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