinclusiveorganisationthatrecognisesandvaluesdifference.
In2017-18,inresponsetothelastPeopleSurvey,wewillcontinuetoimproveourleadershipandmanagementofchange.WewillstrivetomatchourleadershiptotheaimsoftheCivilServiceleadershipstatement,developinginspiring,confidentandempoweringleaderswhobuildengagementandensurewecontinuetodeliverforourclientsandcustomers.
15 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreTrusted
More Expert
Werecognisetheimportanceofourvaluationexpertiseto
thepublicsectorandbeyond.Ourcustomersexpectusto
beexpertineverythingwedo.Wewillensurepeopleinthe
Agency,whatevertheirprofessionandrole,areabletodevelop
theirskillssotheycanplayafullpartindeliveringresponsive,
informedandinnovativeservices.Andwewillcontinueour
worktoensurethediversityofourpeoplereflectsthatofthe
communitiesweserve.
WeofferaminimumoffivedayslearninganddevelopmentayeartoeveryoneattheVOA,withtheaimofsupportingthemtodelivereffectivelyforourcustomers.
Wewillcontinuetofocusonprovidingexpertpropertyvaluationandadviceservicesbyinvestinginourcoresurveyingandvaluationskills.Wewill:
• continueourcommitmentto,atanypointintime,supportmorethan200peopletoworktowardsprofessionalqualifications;
• provideappropriateandtimelycontinuousprofessionaldevelopmentforalloursurveyorsandpropertyprofessionals;and
• complywiththeRoyalInstitutionofCharteredSurveyors(RICS)professionalstandardsinallourvaluationwork.
Royal Institution of Chartered Surveyors (RICS)
WewillcomplywithRICSprofessionalstandardsinallourvaluationwork.
16 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreExpert
Apprenticeships
Wecurrentlyhavemorethan100apprentices,andplantooffer90apprenticeshipsayear.
Wewillalsoinvestinthedevelopmentofotherpriorityskillsincludingdigitalcapability,programmeandprojectmanagement,andleadingandmanagingchange.WewillbuilduponthedigitalskillsandknowledgealreadypresentwithintheAgencyandsupportpeopletodeveloptheirdigitalskillsfurther.Forourspecialists,wewillgrowthebestpracticedigitaldeliveryfunctionwehavedevelopedoverthepasttwoyears.Wewillalsoplayourpartinthegovernment’sTransformationStrategybyensuringourplansalignwiththeCivilService’sdigital,dataandtechnologyplans.
During2016-17,wepilotedanewperformanceachievementschemeonbehalfoftheCivilService.Aspartofthisscheme,wetrainedallourlinemanagerstohavecoachingconversationswiththeirteamsandbeawareofunconsciousbias.Theaimhasbeentoequipourmanagerstogetthebestoutoftheirteamsforthebenefitofourcustomers.Wewillbuildonthisintheyearsaheadby:
• developinglinemanagers’leadershipskillsthroughregulardevelopmentworkshopsandarangeofprogrammes;
• ensuringlinemanagerscontinuetoholdmonthlyperformanceachievementconversationswithalltheirpeople;and
• supportinglocalperformancedevelopmentreviewpanelstoidentifyandsupportpeoplewithpotentialandaddressperformanceissues.
Aswellasinvestingintheexpertiseofourcurrentworkforce,wearecommittedtoinvestinginthetalentofthefuture.Wecurrentlyhavemorethan100apprenticesinpostandwereshortlistedforaCivilServiceAwardforourdigitalapprenticeshipschemelastyear.Wewillbuildonourexistingapprenticeshipopportunitiesindigital,surveyingandoperationaldelivery.Wewillalsointroducenewapprenticeshipsinprocurement,projectmanagement,teammanagementandbusinessadministration.Weplantooffer90apprenticeshipsayearforthenexttwoyears.
Aworkforcethatismorerepresentativeofthecommunitiesweservewillbemoreexpertandbetterequippedtounderstandourcustomers’diverseneeds.ThePublicSectorEqualityDuty(2011)requirespublicbodiestoagreeandpublishequalityobjectivesandreportonthemexternally.Overthenexttwoyears,wewill:
• improvethebreadthanddepthofourworkforcediversitydatatoenableustobetterunderstandourpeopleandtakeactiontobuildamoreinclusiveworkplace;
17 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreExpert
• nurtureandsustainaworkforcethatreflectsthecommunitiesweserveandcreatesaworkenvironmentthatfostersgoodrelations,valuesdifferenceandadvancesequalityofopportunityforeveryone.WeareworkingtowardsincreasingourannualPeopleSurvey’sinclusionandfairtreatmentscores,aimingfora5percentagepointincreaseby2020;
• developourunderstandingabouttheimpactofourservicesoncustomerstoidentifymoreclearlythosewhomayneedadditionalsupport;and
• actonthisimprovedknowledgeofourcustomers’needstoprovideservicesthatareaccessibleandusablebythewidestpossiblerangeofcustomers.Wewilltakestepstoensureallequality-relatedcomplaintsarecaptured,analysedandreported.
18 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreExpert
Online customer contact tool
Wewillimproveouronlinecontacttoolsocustomerscangettheirquestionsansweredmorequickly.
More Digital
Overthenexttwoyears,wewillcontinuetoworktowards
becomingadigitalbydefaultorganisation.Thiswillhelpusto
improveourservicetoourcustomers,tomaketheVOAagreat
placetoworkandtoreduceourcosts.OurDigitalStrategy,
agreedin2016,guidesour‘moredigital’work.
Ourcustomersexpecttobeabletoaccessourservicesdigitallyandtheseserviceswillbeintuitive,reliableandbuiltaroundtheirneeds.Wearecommittedtoprovidingservicesthatareaccessibleandusablebythewidestpossiblerangeofcustomers.
Specifically,wewill:
• continuetodevelopourcheckandchallenge,FindYourBusinessRatesValuationandRentandLeaseDetailsonlineservicesinthelightoffeedbackfromourcustomers;
• improveouronlinecontacttoolsocustomerscangettheirquestionsansweredmorequickly;
• understandhowwecanimproveourdigitalofferingforcustomerssotheycaninteractwithuseasilyandattheirownconvenience;
• exploreopportunitiestolinkourcustomer-facingplatformswiththoseofothergovernmentdepartmentstoprovideaconsistent,joined-upexperienceforourcustomers;and
• ensurewebuildonlineserviceswhichcanbeusedbyeveryoneandwhichmeetindustrystandardaccessibilitycriteria.
19 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreDigital
Becoming a more digital organisationOurDigitalStrategyalsofocussesonprovidingour people with modern tools that enable them to do their jobs, with the aim that our internal digital systems will enable us to work more flexiblytomeetourcustomers’needs.
Becomingamoredigitalorganisationisnotjustaboutprovidingservicesourcustomerscanaccessdigitally.Itisalsoabouthowweworkwithpartnerorganisations,howourinternaltechnologyandprocessesworkforourpeople,andhowweorganiseourselves.
During2017-18,wewillfurtherenhancedigitalservicessuchastheLocalAuthorityInformationGatewayandtheBillingAuthorityReportSubmissions(BARS)servicethatweandourdeliverypartnersusetoexchangeinformation.
OurDigitalStrategyalsofocusesonprovidingourpeoplewithmoderntoolsthatenablethemtodotheirjobsmoreeffectively,withtheaimthatourinternaldigitalsystemswillenableustoworkmoreefficientlyandflexiblytomeetourcustomers’needs.
In2016-17,westabilisedtheperformanceofourexistingsystems,providedbetternetworkstohome-basedworkersandrolledoutnewtechnologytohundredsofourpeople.
During2017-18,wewillbuildonthesefoundationsandcontinuetodevelopthemodernisedtechnologythatwillgiveusmoreuseful,reliableandrecoverableapplicationsforourwork.Thesewill,overtime,provideuswithmoreefficientandreliablewaysofworkingwithoutneedingtoenterthesamedatarepeatedlyorlogintolotsofdifferentapplications.
Wewilldevelopnewdigitalservicesforhowwemanageandanalyseourbusiness,includinghowwegatherinformationtoinformourimprovementwork.Wewillenhanceourback-endsystemtosupportthecheckandchallengeonlineservice,continuingtoenhanceelementsofournewcasemanagementsystemandmodernisedapplications.
Wewillprovidenewwaysforpeopletokeepintouchandshareknowledge,includingthroughcollaborationtoolsandnewtechnology.
20 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreDigital
Flexible rolesRoleswillchangeinfutureaspeopleworkacrossmoreservicesthantheydonow.Thiswillgiveustheflexibilityweneedtomanageworkpeaksaswebecomesmaller.
More Efficient
Todeliveroncommitmentsmadebygovernment,theVOA
-likeotherpublicsectororganisations-needstomake
considerablesavingsbytheendoftheSpendingReviewperiod
(2020-21).
Aswellasdeliveringimprovementsforourcustomersandourpeople,ourtransformationprogrammewillplayasignificantroleinhelpingustobecomemoreefficientasanorganisation.
Overthenexttwoyearswewillcontinuetransforminghowweareorganised.Wearemovingfromanorganisationstructuredaccordingtotheserviceswedeliver(forexamplecounciltaxorbusinessrates)tooneorganisedbyfunctions.Thesefunctionswillcover:
• customerservice;
• operationaldelivery(propertydatacollectionandcasework);and
• valuationandtechnicaladvice.
Thiswillenableustodeployourpeoplemoreflexiblytomeetcustomerdemand.
Wehavealreadyappliedthisfunctionalorganisationapproachtothewaywedeliverourcheckandchallengeservices.WealsohaveourChiefValuer,process,policyandtransformationfunctionsnowinplace.AcrosstheAgency,furtherworkisprogressingonjobdesignforcustomerservice,propertydatacollectionandcasework,aswellasonorganisationaldesignandmanagementfunctions.Roleswillchangeinfutureaspeopleworkacrossmoreservicesthantheydonow.Thiswillgiveustheflexibilityweneedtomanageworkpeaksaswebecomesmaller.Theroleswhichpeoplehavewillbemorevariedandinterestingasaresult.
21 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreEfficient
InlinewithourSpendingReviewcommitmentswearemanagingourstaffinglevelswithintheassumptionthatwewillemployaround1,000fewerfull-timeequivalentsattheendoftheSpendingReviewthanwedidin2015-16.Weareconductingourworkforceplanninginconjunctionwithourdrivetoorganiseourpeoplebyfunction.
In2015ourpeopleoccupied70officesacrossthecountry.Wenowoccupy53officesandourprogrammeoftransformingourofficeestatecontinues.During2017-18,wewillreduceourofficesto50,achievingfurtherannualisedcostsavingsof£275,000.ThisincludesfourofficeclosuresandtheopeningofonenewofficeinCroydon,wherewewilloccupyspaceintheHMRCRegionalCentre.During2018-19,weexpecttooperatefromaround40offices,achievingfurtherannualisedcostsavingsofaround£1.5million.
Wewillcontinuetoexplorefurtheropportunitiesforsharedserviceswheretheseofferbettervalueand/orreliabilitythanourexistingsolutions.Wehavealreadymovedtosharedservicearrangementsformosttransactionalservicesinhumanresources,suchaspayroll,HRrecordschangesandtransactionaladviceforlinemanagers.WearealsonowreceivingroutinehealthandsafetyadvicefromHMRevenueandCustoms(HMRC),althoughmorecomplexcasesarestillhandledbyourhealthandsafetymanager.Duringthefirstquarterof2017-18,wearetakingasimilarapproachwithourAccountsReceivablefunction.
WewillcontinuetomakesavingsacrossVOAcontractsoverthenexttwoyears.Ouraimistomakesavingsof£1millionacrossallourcontractsby2020.Wewillensurethatourbusinesscontractmanagershavetheskillstoeffectivelymanagerisks,issuesandopportunitieswithoursuppliers.WewillworkwithHMRCtomanageourexitfromtheASPIREcontractandtakeadvantageoftheopportunitythiswillbringustodevelopanddirectlymanagemoreflexiblecontractsforourtechnologyanddigitalfunctions.
Wearecontinuingtodelivercontinuousimprovementtrainingtoourpeopleinourcustomer-facingbusinessareas.Ourapproachtocontinuousimprovementiscentredonchangingandimprovingthewayweworkby:
• takingafreshlookatourbusinessprocessesfromthecustomers’pointofview;
• introducinganewdisciplinetohowwemanagetheseprocesses;
• gettingeveryoneinvolvedinfindingwaystodothingsbetter;and
• equippingourpeoplewithnewtools,techniquesandskills.
Number of officesDuring2018-19,weexpecttooperatefromaround40offices,achievingfurtherannualisedcostsavingsofaround£1.5million.
22 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreEfficient
In2016-17,weprovidedcontinuousimprovementtrainingtomorethan1,000people,mainlyacrossourcounciltaxandbusinessratesmaintenanceteams.Ourcustomersarealreadybenefitingfromchangesputinplaceasaresult.In2017-18,wewillprovidethistrainingtopeopleworkingonbusinessratesappeals.Wewillalsotraincolleaguesworkingonthecheckandchallengeservice.
23 Business Plan 2017-19 ValuationOfficeAgency
OurCommitments:MoreEfficient
AnnexesAnnex1:tableofperformanceindicatorsOur approach to managing performance
WehavedesignedourapproachtoperformancemanagementwiththeaimofensuringtheBoard,managersandourpeopleallknowtheextenttowhichwearemeetingourcustomers’needsinanefficientandeffectivemanner.
Workingcloselywithourfunders,ourdeliverypartnersandourcustomers,ourBoardhasidentifiedaseriesofperformancemeasuresandtargetsthatwemonitoratourmonthlyAgencyperformancehub.
Additionalindicatorsaremonitoredatmanagementandteamlevel.
Our key performance indicators
Ourperformancemeasuresandtargetscoverfourmainareas:thevolumeofcasescleared;ourtimelinessindealingwithourwork;thequalityofourvaluations;andthequalityofourcustomerservice.
Whilewearecommittedtoimprovingourperformanceagainstthesefoursetsofmeasures,wehavehadtobalancethiscommitmentagainsttheanticipated29%reductioninourbudgetsby2020-21.
Insomeareasofourwork,ourtransformationprogrammewillallowustodeliverimprovedperformanceforourcustomersdespitereductionsinexpenditure.The‘servingourcustomers’targetssetoutwithinthetablebelowcommitustoayearonyearimprovementinperformanceforthenexttwoyears.
Inotherareas,wehavesettargetsthatprotectcurrentlevelsofserviceoverthenexttwoyears.
Our2018-19targetsareindicativeuntilfundingandagreementisreachedwithourdeliveryclients.
Everyyear,theVOApublishesanAnnualReportsettingouthowwellwehavedeliveredagainstourtargets.
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Name of measure Our 2017-18 target Our 2018-19 target
Volumes
Counciltaxworkcleared(EnglandandWalescombined)
Bytheendof2017-18,weexpecttohaveclearedatotalof470,500reports,bandreviewsandproposals,and4,500appeals.
Bytheendof2018-19,weexpecttohaveclearedatotalof468,000reports,bandreviewsandproposals,and4,700appeals.
Business rates work cleared(EnglandandWalescombined)
Bytheendof2017-18,weexpecttohavecleared278,000maintenancereportsand124,500appeals.
Bytheendof2018-19,weexpecttohavecleared260,000maintenancereportsand80,000appeals.
HousingAllowancelettings – the volumes of lettings collected
Weexpecttocollect480,000itemsoflettingsdataayearover2017-18and2018-19.
Timeliness targets
Business rates Ourpreviousbusinessratestimelinesstargetdidnotreflectthevolume,complexityanddiversenatureofthechangesrequiredtotheratingliststomaintainthem.Wewillreviewourbusinessratestimelinesstargetsaspartofawiderconversationwithlocalauthoritiesandotherstakeholders,andduringthefirsthalfof2017-18wewilldeveloparevisedapproachandcustomer-facingtarget.Inadvanceofthenewtargetbeingagreed,wewillcontinuetohandlebusinessratescasesinatimelymannerandwillproactivelymonitorourperformance.
Check,Challenge,Appeal
Check–Wewillcompleteorsubstantiallyrespondto90%ofcheckswithinthreemonthsofreceipt.Challenge-Wewillcomplete90%ofchallengeswithin12monthsofreceipt.
Inadditiontomonitoringthesetimelinesstargets,wewillproactivelymonitorperformanceofthenewcheckandchallengeservicesfromacustomerperspective.Wewillpublishinformationoncustomers’engagementwithourservicessixmonthsintothesystem’soperation,andagainattheendofthefirstyearofoperation.
Counciltax Wewillclear:
• 50%ofreportswithin8workingdays;
• 75%ofreportswithin25workingdays;and
• 99%ofreportswithin90workingdays.
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Name of measure Our 2017-18 target Our 2018-19 target
Timeliness targets
HousingAllowances Wherenoinspectionisrequired,wewilldetermine96%ofHousingBenefitreferralswithinthreeworkingdays.
Fair Rent Wewilldetermine95%ofcaseswithin40workingdays.
Statutory Valuations team
WewillclearallinitialappraisalsforHMRCwithinanaverageof5workingdays.
Wewillreport80%ofDWPcaseswithin7workingdays.
Valuation quality
Valuation quality – a checkonthequalityof our valuation, processcomplianceand timeliness in making a valuation decision
OurHousingAllowances,StatutoryValuationsandPropertyServicesbusinessareaswilleachachievevaluationqualityof95%orhigher.
Ourbusinessratesandcounciltaxteamswillachievevaluationqualityof94%orhigher.
Serving our customers
Digitalservice-proportion of overall Agencytransactionscarriedoutusingournewdigitalservices
Byendof2017-18,60%oftransactionswithuswillbethroughdigitalchannels. Byendof2018-19,70%oftransactionswithuswillbethroughdigitalchannels.
Howwedealwithcustomerenquiries
Wewilldealwithatleast70%ofenquiriestoourcustomercontactpointsatfirstpointofcontact.
Wewilldealwithatleast75%ofenquiriestoourcustomercontactpointsatfirstpointofcontact.
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Annex2:ManagingourrisksTheAgencyismaturingitsapproachtomanagingrisksthroughouttheorganisation.Weareenhancingourapproachtoriskidentificationandmanagement.
TheBoardandexecutiveteamalsoreviewthestrategicrisklandscapeandidentifysignificantAgencylevelriskstoourstrategicobjectivesalongwithcurrentandfutureperformance.TheserisksareactivelyownedandmanagedatexecutivelevelandkeptunderreviewbytheAuditandRiskAssuranceCommitteeandtheBoard.
Where issues emerge these are managed in issue management forums, either at business stream level or, if theyfitsetcriteria,atAgencylevel.
ThetableonthefollowingpagesetsouttheAgency’skeyriskareas.
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Risk description There is a risk to the Agency that…
Meetingcustomerneeds PlannedlevelsofconcurrentchangeadverselyaffecttheAgency’sabilitytodeliveragreedcustomer
servicecommitments.
Managingourresources Wefailtounderstandtherightnumbersofpeople,skillsandknowledgerequiredtodeliverourservices
inthefuture.
Engaging with our people OurpeoplebecomedisengagedwiththefuturedirectionoftheAgencyand/ortheworktheyaredoing.
Leadership Ourleadersandmanagersdonothavethecapabilityorconfidencetomovetheorganisationfrom
whereitisnowtowhereitneedstobeinthefuture.
Cyberthreatsandsecurity Wefailtoimplementandmaintaineffectivecybersecuritycapability,controlsandresponse.
Valuations Ourcustomersdonottrustourvaluationsandpropertyadvice.
Paceandscaleofchange WefailtoplanforandmanagethepaceandscaleofchangerequiredinordertodelivertheAgency’s
SpendingReviewcommitments.
EffectivemanagementofriskisvitaltothesuccessfulworkofanyorganisationandtheAgencyisnoexceptiontothis.OurworkwillinevitablyinvolveadegreeofriskandwearerobustinouridentificationofrisksandmanageandescalatethemthroughvariousGovernanceBoardandCommittees:
• TheVOABoard–thisBoardsupportstheAccountingOfficerandtheChiefExecutiveinthedischargeofheraccountabilitiesandresponsibilities.ThescheduleofmattersreservedfortheBoardinclude:strategy,performance,people,financialreportingandcontrols,strategicrisk,corporategovernancemattersandpolicies.
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• TheAgencyPerformanceHub–thisforumoverseestheAgency’sperformance,bothintermsofimmediateandfutureobjectives.Withinadedicatedperformancehub,displayingperformanceindicatorsagreedbytheBoard,itanalysesVOAperformanceagainsttargetsandmeasuresandconsiderswaystoimproveperformanceinallareas.
• TheAuditandRiskAssuranceCommittee–thiscommitteeischairedbyaNon-ExecutiveDirectoranditsremitistoadviseandsupporttheAccountingOfficerandtheBoardwiththeirresponsibilitiesforissueofrisk,controlandgovernancebyreviewingthecomprehensivenessofassurancesandreviewingthereliabilityandintegrityofthoseassurances.
• TransformationCommittee–thiscommitteesupportstheTransformationPortfolioSeniorResponsibleOfficerinthedischargeoftheiraccountabilitiesandresponsibilitiesthroughprovidingseniorgovernanceandensuringeffectivedeliveryoftheAgency’sTransformationPortfolio.
TheBoardsandCommitteeslistedabovehelpustoeffectivelymanagetheriskswefaceinavaluablewayandhelpmaketheVOAabetter,moreefficientplacetowork.
Throughopen,honestandcollaborativediscussionaboutourrisks,wecreateaculturewherepeoplearecomfortableinescalatingrisksandconcerns.Doingsohelpsinformbusinessdecisions;enablesamoreeffectiveuseofpreciousresources;enhancesstrategicandbusinessplanning;andstrengthenscontingencyplanning.
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