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T22 TRANSFORMATION PROGRAMME MANDATE FOR THE SECOND PHASE Report Submitted by: Alison Ward, Chief Executive Officer Report Written by: James Griffin, Head of Transformation & Improvement 1 Area Affected 1.1 County Borough wide 2. Purpose of report 2.1 The purpose of this report is to propose to Cabinet the scope of the second phase of the T22 Transformation Programme. 3. Key Messages 3.1 The Cabinet is asked to approve a mandate for the second phase of the Council’s T22 transformation programme 2019/20 to 2022/23, which includes: The priorities and case for transformation (sections 4 to 7); The indicative benefits to be realised by T22 (section 8); The initial strategies and roadmap for delivering T22 (section 9); Bringing it all together and enabling the transformation (section 10); and The governance and values guiding how we transform (section 11). 4. Priorities and Case for Transformation 4.1 T22 is the Council’s transformation programme. The second phase of T22, covering the period 2019/20 to 2022/23, follows the success of the first phase which saw the transformation of Administration and Business Support services realise savings of £1m per annum and a number of non-financial benefits. 4.2 This part of the report sets out what we mean by transformation, why we need a programme of transformation, what we aim to transform in the second phase of T22 and why we must. These things are important for us to agree because, in order to successfully transform, we need a sustained focus on our priorities and a shared understanding and ownership of the reasons why we must transform. This will particularly be the case when parts of the transformation become difficult and when other challenges compete wit h transformation for the Council’s attention as they inevitably will. 4.3 What do we mean by transformation? It typically involves responding well to challenges that are big, complex and urgent. The response involves doing things differently, doing different things and working across a number of services. Transformation is also about realising big financial and non-financial benefits, typically in the medium term, which fit with the Council’s Priorities and Medium Term Financial Plan. Finally, transformation complements but is different from running the Council’s services, continuously improving existing ways of working, and delivering annual service budget mitigations.

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T22 TRANSFORMATION PROGRAMME – MANDATE FOR THE SECOND PHASE

Report Submitted by: Alison Ward, Chief Executive Officer Report Written by: James Griffin, Head of Transformation & Improvement 1 Area Affected 1.1 County Borough wide 2. Purpose of report 2.1 The purpose of this report is to propose to Cabinet the scope of the second phase

of the T22 Transformation Programme. 3. Key Messages 3.1 The Cabinet is asked to approve a mandate for the second phase of the Council’s

T22 transformation programme 2019/20 to 2022/23, which includes:

The priorities and case for transformation (sections 4 to 7);

The indicative benefits to be realised by T22 (section 8);

The initial strategies and roadmap for delivering T22 (section 9);

Bringing it all together and enabling the transformation (section 10); and

The governance and values guiding how we transform (section 11). 4. Priorities and Case for Transformation 4.1 T22 is the Council’s transformation programme. The second phase of T22,

covering the period 2019/20 to 2022/23, follows the success of the first phase which saw the transformation of Administration and Business Support services realise savings of £1m per annum and a number of non-financial benefits.

4.2 This part of the report sets out what we mean by transformation, why we need a

programme of transformation, what we aim to transform in the second phase of T22 and why we must. These things are important for us to agree because, in order to successfully transform, we need a sustained focus on our priorities and a shared understanding and ownership of the reasons why we must transform. This will particularly be the case when parts of the transformation become difficult and when other challenges compete with transformation for the Council’s attention as they inevitably will.

4.3 What do we mean by transformation? It typically involves responding well to

challenges that are big, complex and urgent. The response involves doing things differently, doing different things and working across a number of services. Transformation is also about realising big financial and non-financial benefits, typically in the medium term, which fit with the Council’s Priorities and Medium Term Financial Plan. Finally, transformation complements but is different from running the Council’s services, continuously improving existing ways of working, and delivering annual service budget mitigations.

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4.4 The Council continues to operate in a very challenging context driven by a number of factors, including a big increase in demand and cost pressures, and a big reduction in investment and resources. To respond to this context, to help deliver the Council’s Priorities and to contribute to closing the financial gap of £19.5m in the Council’s Medium Term Financial Plan, the Council must transform. If the Council does not transform by making big changes across services in the medium term, the alternative is for individual services alone to shoulder the savings burden through the annual budget process. This would create an unacceptable level of risk to service delivery, the Council’s Priorities and Medium Term Financial Plan.

4.5 Not only must the Council transform but, in order to do so successfully, the

transformation must be managed through a programme. Only a programme will provide the sustained focus, structure and skilled leadership and management of change required to transform successfully. Attempts at transformation without a programme tend to fail to realise the benefits, miss the links and dependencies between the changes, overlook the impact on people and services, get distracted from their priorities, and drift. Therefore the second phase of T22 will be managed as a programme which is reflected in the governance arrangements in this report.

4.6 In recently identifying the Council’s priorities for transformation during the second

phase of T22, three challenges were identified as: big, complex and urgent; requiring a response that involves doing things differently, doing different things and working across a number of services; capable of realising big financial and non-financial benefits in the medium term; and fitting well with the Council’s Priorities and Medium Term Financial Plan. These were Children’s Services, Customer and Digital, and Support Services. The case for their transformation is summarised in sections 5 to 7 of this report below.

4.7 By focusing on these priorities we are not ruling out the inclusion of other priorities

within the T22 programme at a future date. Whether it is adult social care, where significant recent changes to their way of working are bedding in, or continuing to encourage schools to collaborate in order to realise big efficiencies, these and other transformation opportunities will be kept under review and considered for inclusion in the T22 programme when the timing is right, the capacity to transform is available and their inclusion does not distract us from our three current priorities.

5 The Case for Transforming Children’s Services 5.1 The Council’s Children’s Services have a number of strengths that we must

maintain, including a good reputation for keeping children and young people safe. However, a combination of many complex local and national factors continues to drive high growth in demand for Children’s Services and the cost of providing them. This includes the high and growing rate of escalation of children and young people into high cost services.

5.2 Fig 1 below helps to illustrate this point by showing the big growth in the number

of the children that are looked after by the Council. When children get to this level of care, the cost of keeping them safe is by far the highest of all the services and support available. The cost is felt both in terms of the impact on the children’s life

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chances, and the financial cost to the Council. The latter contributes significantly to the growing pressures on the budget for Children’s Services and the Council.

5.3 This challenge is urgent because it is being felt acutely now and because, if it continues to grow at the recent rate, then the cost of keeping children safe in this way will soon become unsustainable.

Fig 1: continued significant growth in the children looked after by the Council

5.4 This growth in demand, cost and escalation presents the Council with a challenge

that is big, complex and urgent. It misses earlier opportunities to improve the long-term life-chances and outcomes of some children. For example, better coordinated, targeted and timely support earlier in a child’s journey into and through Children’s Services, could potentially safely avoid their entry and the escalation of their needs. It could also help Children’s Services to more quickly safely step down some children from some of the higher cost ways of keeping them safe. The challenge also places a large, growing and unsustainable pressure on the budget of Children’s Services and the Council that must be addressed urgently.

5.5 Our response to this challenge must balance changes to Children’s Services with

changes to a wider range of services and sources of support that help children and young people to be safe and have the best possible life chances. Fig 2 below helps make this point by showing the different levels of need, demand and service provision. The situation is fluid with movement between the levels of need and changes to the take up of provision. But the key point is that many services and sources of support are in the scope of the transformation of Children’s Services.

Fig 2: a snapshot of levels and volumes of need and types of provision (December 2018)

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5.6 In order to successfully meet this challenge our transformational response must

achieve all three of the following goals:

Continue to keep children and young people safe;

Urgently arrest the projected rate of increase in demand and contain demand at current levels; and

Release efficiencies for reinvestment in Social Care. 6 The Case for Customer and Digital Transformation 6.1 The Council has many roles and responsibilities, all of which need to be

considered in the context of a society with high and increasing levels of online participation. We shape places, help the most vulnerable, process claims, respond to operational requests and deliver a wide range of services. How we do this needs to reflect the fact that:

Many people go on line to consume and manage information, use services, and interact with other people and organisations;

People’s increasingly sophisticated digital experiences are shaping and raising their expectations of the services and experiences they require; and

These trends are set to continue well into the future – a point that is illustrated in Fig 1 below, which shows a big increase in the population’s adoption of digital and their digital literacy.

Fig 3: a step change in the population towards digital use and fluency

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6.2 The Council’s response to this challenge will have a significant positive or

negative impact on our relevance and responsiveness to the people we serve and represent.

6.3 Digitally enabled services can be far more efficient, effective and empowering

than traditional models of service delivery because they can:

Simplify business processes and make better use of data to make it faster, easier and less costly to meet people’s needs;

Enable people to collaborate, self-serve and connect to the Council 24/7; and

Cause a channel shift to online services from higher cost contacts such as face-to-face, telephone or paper, particularly for high volume transactional services.

The Council’s response to this challenge can make it far easier and faster for people to meet their needs and could significantly reduce the cost to serve.

6.4 The people who interact with the Council do so in many roles, including service

users, customers, taxpayers, residents, employers, constituents and as members of families and communities with assets as well as needs. With this in mind, however well digitally enabled some of our services become, the Council will need to fulfil some of its roles and responsibilities in conversation with people. For example, providing excellent information, advice and support in an emotionally intelligent way that meets the needs of our customers at their first point of contact with us, and minimises their risk of digital exclusion.

6.5 We are more likely to achieve this if we use digital solutions to release process

efficiencies from transactions and reinvest some of it into supporting the Council and our communities to have insightful, compassionate and collaborative conversations aimed at finding the best way possible of meeting people’s needs within our constraints. The Council’s response to this challenge can have a big impact on our customers’ trust in and satisfaction with us.

6.6 Torfaen’s people, communities, businesses and organisations are much more

than customers of the Council’s services. They are citizens with strengths, many

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of whom make a significant contribution to Torfaen’s civic and community life. Encouraging and enabling this contribution is an important part of the customer and digital transformation. The Council needs to find better and lower cost ways of helping more of our citizens to contribute to civic and community life. It is only by working together with the people, communities and organisations of Torfaen that we will be able to make the combined contribution required to successfully meet some of Torfaen’s most important and pressing challenges.

6.7 In summary, the customer and digital challenge is far reaching as it impacts on all

of the Council’s services and our relationship with many people in different roles. There are many examples of where people could have a faster, easier and more empowering experience of our services. By providing such experiences, the Council can also save a lot of time, effort and money, and our services can become more relevant, responsive and trusted. Additionally, the Council needs to find better and lower cost ways of helping to release the potential of the citizens of Torfaen to make an even bigger contribution to local civic and community life.

7 The Case for Transforming Support Services 7.1 The Council is responsible for providing a wide range of services in order to

deliver its Priorities and statutory duties. The Council’s support services are those that exist primarily to help or enable the Council to deliver those responsibilities, ensure the Council remains safe and has in place appropriate governance arrangements. They are different therefore to those services that are directly delivered to service users, taxpayers and residents, which are known as frontline services. The Council’s support services have a number of strengths and achievements that the transformation must maintain and build upon.

7.2 It is essential that the Council’s support services are as modern, efficient and

effective as possible and that across the Council processes and systems are consistent and streamlined. This is particularly the case in our current context where it is vital that:

As much of the Council’s budget as possible is spent on providing frontline services to deliver the Council’s Priorities and statutory duties; and

The Council and its frontline services are receiving the best possible support, in order to give our customers the experience they need and deserve.

7.3 The Council’s support services have a number of strengths to build upon and

recently the Council successfully transformed a number of its administration and business support services and in doing so saved £1m per annum and increased the resilience of those services. Building on these strengths and successes, across the Council there are a number of opportunities to make even better use of the c.£18m per annum the Council invests in support services.

7.4 There are a number of opportunities to make our support services far more

modern and efficient; and there are some opportunities to increase their effectiveness too. These opportunities are likely to include moving the operation of support services away from three separate central functions and some decentralised support services, to a ‘one team’ approach that is characterised by:

A clear, prioritised and affordable agreement to what the Council and services need from its support services;

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A much more consistent way of operating across all of the Council’s services with support services working well together; and

Modern business processes, supported by information and technology and skilled and flexible staff, which enable the most efficient way of operating.

7.5 In summary, the case for transforming the Council’s support services is to:

Provide support services that are as modern and efficient as possible;

Enable efficient and effective frontline delivery; and

Release investment and resources that can be reallocated to the Council’s

Priorities.

To do so, all of the Council’s support services are in scope for this transformation,

including those support services currently organised within service departments

and centrally.

8 The Indicative Benefits to be Realised by T22 8.1 T22 must deliver a number of big benefits and these must include both financial

and non-financial benefits. One without the other will be considered a failure of transformation.

8.2 Given the nature and scale of the financial challenge set out in the Council’s

Medium Term Financial Plan, it is imperative that the T22 programme delivers big financial savings in the medium term, and that these savings stand separately from the savings to be delivered through other routes such as annual service budget mitigations so as to avoid the risk of confusion and double-counting.

8.3 So what level of savings should T22 deliver for the Council? This question has

been answered through a number of conversations at the T22 Board and at the T22 Project Boards, which have covered both top-down and bottom-up perspectives.

8.4 The top down perspective has asked ‘how much do we need T22 to deliver in

order to achieve the Medium Term Financial Plan without asking individual services to shoulder a savings burden that contains too much risk to the Council’s Priorities and financial sustainability?’ The bottom up perspective has asked ‘how much do we think we can deliver if we do the transformation well and we stretch ourselves?’

8.5 Consequently the following financial benefits have been recommended by the

T22 Board for the T22 programme to deliver:

The Children’s Services transformation to contain demand by delivering efficiencies to offset the assumptions in the 2019/20 budget and the 2019 Medium Term Financial Plan, and by releasing efficiencies to reinvest in Social Care;

The Customer and Digital transformation to deliver savings of £1m per annum; and

The Support Services transformation to deliver savings of £1m per annum.

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8.6 There are a number of non-financial benefits that must be delivered by the

Council’s transformation, which include improved performance, better connection with our customers, better working across our services, and improved management of risks. These are set out in more detail below:

Improved performance as a result of increased efficiency in the way we operate. There will be less duplication and wasted effort, which will create time for innovation and improvements to the service user experience and outcomes making it easier, faster and more empowering for our customers to engage with us. Our new and better business processes will help us to more closely align the Council’s operation with our Priorities.

Better connection with our customers by adapting to their changing needs. As our context continues to change we will be more flexible and better able to understand and respond to the changing needs of our customers across the Council’s services. We will also be better able to empower our communities to make the best possible contribution they can to Torfaen’s civic and community challenges.

Better working across our services and functions will reduce duplication of effort, and enable early intervention and prevention activity to be more effective at managing demand. This will enable us to increase flexibility and resilience within our services and benefit from the economies of scale and centres of excellence that can be achieved when we bring together teams of people performing similar functions. With our systems and data becoming integrated we will be better able to connect our customers to the services and support they need. We will also be better able to share learning about what is needed and work works across the Council.

Improved management of risks by providing a clearer understanding of our roles, responsibilities, goals and processes, risks can be identified and mitigated earlier and more easily.

8.7 These indicative financial and non-financial benefits need to be further developed.

This includes setting out the assumptions underpinning the benefits and producing a plan for their realisation, which includes managing the risk of the full benefits not being realised, and presenting that plan for approval by the T22 Board by the end of summer 2019.

9 The Roadmap and Initial Strategies for Delivering T22 9.1 The second phase of the Council’s T22 transformation programme needs to

deliver big financial and non-financial benefits by 2022. In doing so it needs to quickly build momentum and credibility by delivering initial strategies. These will help us to realise some benefits in the first two years and lay the foundations for the majority of the benefits to be realised in year three. Additionally, we need to define further opportunities to transform in order for benefits to be realised after 2022. To this end a roadmap is outlined in Fig 4 below. This roadmap is being turned into a detailed programme plan that will form the basis for the delivery, monitoring and management of the programme.

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Fig 4: outline roadmap for the delivery of the second phase of the T22 transformation programme

2019/20 2020/21 2021/22 2022/23

Full Business

Cases agreed

Benefits

modelled

Implementation

Planned

Readiness

Implement business cases in stages over 2

years

New model embedded &

working well

Full 100% savings realised

recurring

Full non-financial benefits

realised

Start continuous improvement

of transformed services

Start to realise

financial benefits

Start to realise

some non-

financial benefits

Support change

delivery

Agreed savings

target realised in full

The majority of non-

financial benefits

realised

Support benefits

realisation

Develop, implement and benefit from initial strategies

Define and develop other opportunities to transform

Implement Realise further benefits

9.2 The initial strategies that are being developed for implementation to start – and in some cases finish – in 2019/20 include:

Safely stepping down some looked after children;

Safely and efficiently triaging contacts about children and young people at

the Council’s front door;

Selecting and implementing a new framework that helps us to consistently

applying a shared understanding of risk and thresholds across Children’s

Services and other services;

Designing and implementing a pilot for joining-up and targeting early

intervention and prevention services in school clusters, and developing the

business cases to scale-out across the County Borough;

Understanding users’ needs in some services and removing steps from the

business processes that don’t meet those needs;

Better understanding how to make the most of our information and

systems and starting to implement some changes;

Taking some practical steps to empower our customers to easily and

quickly find solutions to their needs online;

Developing the business case for the full transformation of Children’s

Services, Customer and Digital and Support Services;

Developing and agreeing a clear vision and blueprint for the way the

transformed Council will look, feel and work; and

Engaging Members, staff, Unions, customers and the Wales Audit Office in

Phase 2 of T22.

10 Bringing T22 Together - Enabling Transformation 10.1 Leading and managing a large scale and complex change in order to fully realise

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a number of big financial and non-financial benefits is a rewarding but challenging undertaking. The Council must create the conditions for the transformation to succeed as without the right capability, capacity and culture it will fail. To help create the right conditions, a number of pieces of work are required which will be brought together, developed and delivered through a strategic project within the T22 programme called Enabling Transformation.

10.2 The Enabling Transformation project will help us realise the full benefits from our

priorities for the second phase of the T22 transformation, namely Children’s Services, Customer and Digital, and Support Services. Specifically the Enabling Transformation project will include:

Providing a clear and compelling view of what the Council will look, feel and operate like in 2022, by developing and agreeing a clear vision, values and blueprint (also known as a Future Operating Model);

Defining and embedding the governance arrangements for how we organise, lead and manage T22, including ensuring that T22 aligns to the Council’s Priorities and Medium Term Financial Plan;

Planning and delivering the change management, communication and engagement activity required in order to support people through the transformation and create a culture that is conducive to change;

Co-ordinating the planning of the investment and resources required in order to transform successfully;

Promoting innovation and learning from what has worked well elsewhere; and

Providing the tools, techniques and support required in order to successfully manage the programme.

11 The Governance and Values Guiding T22 11.1 The governance of T22 is crucial to its success as it provides the structure within

which good decisions can be made in a timely fashion, people can clearly understand and be empowered to discharge their roles and responsibilities and progress can be overseen and scrutinised. The governance is based on a proportionate version of the Managing Successful Programmes methodology, which is the industry standard for managing transformation. The key components of this methodology are the Sponsoring Group, the Programme Board, the Project Boards and the Programme Delivery Team and how these work for T22 are set out below.

11.2 The Sponsoring Group is the Cabinet, which is responsible for:

• Defining the strategic direction of the Council and ensuring the ongoing alignment of T22 to that direction;

• Making significant transformation decisions, including those concerning the case for new and significant investment and resources;

• Authorising the T22 scope and business cases, approving progression to each phase of T22, and overseeing the realisation of benefits; and

• Considering any changes to policy required by the transformation and decides or recommends to Full Council for approval as required.

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11.3 The Programme Board, which is known as the T22 Board, is responsible for:

• Providing the leadership, resources and commitment required to drive the successful development and delivery of T22 within the scope set by Cabinet;

• Sustaining a focus on developing and delivery the T22 vision and blueprint;

• Overseeing the effective and efficient prioritisation and co-ordination of the changes required in order to transform and the realisation of the benefits;

• Managing the strategic risks, assumption, issues and dependencies involved in the transformation. Including resolving any directional issues between the projects within T22, and between T22 and any significant changes occurring outside of the transformation programme but impacting upon it; and

• Effectively and efficiently leading people through the transformation, and provides assurance for operational effectiveness through the life of T22.

11.4 The standing membership of the T22 Board consists of the Chief Executive as

the Sponsor of T22; the Assistant Chief Officer Resources as Sponsor of the Support Services Transformation; the Assistant Chief Officer Strategy as the Sponsor of Enabling Transformation; the Chief Officer for Social Care and Housing as the Sponsor of the Children’s Services Transformation; the Chief Officer of Neighbourhood Services as the Sponsor of the Customer and Digital Transformation; the Chief Officer Education to provide support and challenge to the T22 Board, and the Head of Transformation and Improvement as the Programme Director.

11.5 There is Project Board for each of the three transformation priorities for the

second phase of T22, namely Children’s Services, Customer and Digital, and Support Services, as well as a Project Board for Enabling Transformation which leads the work that cuts across all of the three priorities. Each Project Board is responsible for:

• Defining and recommending the scope of their work and their business cases within the direction set by the T22 Board;

• Overseeing the design, development and delivery of the new outputs, capabilities and outcomes agreed in the scope and business cases so they are delivered to the agreed standards;

• Managing the risks, assumption, issues and dependencies at the project level. Including resolving any directional issues within the project, and escalating risks and issues to the T22 Board that cannot be appropriately mitigated or resolved at the project level; and

• Effectively and efficiently lead and manage people through the project and provide assurance for operational effectiveness through the life of the project.

11.6 The standing membership of the T22 Project Boards consists of:

• Children’s Services: the Chief Officer Social Services and Housing as the Project Sponsor; Chief Education Officer as the Senior Supplier (Early Intervention and Prevention Services); the Head of Children’s Services as the Senior User; and the Group Manager Children and Family Services as the Project Manager and Subject Matter Expert.

• Customer and Digital: the Chief Officer Neighbourhood Services as the

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Project Sponsor; the SRS Director (Operations) as the Senior Supplier; the Head of Revenues, Benefits and Customer Services as the Senior User; the Communications Manager as the Project Manager; and the Public Service Development Manager as Subject Matter Expert (Behaviour Change)

• Support Services: the Assistant Chief Officer Resources as the Project Sponsor; the Head of Finance and the Head of Strategic Human Resources as the Senior Suppliers; the Senior User to be confirmed from a Head of a frontline service; and the Head of Business Support and Intelligence as Project Manager and Subject Matter Expert.

• Enabling Transformation: the Assistant Chief Officer Strategy as the Project Sponsor; the Head of Strategic Human Resources as Senior Supplier; the Head of Communications, Engagement and Civil Contingencies as Senior User; and the Public Service Development Manager as Project Manager.

• The Head of Transformation and Improvement is a member of each of the T22 Project Boards to help make the links between them and the T22 Board.

11.7 In addition to the resources contributed by the members of the T22 Board and

each of the T22 Project Boards, the development and delivery of T22 is supported by a Programme Delivery Team managed by the Head of Transformation and Improvement. This team consists of the respective project managers, project support from the T22 Customer and Digital Project Officer, and subject matter experts who are co-opted to deliver specific packages of work. This team will be further supported by a wider network of colleagues who as part of their day job will help to distribute understanding and ownership of T22 and create a feedback loop from people on the ground to the people leading and managing the transformation.

11.8 The role of Members is fundamental to the governance of T22. Beyond the role

of Cabinet and Full Council outlined above, this role will also include the contribution of Scrutiny and Members’ Seminars in challenging and shaping T22, providing assurance, and in building a shared understanding and ownership of the development and delivery of T22. Therefore, work will be undertaken with Members for them to agree the position of T22 in the Scrutiny work programme and to schedule a rolling programme of Members’ seminars.

11.9 The Wales Audit Office will play an important role in the governance of T22.

They will help provide the necessary assurance that the transformation programme is fit for purpose and performing well, as well as providing valuable actionable insights into how T22 can be improved. To this end, the T22 features strongly in the Wales Audit Office’s audit plan for 2019/20.

11.10 In addition to consistently applying the robust and proportionate governance

arrangements set out above, how we transform through T22 must be guided by the Council’s values. Therefore our approach to T22 will strive to be:

Fair;

Supportive;

Effective; and

Innovative.

What this means in practice will be developed with Members, staff, Unions and

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customers over the coming months and presented back to Cabinet by the end of the summer with a view to embedding the Council’s values in T22 and all of the Council’s operations so they become a fundamental part of our culture.

12 Recommendation(s)

It is recommended that Cabinet approves a mandate for the second phase of the Council’s T22 transformation programme 2019/20 to 2022/23, which includes:

12.1 The priorities and case for the second phase of the Council’s T22 transformation programme 2019/20-2022/23 (set out in sections 4 to 7 of this report);

12.2 The indicative timescale and roadmap (set out in section 8 of this report);

12.3 The indicative financial and non-financial benefits to be realised (set out in section 9 of this report), which outlines the value to be delivered by T22;

12.4 The work to bring together and enable the successful delivery of the second phase of the Council’s T22 transformation (set out in section 10 of this report); and

12.5 The governance arrangements and values underpinning T22 and the initial strategies for making a positive difference (set out in section 11 of this report).

Appendices Appendix 1 - Well-being and Future Generations Act assessment

Background Papers None

For further information about this report, please telephone: James Griffin, Head of Transformation and Improvement on 01495 742609 or by email on [email protected]