Cabinet Member for Corporate Relations

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Cabinet Member for Corporate Relations"

Transcription

1 Cabinet Member for Corporate Relations Proposal for new customer experience October 2015 Report by the Executive Director Residents Services and the Director of Customer Services Ref No: CR05(15/16) Key Decision: Yes Part I Electoral Division: N/A Executive Summary In considering Future West Sussex plans, the Council has identified improving the customer experience as a key improvement programme. The attached proposal is focused on meeting this aim. It sets out a model for a central, professional customer service for the Council. The model will be delivered by: Establishing the function, investing in its infrastructure and giving it responsibility for the delivery of some customer activities currently managed by services; Continuing to use the Capita contract to provide the contact centre and examining opportunities for any future telephony activities to be transferred where appropriate; Investing in the initial enabling technology that is fundamental to delivering the required demand reduction and channel shift in order to deliver efficiency. It is further proposed to pilot some revised arrangements in selected face to face settings to determine the most suitable models for future provision. The programme delivers a range of benefits for customers, particularly improving ease of access and increasing the rate at which their queries can be resolved. In doing this, the Council will also be able to be more efficient, primarily by reducing incoming demand or dealing with it using digital channels. The programme requires an investment of 1.5m over three years and has profiled delivery of 2.3m cashable savings to be delivered by 2017/18. Recommendations (1) That the development of customer services detailed in the proposal in Appendix A, using the contractual arrangements with Capita for telephony based customer service and creating an in house function for other services is approved. (2) That the proposed investment of 1.5 million to 2017/18 is agreed;

2 (3) That the proposal for piloting new models of Face-to-Face services described in Appendix A is approved. 1. Background 1.1 In November 2014, the Customer Excellence Board (CEB), chaired by the Cabinet Member for Corporate Relations, agreed the objectives of the Customer Experience Programme: The County Council will provide an excellent customer experience The County Council s users will receive a consistent, connected and easy to use service The County Council will improve customer satisfaction and make it easier for staff to deliver a great customer experience across all channels. 1.2 At that time, the Cabinet Board considered an outline business case for customer services and requested that the customer experience programme bring forward a full proposal. 1.3 Both Cabinet Board and CEB have supported the proposal which was subsequently developed. This report outlines that proposal and seeks a Cabinet Member decision to proceed to implementation. 2. Consultation 2.1 The development of the outline business case in November 2014 and subsequent work to deliver this proposal has included consultation and engagement with the following: Cabinet Board (November 2014, March and July 2015) Lead Cabinet Member in all areas Member Development Days (October 2014, February, June 2015) Corporate Leadership Team (CLT) Senior Managers in key services affected Corporate Management Group Staff in services, including work on values and customer journeys Focus group with customers Dialogue with Unison 2.2 Cabinet Board and CLT have both endorsed the proposed approach noting the scale and complexity of the programme. The Performance & Finance Select Committee considered the proposal at its meetings on 3 September 2015 and 2 October 2015, and supported the proposals. 3. Proposal 3.1 The proposal, described in more detail in Appendix A, sets out a model for a central, professional customer service for the Council. It proposes the scope of services to be included, the investment required to drive improved customer experience and sets out the benefits.

3 3.2 Service delivery approach It is recommended that the Council continues with the current approach to service delivery. Capita currently provides a large proportion of initial contact through the contact centre. It is proposed to build on this by transferring appropriate related activities in phases and enhancing this with a programme of complementary digital offers. This will drive the necessary changes to achieve a desired increase in first contact resolution and can be supported by a performance management regime. The remaining services would be delivered through a core Customer Services Function (CSF) that would be created over 18 months, followed by a rolling programme of continuous improvement work. This is a far reaching and challenging transformation programme. The implementation and investment required reflects the strategic and long term nature of the programme. This recommendation also recognises that there is concurrent activity taking place on the reset of the Capita partnership contract. It makes both commercial and strategic sense to continue on a known path whilst that wider consideration takes place, leaving open a number of future opportunities for further partnership working. This does not preclude any further development work on outsourcing, trust models, joint ventures or other arrangements that may be desirable. At this point, there is not a clear strategy in this area; and so it makes sense to develop this in order to inform any alternative delivery options in the future. 3.3 Delivery of Benefits The purpose of the Customer Experience programme is to enable the Council to deliver excellent customer services (consistent, modern, joined up, easy to find and use) to all customers (residents, visitors, businesses, partners and colleagues). This will be achieved by driving down failure demand and increasing channel shift. The programme delivers a range of benefits for customers, particularly improving ease of access, increasing the rate at which their queries can be resolved and generally providing a slicker and quicker level of service. To create a true single front door requires a significant shift in the way in which we will carry out our activities and needs to be underpinned by shift in thinking which is more subtle and takes longer to embed. The programme delivers efficiency benefits in phases in a range of ways, primarily by reducing incoming demand or dealing with it using digital channels. This approach enables a reduction in resourcing as the demand from our customers changes over time. This proposal sets out the first phase of implementation and how savings of 2.3m will be achieved by 2017/18. Further savings remain to be delivered by later activities such as the wider deployment of a revised Face to Face offer which may reduce the need for office space, realisation of savings through the Capita contract and bringing more activity into the Customer Service portfolio.

4 3.4 Investment & Implementation This proposal is dependent upon a wider case for investment in a new technology platform for the realisation of the later years savings. This platform offers benefits far wider than simply enabling the customer experience programme. It seeks to build a basis for a whole council approach that will enable much greater integration. Much of the later savings delivery and realisation of improved customer experience will rest both on the implementation and correct use of new technology and a reengineered set of customer focussed processes. Because of its wider, strategic significance for the Council, the proposed technology framework for the future will be considered separately by Cabinet Board later this year. This proposal outlines only those short term investments that are required to deliver service improvement in the short term (18 months) through the delivery of channel shift and failure demand reduction. It is key that this is seen in this context, providing the building blocks for later development. Underpinning the structural, process and technological changes is a fundamental programme of cultural change one that sees a dynamic approach to continuous improvement and systems thinking in examining the value of every process and critically appraising the effort vs. outcome from a customer perspective. The programme includes a savings and investment profile that spans a number of years recognising that the impacts of channel shift and demand reduction will take time to take hold and that any service rationalisation can only follow a period of re-design. This will increase the engagement with services but much of this will need to be led by the services themselves going forwards. 4. Alternative Options Considered 4.1 Three options were considered as proposed solutions. The options considered were to: 1. Fully outsource customer services to an external provider 2. Provide the service as an in-house service provision (which may or may not include the in-sourcing of relevant services currently provided by Capita) 3. Continue with current approach, with the most suitable elements of the service provided externally. 4.2 In considering the options, the programme team carried out a high level options appraisal. This took into account a number of strategic considerations: The proposal is based on a long term vision of a centralised, multichannel customer services operation. This is not simply a call centre it requires the integrated management of all contact channels, whether online, telephone, face-to-face or mail/ . This capability currently does not exist in the council, and the organisation s understanding of

5 the power of this will take time to develop. Customer services will be built over time and develop from a growing confidence and maturity, shared by all parts of the organisation. The phased transition supports the delivery of change and benefit realisation in the place-based services before moving on to the more people-focused service areas, thus building on the success of the work undertaken by Highways and focussing initial effort on services already within the Customer Service Director s remit. The Council has a long term contract for the provision of support services with Capita. This council remains committed to this contract, and it is engaged in a reset activity to realign and refresh our respective objectives, thereby seeking to ensure partnership success. Capita currently provides the Contact Centre the telephony channel for customer services. The council has had an outsourced contact centre since 2004 and has no track record of internally managing this type of operation. The performance of the contact centre is good. Its call abandonment rate, for instance, is 1.8 percent compared with a council-wide average abandoned call rate of five percent. The current re-set activity with Capita recognises the Customer Experience programme and its ambitions. The proposed option recommends a small incremental build on the existing relationship and is therefore not a significant change to the status quo. This enables the programme to progress without the delay of extended contract negotiations whilst retaining the flexibility to do so in the future if desirable. 4.3 The proposed service delivery approach is to use Option 3, which is the most appropriate given the strategic conditions noted above. This proposes continuing with the current procurement solution, externalising elements of customer services where the case is clear. 4.4 Our review of the options also noted the differences in costs and timeliness of implementation. On this basis, Option 1 envisages delayed delivery of savings based on the lengthy contract negotiations required to outsource a complex set of services, some of which may be technically or politically unattractive. Option 2 incurs additional costs which make it an unfavourable option. Option 3 offers an opportunity for speedier delivery of expected savings without undertaking complex and time-consuming procurement or in-sourcing. 4.5 The selection of option 3 at this stage does not preclude the examination of different service delivery options in the future. 5. Resource Implications and Value for Money 5.1 The following table presents an estimate of the financial impact of the proposal. It focuses on the service activities which have been identified as being in scope, which reflect activities currently undertaken by full time equivalent staff. 5.2 The savings have been assumed to arise from three separate elements: Management savings from bringing the services together (10%)

6 Savings arising from Channel Shift (17.6%) and Savings arising from Failure Demand (13.9%) 5.3 These assumptions were developed from joint work with Capita specialists to review specific customer journeys in services. This work was based on reviews of journeys representing around 70% of all transactions in the Council by type. 5.4 The timing of the savings shown in the table below are based on a timetable for transferring staff from their existing structures to Customer Services that has been agreed with the relevant services and the assumption that WSCC are in control of the service delivery option. Financial Year 2015/ / /2018 '000s '000s '000s Baseline Cost 10,857 10,857 10,857 In Year Saving ,366-2,500 Core Customer Service Staffing Requirement Net Annual Cost 10,561 9,724 8,590 Net Annual Saving ,133-2,267 One Off Investment Costs Enabling Technology Set up Costs 130 Increased IT Maintenance Costs Design and business analysis support (including work 401 to prepare the proposal) Programme management & implementation Service Improvement ('Quick Wins') 400 Face to Face Pilot 60 Total Cost of Investment 1, Annual Cost/Saving - including investment , The proposal will require investment in the key activities shown in the table in order to enable the savings which have been forecast. This amounts to a total of 1.5 million in the period shown. This will initially require 1.0 million to be allocated from the Service Transformation Reserve to cover the shortfall in funding in , noting that expenditure of 175,000 has previously been incurred in the development of the proposal. 6. Impact of the proposal 6.1 An Equality Impact Report has been undertaken and is in Appendix B. The report identifies no particular negative impacts on residents or specific groups. It notes the programme approach in co-designing solutions with customers as a means by which this may be ensured.

7 7. Risk Management Implications 7.1 The programme has a full risk and issues log which has detailed descriptions of these and our management response. The current key risks are highlighted below. Key risk That services and staff resist the changes proposed because of the perceived threat to their roles, specialism and existing service delivery arrangements, e.g. in safeguarding adults and children That the contractual relationship with Capita does not enable efficient or effective development of customer service solutions. And that our approach to demand management may be inhibited by existing practice and key performance indicators in the contract The quality of existing data on the provision of customer services within the Council is weak. There is a risk that some of these judgements may be incorrect with an impact on the level of benefits which may actually be delivered. Future benefits in the programme are dependent on further investment in the corporate technology platform. There is a risk that any delay in investment in enabling technology may delay progress in delivering customer services and the benefits outlined. Mitigation Engagement with services and staff planned and in progress Complex customer processes (e.g. social care) are proposed for later implementation Communication plan in place and regularly reviewed Director of Customer Services to manage this aspect of contract services Director is engaged in the current contract review process Capita is a partner in programme delivery and key player in implementation team The Director is engaged in the re-set discussions Acknowledged development need as part of implementation Judgements are based on benchmarks from other councils and organisations in order to test validity Detailed analysis of future requirements is underway Initial options appraisal for customer facing systems has been undertaken that will inform the wider review Cathryn James Executive Director Residents Services Amanda Anderson Director of Customer Services Contact: Marius Kynaston, Appendix A Proposal Delivering a new Customer Experience Appendix B Equality Impact Report Background Papers: None

Report by the Executive Director Residents Services and the Director of Customer Services

Report by the Executive Director Residents Services and the Director of Customer Services Agenda Item No. 4 Performance & Finance Select Committee 3 September 2015 Proposal for New Customer Experience Report by the Executive Director Residents Services and the Director of Customer Services

More information

Agenda Item No. 4 Appendix A. Proposal - Delivering a new Customer Experience

Agenda Item No. 4 Appendix A. Proposal - Delivering a new Customer Experience Agenda Item No. 4 Appendix A Proposal - Delivering a new Customer Experience August 2015 1 Contents Executive Summary... 3 1. Background... 6 2. Delivering Service Improvement... 7 2.1 Our Current Customer

More information

1. The transfer of the service vehicle fleet and pool car fleet management to the County Council from 1 July 2013.

1. The transfer of the service vehicle fleet and pool car fleet management to the County Council from 1 July 2013. Cabinet Member for Finance and Resources and Cabinet Member for Highways and Transport Ref No. HT11(12/13) Service Vehicles Procurement Strategy November 2012 Report by Director of Business Change Key

More information

(2) That the contract runs from 1 April 2015 for an initial period of seven years. The value of the contract will be in the order of 10m per annum.

(2) That the contract runs from 1 April 2015 for an initial period of seven years. The value of the contract will be in the order of 10m per annum. Cabinet Member for Corporate Relations Redesign of Facilities Management Services April 2014 Report by Director Service Operations and Principal Manager Facilities Management Ref No: CR02(14/15) Key Decision:

More information

Contents. Introduction Page 3. Section 1 Strategic Aim Page 4. Section 2 Professionally Resourced Page 5

Contents. Introduction Page 3. Section 1 Strategic Aim Page 4. Section 2 Professionally Resourced Page 5 Contents Introduction Page 3 Section 1 Strategic Aim Page 4 Section 2 Professionally Resourced Page 5 Section 3 Economic, Social and Environmental Impact Page 6 Section 4 Community Benefits Page 7 Section

More information

Agenda Item No. 4. Policy and Resources Select Committee. 11 October 2012. Contract Procurement and Contract Management

Agenda Item No. 4. Policy and Resources Select Committee. 11 October 2012. Contract Procurement and Contract Management Agenda Item No. 4 Policy and Resources Select Committee 11 October 2012 Contract Procurement and Contract Management Head of Procurement & Contract Services Executive Summary The Policy and Resources Select

More information

Appendix D Programme Stream 6 CRM Procurement. Programme Stream 6 Remodelling of Customer Services Programme CRM Procurement

Appendix D Programme Stream 6 CRM Procurement. Programme Stream 6 Remodelling of Customer Services Programme CRM Procurement Programme Stream 6 Remodelling of Customer Services Programme CRM Procurement Recommendations That the Executive note CRM procurement will be put out to tender in 2010/11 and note the proposed phasing

More information

WEST MERCIA ADOPTION SERVICE

WEST MERCIA ADOPTION SERVICE Committee and Date Item Children s Services Portfolio Holder Decision 2 12 September 2013 Public WEST MERCIA ADOPTION SERVICE Responsible Officer e-mail: karen.bradshaw@shropshire.gov.uk Tel: (01743) 254201

More information

Wolverhampton City Council

Wolverhampton City Council Agenda Item No: 11a Wolverhampton City Council OPEN INFORMATION ITEM Scrutiny Panel AUDIT COMMITTEE Date 24 SEPTEMBER 2012 Originating Service Group(s) DELIVERY Contact Officer(s)/ PAT MAIN PETER OAKESHOTT

More information

Update on Programme Management Controls & Risks

Update on Programme Management Controls & Risks Committee and Date Audit Committee 26/06/14 Update on Programme Management Controls & Risks Responsible Officer George Candler Director of Commissioning e-mail: George.Candler@shropshire.gov.uk Tel: 01743

More information

Job Title: Customer Experience and Service Development Manager

Job Title: Customer Experience and Service Development Manager Date completed: Job Title: Customer Experience and Service Development Manager Job Reference Number: P02357 Job Band: Band 6 Functional Area: Customer Services Accountable to: Head of Customer Experience

More information

Project Assessment Framework Establish service capability

Project Assessment Framework Establish service capability Project Assessment Framework Establish service capability July 2015 Component of the Project Assessment Framework (PAF) This document forms part of the Project Assessment Framework, as outlined below.

More information

REVIEW OF CORPORATE SERVICES HR BUSINESS CASE

REVIEW OF CORPORATE SERVICES HR BUSINESS CASE REVIEW OF CORPORATE SERVICES HR BUSINESS CASE 1. The Strategic Case for Integration The alignment with Council strategies 1.1 The Lewes Change Management Programme (CMP) outlines the need to redesign the

More information

Corporate Director Environment & Community Services

Corporate Director Environment & Community Services CABINET Meeting date: 23 July 2015 From: Corporate Director Environment & Community Services DIGITAL STRATEGY 1.0 EXECUTIVE SUMMARY 1.1 This paper presents Cabinet with a draft Digital Strategy for approval.

More information

CABINET 18 th May 2006. Report of the Director of Partnerships and Customer Services

CABINET 18 th May 2006. Report of the Director of Partnerships and Customer Services CABINET 18 th May 2006 Report of the Director of Partnerships and Customer Services ITEM 12 CRM Development Purpose of the Report To present the business case for replacement of the Council s Customer

More information

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019

The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 The South Staffordshire and Shropshire Health Care NHS Foundation Trust Digital Strategy 2014 2019 Peter Kendal Associate Director for Information Management and Technology Development 01/12/2014 1 Page

More information

AUDIT & PERFORMANCE REVIEW COMMITTEE ON 26 TH SEPTEMBER 2007

AUDIT & PERFORMANCE REVIEW COMMITTEE ON 26 TH SEPTEMBER 2007 PAGE: 1 REPORT TO: SUBJECT: BY: AUDIT & PERFORMANCE REVIEW COMMITTEE ON 26 TH SEPTEMBER 2007 ASSET MANAGEMENT CHIEF FINANCIAL OFFICER 1. REASON FOR REPORT 1.1 To provide the Audit and Performance Review

More information

Shropshire Highways Draft Asset Management and Communications Strategy and Implications of Department for Transport Incentivised funding

Shropshire Highways Draft Asset Management and Communications Strategy and Implications of Department for Transport Incentivised funding Committee and Date Cabinet 14 th October 2015 Shropshire Highways Draft Asset Management and Communications Strategy and Implications of Department for Transport Incentivised funding Responsible Officer

More information

Gravesham Borough Council. Report to Cabinet. Digital Performance Manager. Single Customer Contact Platform

Gravesham Borough Council. Report to Cabinet. Digital Performance Manager. Single Customer Contact Platform Classification: N/A Key Decision: No Gravesham Borough Council Report to: Report to Cabinet Date: 6 July 2015 Reporting officer: Subject: Digital Performance Manager Single Customer Contact Platform Purpose

More information

The following criteria have been used to assess each of the options to ensure consistency and clarity:

The following criteria have been used to assess each of the options to ensure consistency and clarity: 4 Options appraisal 4.1 Overview We have appraised each of the options identified in section 3: Maintain the status quo Implement organisational change and service improvement Partner / collaborate with

More information

ICT Digital Transformation Programme

ICT Digital Transformation Programme Officer and Date Item Cabinet 11 th May 2016 Public ICT Digital Transformation Programme Responsible Officer: Clive Wright, Chief Executive Email: Clive.wright@shropshire.gov.uk Tel: 01743 252007 1.0 Summary

More information

London Borough of Bromley COMMISSIONING - PROPOSED TOTAL FACILITY MANAGEMENT CONTRACT

London Borough of Bromley COMMISSIONING - PROPOSED TOTAL FACILITY MANAGEMENT CONTRACT Report No. DRR14/089 London Borough of Bromley PART 1 - PUBLIC Decision Maker: Executive Date: 15 th October 2014 Decision Type: Non-Urgent Executive Key Title: COMMISSIONING - PROPOSED TOTAL FACILITY

More information

Performance Detailed Report. May 2008. Review of Performance Management. Norwich City Council. Audit 2007/08

Performance Detailed Report. May 2008. Review of Performance Management. Norwich City Council. Audit 2007/08 Performance Detailed Report May 2008 Review of Performance Management Audit 2007/08 External audit is an essential element in the process of accountability for public money and makes an important contribution

More information

ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011

ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 1 Introduction 1.1 The Heads of Customer & Support Services, Improvement & HR and the workstream leads for

More information

CABINET June 27 th 2013 EXECUTIVE SUMMARY OF AGENDA ITEM 11 Customer and Process Transformation Programme Tranche 1/ Phase 1 Investment

CABINET June 27 th 2013 EXECUTIVE SUMMARY OF AGENDA ITEM 11 Customer and Process Transformation Programme Tranche 1/ Phase 1 Investment CABINET June 27 th 2013 EXECUTIVE SUMMARY OF AGENDA ITEM 11 Customer and Process Transformation Programme Tranche 1/ Phase 1 Investment Report title: Customer and Process Programme Tranche 1/ Phase 1 Investment

More information

Role Context & Purpose

Role Context & Purpose Group Manager Children s Social Care Services Role Profile: Grade: Accountable to: Accountable for: Senior Manager Hay B Service Leader 3-6 direct line reports, plus circa 48 staff that these direct reports

More information

Business Change Mandate (Including Budget Mandates) Proposal Number: B18 Title: Strategic Property Review

Business Change Mandate (Including Budget Mandates) Proposal Number: B18 Title: Strategic Property Review Business Change Mandate (Including Budget Mandates) Proposal Number: B18 Title: Strategic Property Review All information requested must be completed on the proposed mandate to enable the Cabinet to decide

More information

Administration and General Order No. AD/1/TBC

Administration and General Order No. AD/1/TBC COUNTY DURHAM AND DARLINGTON FIRE AND RESCUE SERVICE Administration and General Order No. AD/1/TBC CORPORATE RISK MANGEMENT POLICY 1. INTRODUCTION 1.1 County Durham and Darlington Combined Fire Authority

More information

CHESHIRE EAST COUNCIL

CHESHIRE EAST COUNCIL CHESHIRE EAST COUNCIL Cabinet Date of Meeting: 9 th December 2014 Report of: Director of Economic Growth and Prosperity Subject/Title: Vulnerable and Older Persons Handyperson Service (Ref CE 14/15-34)

More information

Change Management Office Benefits and Structure

Change Management Office Benefits and Structure Change Management Office Benefits and Structure Author Melanie Franklin Director Agile Change Management Limited Contents Introduction 3 The Purpose of a Change Management Office 3 The Authority of a Change

More information

Customer Management Strategy (2014-2017)

Customer Management Strategy (2014-2017) Customer Management Strategy (2014-2017) Version 1.1 Page 1 Foreword As technology improves, the demand for Council services to be available online and accessible 24/7 will increase as our customers choose

More information

The report explores three possible options open to the County Council which are:-

The report explores three possible options open to the County Council which are:- Cabinet Member for Corporate Relations Contract for the Provision of Liquid Fuels September 2015 Report by Executive Director Corporate Resources and Services Ref No. CR03(15/16) Key Decision: Yes Part

More information

Corporate Governance Service Business Plan 2011-2016. Modernising Services

Corporate Governance Service Business Plan 2011-2016. Modernising Services Corporate Governance Service Business Plan 2011-2016 Modernising Services Index 1. Executive Summary 3 2. Vision and Strategy 4 3. Service Overview 3.1 What Services do we and Will we Deliver? 5 3.2 How

More information

Cabinet Member Finance and Resources. Procurement of Electricity and Gas Supplies

Cabinet Member Finance and Resources. Procurement of Electricity and Gas Supplies Cabinet Member Finance and Resources Procurement of Electricity and Gas Supplies Report by Executive Director Customers and Change Ref No. FR07(11/12) Key Decision Yes Part I Electoral Division N/A Executive

More information

Access and Channel Management Strategy 2011-13

Access and Channel Management Strategy 2011-13 Access and Channel Management Strategy 2011-13 Contents Introduction...2 Complementary Strategies...3 Principles...4 Local Context...4 How will we measure our progress?...5 Which access channels are we

More information

Annex 1. South East Business Services Business Case

Annex 1. South East Business Services Business Case South East Business Services Business Case 1 113 Contents 1. Executive Summary... 3 2. Purpose... 3 3. Background information... 3 4. Vision... 5 5. Partnership Creation and Delivery Challenges... 7 6.

More information

REPORT TO CABINET. To contribute towards the Council s ongoing cost reduction programme by reducing the cost of the procurement of goods and services.

REPORT TO CABINET. To contribute towards the Council s ongoing cost reduction programme by reducing the cost of the procurement of goods and services. REPORT TO CABINET Open Would any decisions proposed : Any especially affected Wards None Discretionary Be entirely within Cabinet s powers to decide Need to be recommendations to Council Is it a Key Decision

More information

Report. by the Comptroller and Auditor General. Ministry of Defence. Army 2020

Report. by the Comptroller and Auditor General. Ministry of Defence. Army 2020 Report by the Comptroller and Auditor General Ministry of Defence Army 2020 HC 263 SESSION 2014-15 11 JUNE 2014 4 Key facts Army 2020 Key facts 82,500 trained regular Army personnel planned in December

More information

HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK

HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK July 2013 1 P age Contents Page 1.0 Definition 3 2.0 Context 3 3.0 Purpose and aim of the policy 4 4.0 Policy Statement 4 5.0 Framework for Performance Management

More information

National Contact Management Strategy

National Contact Management Strategy National Contact Management Strategy 2012 NCMS 2012 NOT PROTECTIVELY MARKED 4 National Contact Management Strategy (NCMS) This document has been produced by the Association of Chief Police Officers (ACPO)

More information

CHANGE MANAGEMENT PLAN

CHANGE MANAGEMENT PLAN Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council

More information

a) Financial No b) Community No Councillor Nick Rushton 01530 412059 nicholas.rushton@nwleicestershire.gov.uk

a) Financial No b) Community No Councillor Nick Rushton 01530 412059 nicholas.rushton@nwleicestershire.gov.uk NORTH WEST LEICESTERSHIRE DISTRICT COUNCIL CABINET 31 AUGUST 2010 Title of report Key Decision VALUE FOR MONEY PROGRAMME PROPOSED LEGAL SHARED SERVICE a) Financial No b) Community No Councillor Nick Rushton

More information

CABINET 9 th February 2006. Report of the Director of Partnerships and Customer Services

CABINET 9 th February 2006. Report of the Director of Partnerships and Customer Services CABINET 9 th February 2006 Report of the Director of Partnerships and Customer Services ITEM 11 CRM DEVELOPMENT Purpose of the Report To seek approval to the replacement for the Council s Customer Relationship

More information

Review of Information Technology Expenditure Summary 16 November 2011. Dr John Hogan. Registrar

Review of Information Technology Expenditure Summary 16 November 2011. Dr John Hogan. Registrar Review of Information Technology Expenditure Summary 16 November 2011 Dr John Hogan Registrar Recap on scope The objective of the review was to recommend ways to improve the University s value for money

More information

Confident in our Future, Risk Management Policy Statement and Strategy

Confident in our Future, Risk Management Policy Statement and Strategy Confident in our Future, Risk Management Policy Statement and Strategy Risk Management Policy Statement Introduction Risk management aims to maximise opportunities and minimise exposure to ensure the residents

More information

Customer Service Software System Business Case Lead Officer:

Customer Service Software System Business Case Lead Officer: Agenda item: 17 Committee: CABINET Date of meeting: 21 November 2012 Subject: Customer Service Software System Business Case Lead Officer: Head of ICT Portfolio Holder: Resources - Councillor T Oliver

More information

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY

AGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY Report by the Head of Roads Ayrshire Roads Alliance PURPOSE OF REPORT 1. The purpose of this report

More information

Business Plan for ICT - March 2012 to September 2013

Business Plan for ICT - March 2012 to September 2013 Business Plan for ICT - March 2012 to September 2013 1. Introduction 1.1 The Service s key responsibilities are: The Information and Communication Technology (ICT) service plays a key role in strategically

More information

Technical Journal. Paper 142

Technical Journal. Paper 142 Technical Journal 09 Paper 142 142 Kevin Balaam Programme Manager Highways & Transportation Atkins The Area 6 MAC approach to planning and programme management Introduction Steve Dickinson Schemes Manager

More information

CASE STUDY 6 SECTOR: NHS DELIVERABLE: NEW MULTIFUNCTION SERVICE DESK THE CLIENT:

CASE STUDY 6 SECTOR: NHS DELIVERABLE: NEW MULTIFUNCTION SERVICE DESK THE CLIENT: CASE STUDY 6 SECTOR: NHS DELIVERABLE: NEW MULTIFUNCTION SERVICE DESK THE CLIENT: The Queen Elizabeth Hospital King s Lynn NHS Foundation Trust (QEH) is a 514 bed general hospital providing services to

More information

Mike Hill, Cabinet Member, Community Services Amanda Honey, Corporate Director Customer & Communities

Mike Hill, Cabinet Member, Community Services Amanda Honey, Corporate Director Customer & Communities From: To: Mike Hill, Cabinet Member, Community Services Amanda Honey, Corporate Director Customer & Communities Communities Cabinet Committee Date: 17 December 2013 Decision No: 13/00086 Subject: Procurement

More information

Information, Communications and Technology Strategy. Purpose 2. Strategic Aims 2. Introduction 2. ICT Vision for 2015-2020 3. Key themes and aims: 4

Information, Communications and Technology Strategy. Purpose 2. Strategic Aims 2. Introduction 2. ICT Vision for 2015-2020 3. Key themes and aims: 4 Brigade Order Operations Brigade Order Administration 16 Part Part 1 Section Title Information, Communications and Technology Strategy Contents No. Purpose 2 Strategic Aims 2 Introduction 2 ICT Vision

More information

ICT Indicators. The scope of the ICT function covers all aspects of infrastructure, systems, processes and disciplines required to support:

ICT Indicators. The scope of the ICT function covers all aspects of infrastructure, systems, processes and disciplines required to support: ICT Indicators ICT value for money indicators guidance 1) Introduction This document sets out the indicators for the ICT Function. The guidance below starts by defining the scope of the function and goes

More information

CASE STUDY: Stockport Metropolitan Borough Council SECTOR: Local Government

CASE STUDY: Stockport Metropolitan Borough Council SECTOR: Local Government CASE STUDY: Stockport Metropolitan Borough Council SECTOR: Local Government MSM ITSM Software is a key tool for Stockport Council ICT in the drive for continual service improvement and efficiencies MSM

More information

Page 75 Agenda Item 10

Page 75 Agenda Item 10 Page 75 Agenda Item 10 Report to: Strategy and Resources Committee Date: 14 December 2015 Report title: Report from: Ward/Areas affected: Strategic Business Case for sharing HR services with Royal Borough

More information

Creating a project management office (PMO)

Creating a project management office (PMO) Executive summary The project management was initially developed to define and maintain standards for project management in the organisation. In many organisations, the PMO has developed a strategic role

More information

National Contact Management Strategy

National Contact Management Strategy National Contact Management Strategy 2010 National Contact Management Strategy (NCMS) This document has been produced by the National Policing Improvement Agency (NPIA) on behalf of the Association of

More information

Project Appraisal and Scrutiny Committee Recommendation STRATEGY & RESOURCES 23 MARCH 2015

Project Appraisal and Scrutiny Committee Recommendation STRATEGY & RESOURCES 23 MARCH 2015 Cambridge City Council Project Appraisal and Scrutiny Committee Recommendation Project Name: Telecommunications To: Report by: Scrutiny committee: Wards affected: Recommendation/s Executive Councillor

More information

Customer Service Cluster Manager

Customer Service Cluster Manager London Borough of Camden JOB PROFILE Cluster POSITION TITLE: cluster manager DIRECTORATE: Culture and Environment DIVISION: Culture and customer service JOB FAMILY: SERVICE: service GRADE: PO6 REPORTS

More information

Overview and Scrutiny Forum Resources

Overview and Scrutiny Forum Resources Overview and Scrutiny Forum Resources Part 1 17 th December 2004 Item No 4 Subject Purpose Author Ward Summary Implementation of Oracle iprocurement Suite The purpose of this report is to update members

More information

JOB DESCRIPTION. Contract Management and Business Intelligence

JOB DESCRIPTION. Contract Management and Business Intelligence JOB DESCRIPTION DIRECTORATE: DEPARTMENT: JOB TITLE: Contract Management and Business Intelligence Business Intelligence Business Insight Manager BAND: 7 BASE: REPORTS TO: Various Business Intelligence

More information

Joint ICT Service ICT Strategy 2014-17

Joint ICT Service ICT Strategy 2014-17 Document History Document Location This document is only valid on the day it was printed. The source of the document will be found in (see footer) Revision History Date of this revision: 19 th May 2014

More information

place-based asset management

place-based asset management place-based asset management Managing public sector property to support aligned local public services TOWN HALL CIPFA, the Chartered Institute of Public Finance and Accountancy, is the professional body

More information

Appendix 1: Performance Management Guidance

Appendix 1: Performance Management Guidance Appendix 1: Performance Management Guidance The approach to Performance Management as outlined in the Strategy is to be rolled out principally by Heads of Service as part of mainstream service management.

More information

Oxford City Council ICT Strategy 2015 2018

Oxford City Council ICT Strategy 2015 2018 Oxford City Council ICT Strategy 2015 2018 1 Contents 2 Overview... 2 3 OCC Business Drivers... 2 4 ICT Principles... 3 4.1 Business Requirements... 3 4.2 Information Management... 3 4.3 Applications...

More information

7 th May 2015. NRW B B 31.15 Niall Reynolds Richard Ninnes

7 th May 2015. NRW B B 31.15 Niall Reynolds Richard Ninnes Board Paper 7 th May 2015 Paper Title Paper Reference: Paper Sponsored By: Paper Authored By: NRW Business Case Progress Report NRW B B 31.15 Niall Reynolds Richard Ninnes Purpose of Paper: Recommendation:

More information

Contract Management Status. RAAC 2 December 2013

Contract Management Status. RAAC 2 December 2013 Contract Management Status RAAC 2 December 2013 Background Concern had been raised that for several reasons poor/ insufficient contract monitoring was a theme for some contracts. The committee requested

More information

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason

Job No. (Office Use) Directorate Corporate Services Department Programme Management Office Reports to (Job Title) If No state reason ROLE PROFILE Transformation Programmes Manager Role Profile Job Title Transformation Programme Manager Job No. (Office Use) C6074 Grade (Office Use) Directorate Corporate Services Department Programme

More information

A flexible approach to outsourcing in the financial services sector

A flexible approach to outsourcing in the financial services sector A flexible approach to outsourcing in the financial services sector A White Paper produced by Eversheds in association with Serco Global Services - February 2015 A flexible approach to outsourcing in the

More information

Manchester City Council. Report for Information. Resources and Governance Overview and Scrutiny Committee

Manchester City Council. Report for Information. Resources and Governance Overview and Scrutiny Committee Manchester City Council Report for Information Report To: Resources and Governance Overview and Scrutiny Committee Date: 21 st May 2009 Subject: Report Of: Customer Relationship Management (CRM) System,

More information

Derbyshire County Council Performance and Improvement Framework. January 2012

Derbyshire County Council Performance and Improvement Framework. January 2012 Derbyshire County Council Performance and Improvement Framework January 2012 Contents 1. Introduction 3 2. About the framework 4 3. Planning 7 5. Monitoring Performance 8 6. Challenge and Review 11 7.

More information

Job Description. contribute to the development and successful implementation of ATM s plans.

Job Description. contribute to the development and successful implementation of ATM s plans. Job Description Position: Curriculum and Operations Manager Salary Range: 34,295 to 38599 Reporting to: Director of Operations and Performance Responsible for: Programme Leader, Advance Teaching Practitioner,

More information

NORTH AYRSHIRE COUNCIL CORPORATE ASSET MANAGEMENT STRATEGY 2013-2023 JANUARY 2013

NORTH AYRSHIRE COUNCIL CORPORATE ASSET MANAGEMENT STRATEGY 2013-2023 JANUARY 2013 APPENDIX 1 NORTH AYRSHIRE COUNCIL CORPORATE ASSET MANAGEMENT STRATEGY 2013-2023 JANUARY 2013 Page 1 of 10 1. INTRODUCTION It is widely recognised that asset management is a core component of effective

More information

Benefits realisation. Gate

Benefits realisation. Gate Benefits realisation Gate 5 The State of Queensland (Queensland Treasury and Trade) 2013. First published by the Queensland Government, Department of Infrastructure and Planning, January 2010. The Queensland

More information

Report of Corporate Management Team Don McLure, Corporate Director, Resources Councillor Alan Napier, Cabinet Portfolio for Resources

Report of Corporate Management Team Don McLure, Corporate Director, Resources Councillor Alan Napier, Cabinet Portfolio for Resources Cabinet 13 July 2011 Investors in People Assessment Report and Action Plan Report of Corporate Management Team Don McLure, Corporate Director, Resources Councillor Alan Napier, Cabinet Portfolio for Resources

More information

2015 EDUCATION PAYROLL LIMITED STATEMENT OF INTENT

2015 EDUCATION PAYROLL LIMITED STATEMENT OF INTENT 2015 EDUCATION PAYROLL LIMITED STATEMENT OF INTENT Published in August 2015 Education Payroll Limited 2015 EDUCATION PAYROLL LIMITED STATEMENT OF INTENT CONTENTS Foreword 3 Who We Are 4 What We Do 5 How

More information

28 REVISED (2 nd ) COMMUNITY HUBS AND CONTACT CENTRE

28 REVISED (2 nd ) COMMUNITY HUBS AND CONTACT CENTRE 28 REVISED (2 nd ) COMMUNITY HUBS AND CONTACT CENTRE The Proposal Business Case enables the Cabinet to decide whether to proceed with the proposal. This template provides guidance on how to complete the

More information

Financial Plan 2014/15 to 2018/19: Draft Revenue Budget and Capital Programme for Consultation

Financial Plan 2014/15 to 2018/19: Draft Revenue Budget and Capital Programme for Consultation Agenda item Cabinet 23 October 2013 Financial Plan 2014/15 to 2018/19: Draft Revenue Budget and Capital Programme for Consultation Portfolio: Councillor Towe Resources (Lead Portfolio) Related Portfolios:

More information

Head of Business Improvement and Partnerships Mark Bailey

Head of Business Improvement and Partnerships Mark Bailey PERFORMANCE MANAGEMENT REVIEW Submitted by: Portfolio: Ward(s) affected: Head of Business Improvement and Partnerships Mark Bailey Customer Services and Transformation All Purpose of the Report This report

More information

Technology Review Feedback Vale of Glamorgan Council

Technology Review Feedback Vale of Glamorgan Council Technology Review Feedback Vale of Glamorgan Council Audit year: Annual Improvement Assessment 2011 Issued: October 2011 Document reference: 538A2011 Status of report The person who delivered the work

More information

Institute of Money Advisers Annual Conference & AGM 2015. MAS & UK Debt Advice. Caroline Siarkiewicz Head of Debt Advice

Institute of Money Advisers Annual Conference & AGM 2015. MAS & UK Debt Advice. Caroline Siarkiewicz Head of Debt Advice Institute of Money Advisers Annual Conference & AGM 2015 MAS & UK Debt Advice Caroline Siarkiewicz Head of Debt Advice 1 Questions BIS funded 100,000 debt advice sessions across England and Wales in the

More information

Replacement of ICT Systems (Software) Used Exclusively within the Environmental Services Department (Highways and Transport, Technology and Recycling)

Replacement of ICT Systems (Software) Used Exclusively within the Environmental Services Department (Highways and Transport, Technology and Recycling) Agenda Item No Derbyshire County Council Cabinet Meeting 7 March 2011 Joint Report of the Strategic Director Environmental Services and the Director of Transformation Replacement of ICT Systems (Software)

More information

AGENDA ITEM: 7 SUMMARY

AGENDA ITEM: 7 SUMMARY AGENDA ITEM: 7 SUMMARY Report for: Date of meeting: 7 October 2014 PART: 1 If Part II, reason: Finance & Resources Overview & Scrutiny Committee Title of report: Contact: Shared and Outsourced Services

More information

Customer Service Improvement Strategy

Customer Service Improvement Strategy Customer and Community Scrutiny Committee Report Report of Head of Business Systems Author: Steve Wragge-Morley Tel: 01483 444900 Email: steve.wragge-morley@guildford.gov.uk Lead Councillor responsible:

More information

The Highland Council. Resources Committee - 24 August Procurement Shared Services Proposal with Aberdeen City and Aberdeenshire Councils

The Highland Council. Resources Committee - 24 August Procurement Shared Services Proposal with Aberdeen City and Aberdeenshire Councils The Highland Council Resources Committee - 24 August 2016 Agenda Item Report No 12 RES/ 47/16 Procurement Shared Services Proposal with Aberdeen City and Aberdeenshire Councils Report by the Director of

More information

North Middlesex University Hospital NHS Trust. Annual Audit Letter 2005/06. Report to the Directors of the Board

North Middlesex University Hospital NHS Trust. Annual Audit Letter 2005/06. Report to the Directors of the Board North Middlesex University Hospital NHS Trust Annual Audit Letter 2005/06 Report to the Directors of the Board 1 Introduction The Purpose of this Letter 1.1 The purpose of this Annual Audit Letter (letter)

More information

Risk Management & Business Continuity Manual 2011-2014

Risk Management & Business Continuity Manual 2011-2014 ANNEX C Risk Management & Business Continuity Manual 2011-2014 Produced by the Risk Produced and by the Business Risk and Business Continuity Continuity Team Team February 2011 April 2011 Draft V.10 Page

More information

MPA/MPS PROCUREMENT STRATEGY 2009-12 TO BE THE UK LEADER IN PUBLIC SECTOR PROCUREMENT

MPA/MPS PROCUREMENT STRATEGY 2009-12 TO BE THE UK LEADER IN PUBLIC SECTOR PROCUREMENT MPA/MPS PROCUREMENT STRATEGY 2009-12 TO BE THE UK LEADER IN PUBLIC SECTOR PROCUREMENT CONTENTS Foreword ------------------------------------------------------------------------ 3 Executive Summary ---------------------------------------------------------

More information

LEICESTERSHIRE COUNTY COUNCIL RISK MANAGEMENT POLICY STATEMENT 2011-2012

LEICESTERSHIRE COUNTY COUNCIL RISK MANAGEMENT POLICY STATEMENT 2011-2012 106 LEICESTERSHIRE COUNTY COUNCIL RISK MANAGEMENT POLICY STATEMENT 2011-2012 Leicestershire County Council believes that managing current and future risk, both opportunity and threat, is increasingly vital

More information

Stratford on Avon District Council. The Human Resources Strategy

Stratford on Avon District Council. The Human Resources Strategy Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource

More information

BT Contact Centre Efficiency Quick Start Service

BT Contact Centre Efficiency Quick Start Service BT Contact Centre Efficiency Quick Start Service The BT Contact Centre Efficiency (CCE) Quick Start service enables organisations to understand how efficiently their contact centres are performing. It

More information

Cabinet Member for Adults Services

Cabinet Member for Adults Services Cabinet Member for Adults Services Adult and Community Learning Part-time Tutors Pay Award and Fee Rates 2010-2011 Ref No. AS19(09/10) Key Decision: Yes Part I Report by Executive Director Adults and Children

More information

The Audit of Best Value and Community Planning The City of Edinburgh Council. Best Value audit 2016

The Audit of Best Value and Community Planning The City of Edinburgh Council. Best Value audit 2016 The Audit of Best Value and Community Planning The City of Edinburgh Council Best Value audit 2016 Report from the Controller of Audit February 2016 The Accounts Commission The Accounts Commission is the

More information

INFORMATION TECHNOLOGY & MEDIA SERVICES

INFORMATION TECHNOLOGY & MEDIA SERVICES INFORMATION TECHNOLOGY & MEDIA SERVICES Head of IT Operations Permanent, Full-time Grade SENIOR STAFF: Salary to be determined by the Vice Chancellor De Montfort University is home to more than 27,000

More information

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources

ROLE PROFILE. Performance Consultant (Fixed Term) Assistant Director for Human Resources ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job

More information

Programme Governance and Management Plan Version 2

Programme Governance and Management Plan Version 2 PROCESS FOR CHANGE - Detailed Design Programme Governance and Management Plan Version 2 1 INTRODUCTION In October 2008, the Council approved the selection of seven opportunity themes to take forward from

More information

ITEM NO: 5. Date: 21 September 2015. Reporting Officer:

ITEM NO: 5. Date: 21 September 2015. Reporting Officer: ITEM NO: 5 Report To: OVERVIEW (AUDIT) PANEL Date: 21 September 2015 Reporting Officer: Cllr J M Fitzpatrick - First Deputy (Performance and Finance) Ben Jay - Assistant Executive Director, (Finance) Subject:

More information

Investment decision. Gate

Investment decision. Gate Investment decision Gate 3 The State of Queensland (Queensland Treasury and Trade) 2013. First published by the Queensland Government, Department of Infrastructure and Planning, January 2010. The Queensland

More information

Governance of the Business Transformation Partnership Responsible Officer: Executive Director (Business Development)

Governance of the Business Transformation Partnership Responsible Officer: Executive Director (Business Development) Meeting: Cabinet Date: 6 October 2005 Subject: Governance of the Business Transformation Partnership Responsible Officer: Executive Director (Business Development) Contact Officer: Portfolio Holder: Key

More information

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE

REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE Report to Personnel Committee 26 September 2012 Agenda Item: 6 REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE INVESTORS IN PEOPLE RE-ACCREDITATION Purpose of the Report 1. The purpose

More information