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Programme Definition Document

Version: 1.0 (FINAL)

Date: July 2016

Author: Claire Gould, Programme Manager

Appendix 1

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Revision History

Revision date Author Previous

Version

Description

25.09.15 Claire Gould 0.1 Amendments & additional information received from the CCP Board on 24th Sept

09.11.15 Claire Gould 0.2 Additional information for POTI, portfolio of projects & Programme Plan

30.11.15 Claire Gould 0.3 Additional information relating to resources & risks

07.07.16 Claire Gould/Sarah

Berry

0.4 Development of the business case and benefits, amendments to the risk log and programme plan and update to structure and TOR

28.07.16 Claire Gould 1.0 Additional information on the business case. For final approval to Board via email

Approvals

This document requires the following approvals:

Sponsor Approval Name Signature Date

SRO Simon McVey

Chair Programme Board Lawrence

Conway

Portfolio Holder Housing & Innovation

Jonathan Brook

Portfolio Holder Council Organisation & People

Sue Sanderson

Distribution

This document will be distributed to:

Name Title / Email address

Members of the Customer Connect Programme Board

Various

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Contents

Programme Definition Document .................................................................................... 1

1. Purpose of this Document ........................................................................................... 4

2. Background ................................................................................................................. 4

3. Business Case ............................................................................................................ 5

Working with Eden District Council - Shared IT Service ............................................... 5

The case for the procurement of the Digital Platform ................................................... 5

The case for radical change ........................................................................................ 6

Current ways of working .............................................................................................. 6

Council Vision – future delivery model ....................................................................... 10

Future Model - A redesigned organisational model .................................................... 11

Demand Management ............................................................................................... 12

Behaviour Change – Strategy for delivering our priorities .......................................... 13

Digital Platform to support change ............................................................................. 13

4. Programme Outcomes and Benefits ......................................................................... 14

Readiness for change ................................................................................................ 14

Programme Outcomes and benefits .......................................................................... 14

5. Portfolio of Projects ................................................................................................... 18

a. Digital: ................................................................................................................... 18

b. People: .................................................................................................................. 19

c. Places: ................................................................................................................... 20

6. High Level Programme Plan ..................................................................................... 21

Tranche 1 – August 2015 to July 2016 ...................................................................... 21

Tranche 2 – July 2016 to July 2018 ........................................................................... 21

Tranche 3 – July 2018 to July 2020 ........................................................................... 22

Tranche 4 – July 2020 to December 2020 ................................................................. 22

7. Programme Organisation .......................................................................................... 23

a. Programme Structure ............................................................................................ 23

b. Programme Board Terms of Reference ................................................................. 23

8. Programme Resources ............................................................................................. 25

a. Financial Costs ...................................................................................................... 25

b. Staff Resources ..................................................................................................... 26

9. Programme Risk Register ......................................................................................... 27

10. Stakeholder & Communication Planning ................................................................. 28

a. Stakeholders ...................................................................................................... 28

b. Areas of interest .............................................................................................. 28

c. Communications Plan ......................................................................................... 28

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1. Purpose of this Document

The purpose of this document is to define the Customer Connect Programme for South Lakeland

District Council as an agreed Programme Definition.

This Programme Definition will cover the key aspects of defining, shaping and managing the

programme namely:

What is this programme of activity aiming to achieve?

What will outcomes look like if the programme is successful?

What projects will contribute to the programme’s success?

What structure and governance arrangements are in place to deliver the programme?

How will we involve the organisations, staff and customers who will support making this

happen?

What are the high level programme risks that need to be understood and managed?

What are the resource requirements?

What are the timescales and key milestones?

2. Background

With local authorities facing growing demand from customers who want to engage with them at

a time which suits them on a channel of their choice, the use of online services, particularly via

mobile devices, has increased hugely.

At the same time economic pressures are forcing councils to re-organise the way they deliver

services and carry out transactions. The most cost-effective way of doing that is to maximise the

use of digital channels and mobile working for service teams.

As a result in October 2014 the Cabinet approved a Customer Contact Strategy for 2014 to 2017.

The Strategy defines the guiding principles which will shape the way the council interacts with

customers over the next three years, although the programme has been expanded to cover a

four year period to allow set up and procurement of vital systems to enable transformational

change to happen. Managers who have direct or indirect contact with the public in their role of

delivering services and or handling transactions will see the greatest impact and it will be

particularly important for those involved in planning, decision-making, and supporting customer

access. The key aspects of this programme are the way in which services are designed,

structured and delivered. Staff will be a key component to that success and it should be noted

that IT infrastructure will not deliver the savings, efficiencies and improvements alone.

Central Government are also encouraging us to embrace digital delivery. In the Chancellor’s

Spending Review speech in November 2015, the words ‘digital’ and ‘technology’ were used 58

times and 34 times respectively. Digital technology and the transformation it facilitates make

services cheaper, more efficient and accessible. The Government is investing £450m in its

Government Digital Service to create common platforms across national departments and the

Local Government Association said 'There is significant potential to improve outcomes and drive

further efficiencies by accelerating the application of digital tools and transformation

programmes that are re-designing services …’

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3. Business Case

Working with Eden District Council - Shared IT Service

There has been a formal Shared IT Service with Eden District Council since April 2012. Through

the Shared IT Board it became clear that both councils faced similar issues and opportunities. It

was also evident that shared IT services placed both councils in a position to work

collaboratively on the programme in a way that would reduce the cost of any proposals and

promote their effective implementation. Cost savings and efficiencies have been identified in

carrying out a joint procurement of the digital platform. The winning tender costs show that the

cost of procuring the digital software and associated services is considerably cheaper when

purchased jointly. All future IT systems that need to be replaced over time will have

interconnection with the new digital platform and will be procured jointly.

The case for the procurement of the Digital Platform

A full business case has been developed for the procurement of the digital platform. A summary of the key aspects of the case are below:

Research shows 75% of people in South Lakeland are major users of the internet in their

everyday lives but some will rely on telephone and face-to-face contact for years to come.

SLDC has saved time and money by working jointly with Eden District Council on a procurement

for a new system. The cost of procuring a new digital platform and associated services is much

cheaper when purchased jointly.

The council’s existing Customer Relationship Management System (CRM) cannot be sustained

much longer (it is not likely to be developed further) and other major systems including Planning

and Building Control are also near the end of life.

It makes economic sense to replace these systems with a joined-up digital solution to provide

better services for residents and encourage transformation of the entire organisation.

The aim is to fully automate all transactions through our website including, Housing Benefits,

Council and Business Tax payments and discounts, refuse collection and recycling requests. The

new system will be future-proofed and flexible so it can be easily adapted to any future changes

in technology and processes.

SLDC and Eden have stressed the new system must provide excellent self-service access for

customers and both councils want a long-term partnership with the successful supplier with a

contract of seven years (and a possible five-year extension).

The procurement process included a series of discussion sessions (competitive dialogue)

between suppliers and staff from key services at both councils. These were used to refine a

detailed specification.

A joint Digital Innovation Board has managed the procurement and will continue to manage the

implementation.

If implemented over 12 years the net savings for SLDC will average out at £87,145 per year. A

one-off investment of £761,500 would be required to buy and set up the system which would

pay for itself after 8.74 years. The full report can be found on the Customer Connect SharePoint

page.

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The case for radical change

Implementing a digital platform alone will achieve significant efficiencies and improve customer

service, however to fully realise all the benefits this could bring there is an opportunity to

develop a programme that embraces not only new ways of working but remodelling the council

around the needs of the customer.

Current ways of working

Strategic Context

There are four areas of the business that have been taken into consideration when developing

the business case for change:

1. Council Plan priorities 2. Financial position 3. Workforce 4. Customer data

1. Council Plan priorities

The Councils priority areas remain unchanged since 2011 (as set out in diagram below). To

deliver within these areas the councils operating model has mostly favoured a traditional

welfare model, with in-house service delivery and a culture of established processes and

protective values. There has been a shift over a number of years towards contractual

arrangements and through private sector delivery. Some transformation has taken place but the

outcomes have mostly delivered service improvement.

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The organisation is currently structured to deliver service by service requests either via the

contact centre or through direct calls to the back office. Some service requests are delivered

through the web but most customers have to phone the council as a result of the process only

taking them so far. Services use separate software solutions which are not joined up with the

Customer Relationship Management (CRM) system. Each service retains its own data about

customers resulting in the customer having to deal with a number of services individually.

2. Financial position

The development of the Medium Term Financial Plan has taken place during a challenging period for Local Government balancing an unsettled economic outlook, the national budget deficit and Government-imposed austerity measures which has reduced local authority funding in recent times.

The table below sets out the savings required. Details can be found in the MTFP. The target is met in the first years, with significant steps towards producing a balanced position in future years. Work will continue to monitor the savings achieved and identify further savings needed as the forecast deficit position is verified.

2016/17 Savings Plan 2017/18 2018/19

2019/20

£000 £000 £000 Savings identified Additional savings identified

352 208

352 208

352 208

Total Cumulative Budget Reductions 560 560 560 Updated 2016 MTFP forecast deficits to be identified

203

739

897

Although the Council is in a very positive financial position with robust financial management

practices and an excellent track record in achieving efficiency savings, there are a number of

considerations to consider:

a) Challenging decisions will still need to be made to deliver savings while safeguarding

frontline services to maintain a balanced budget.

b) A number of major strategic reviews are currently underway including the Corporate

Property Strategy and review of core corporate assets, review of housing alternative

models for delivery, the Kendal Town Centre Masterplan and use of Community

Infrastructure Levy and replacement of the Local Plan and the Leisure Facilities strategy.

These may require changes in current spending and funding plans.

c) Significant changes to the local government finance system from 2020 including the 100%

retention of business rates replacing all other Government funding.

d) The outcome of the EU referendum in June 2016 has increased the level of uncertainty

around many of the financial projections. The impact of the vote and any changes to the

financial position will be closely monitored and updates to the financial projections will be

reported during the 2017/18 budget process.

The financial position over the medium term is largely balanced for the next three years. This is

dependent upon the prompt and full delivery of savings approved and anticipated in the

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2016/17 Budget. Work to implement these savings and ensure a balanced budget for 2017/18

and 2018/19, and to ensure an improved position for 2019/20 onwards will continue.

Full details can be found in the MTFP

3. Workforce

The management of the organisation is based on a vertical structure with decision making taking account at several levels. Departments are specialised with limited interaction.

Age Profile – based on 408 staff in analysis (1 April 2016 figure)

Under 40 95 (23%) 40- 49 111 (27%) 50% under 50 years of age

50 – 55 98 (24%) 56 and

above

104 (26%) 50% over 50 years of age

Talent Retention

There are a number of opportunities currently to retain staff. However these are a standard

offer across local authorities and don’t compare favourably with private business:

Learning and Development programme

Focus Groups / Engagement

Staff Survey / PA identify key areas

HR interventions

Flexible working / Flexitime

Secondments / Career breaks

Talent Development

There are opportunities for staff to develop but not all staff know or access these:

Performance Appraisals

Managers recommendations – talent spotting

Aspiring Managers programme

Management Development programme

Leadership Development programme (Ops Mgr & above) – ILM level 3 award

Coaching / mentoring activities (general and specific)

Networking Groups (NWEO etc.)

Professional Fees for identified roles

Current Career Progression Roles within Establishment

There are few roles within the Council which have “true” career progression within the

establishment structure. Some roles may be seen as possible “stepping stones” towards career

progression but are typically 2 or more grades adrift and therefore, in job evaluation terms,

knowledge / experience, to be able to move directly into such promotion roles without

significant personal and career development.

Sickness Absence

The current levels of sickness absence for 2015/16 equates to 8.5 days FTE against a target of

6.5 FTE. The increase is due to a small number of staff with serious illness on long term leave.

178 out of 409 staff have had zero absence which is a positive increase.

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4. Customer data

There are a number of ways we collect data about and from our customers. We have data on

the number of service requests into our contact centre and through our web site. During

2015/16 the number of call received into the contact centre was 131,392. Face to face in the

receptions was 20,538 and email received was 17,783. The overall number of complaints

received during the same period across all services was 124.

We annually carry out a quality of life survey which asks a number of questions about council

services. In summary:

35% agree that South Lakeland District Council provides value for money, this is down from 2015 (40%) but still a 6% increase on 2012 (29%). 46% are satisfied with the way South Lakeland District Council runs things, this is down from 2015 (51%) but still a 9% increase on 2012 (37%). Other areas that have declined compared to the 2015 response are: How to contact your local councillors (56% in 2015, 49% in 2016) Standard of service to expect from local public services (49% in 2015, 42% in 2016) How to complain about local public services (39% in 2015, 32% in 2016) How well local public services are performing (39% in 2015, 33% in 2016). Customer journey

About 30% of our residents use our website which is currently not delivering for our twenty-first

century customer. The number of unique visit to the website over the 2015/16 period totalled

278,703 with 2,941,510 page views.

We have a rudimentary self-service function. A customer can fill in a form rather than visit or

phone us to request some services. However, the process is too rudimentary to be of any real

use or value, for example:

A customer can fill in a “request new equipment” form online which is automatically forwarded

to the depot. The customer receives a thank you email, not a popup, resulting in multiple

resubmissions of the form. This takes officer time double checking that multiple requests are in

fact the same. The customer does not receive automatic updates on the progress of a request

nor can they see their original request. This can result in a customer submitting the same

request during another session, and this would not get picked up as the same request by the

depot. Resulting in wasted officer time delivering multiple unneeded equipment to the same

property. Alternatively the customer calls our contact centre for a progress update and officer

time is then spent checking if the request has been put through and finding out when it will be

fulfilled. Payments are not integrated in forms, customers cannot upload attachments with their

forms and there is no verification/signature functionality.

Besides customer access to services we will be looking at our structure, content and search

facilities so that customers get the information they are looking for quickly. Although these will

be addressed as part of customer connect they are not dependant on it.

Cost of service The total service net expenditure is £109.87 (£327.68 gross) per head, based on 2014/15 figures. This can be broken down into individual service costs. Once the service mapping work has been completed for the first service area going through the implementation of the digital

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platform efficiencies in process will be identified. This will then be calculated into service expenditure savings and an overall reduction in cost can be calculated. This will appear in the next version of this document in early 2017.

Council Vision – future delivery model

In the 2015 Council Plan it stated that through our Customer Contact Strategy we would

embrace new technology to improve access to services for our customers. The visions being:

To improve the lives of our residents by delivering the services and support they require in a way

which suits them and provides the best value for money for taxpayers.

The strategy set out a set of guiding principles on which it would be delivered:

1. Fully understanding what our customers require 2. Maximise the use of digital channels 3. Empower customers to self-serve 4. Support access and independence 5. Deliver services in a streamlined way 6. The customer channel of choice is accessible To deliver the strategy the scope of the programme needed to be based on the delivery of organisational transformation more than service improvement and therefore necessary to understand the difference between the two (as shown over the page).

Taking transformation as the agreed approach and ambition, the organisation will develop a programme of work across three key areas: Digital Technology, People and Places

Service Improvement (Design Principles)

Retain vertical service units

Improve efficiency in theses verticals (Silos)

Line of business applications integrates more effectively with portal and customer mgt.

Benefits:

Remove Waste

Reduce paper

Increase automation

Digitise end to end

Remove unnecessary approval processes

Improve access

Organisational Transformation

Remodel around customer outcomes, maximise self-service, leave specialists to focus on complex/ vulnerable

Data mgt. drives delivery

Relationships built & data shared across specialist areas that support customer requests to get things right first time (thus reducing avoidable contact)

Benefits:

Use workforce differently

Remove unnecessary silos

Drive self-service and reduce other channels for simple cases

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Future Model - A redesigned organisational model

Shown below is the broad view of how the organisation will deliver services in the future. This will be developed in much more detail as the first tranche of services go through the implementation phase and we have a better understanding of the impact on services.

Services wrapped around the customer (Customer centric) The Future Model is a customer and citizen centric service delivery operating model that has been developed by local government for local government (source: Ignite) to provide a new way of managing service demand, providing sustainable long term solutions that benefit customers, staff and the community at large. The Future Model concept will be used to redesign and improve: The relationship with customers and the wider community

Staff roles and structures

Technology and processes

Culture and ways of working

Costs

Outcomes Using the Future Model re-focuses the organisation around the customer through:

A redesigned organisational model that completely reconfigures the way the organisation works, eliminating traditional silos, unlocking capacity and genuinely putting the customer first. Re-designed business processes and customer journeys that are as efficient as possible, delivering the best possible customer experience, with more opportunities to self-serve in key areas - such as enquiries, reporting, making applications, and booking and paying for services.

A new technology platform that provides end to end integration between a Customer Portal (My Account); Customer Contact Manager; Enterprise Geographical Information System; Electronic Document Management; Workflow; Mobile solutions; and back office applications – all enabling smoother, shorter processes, self - serve and more efficient ways of working.

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Customers are not handled by multiple services around the council and insight and intelligence is shared to provide ‘a single view of the customer’. A new approach and culture that develops through the introduction of more flexible ways of working, resulting in liberated staff with greater autonomy to support customers and the opportunity to develop their skills.

Demand Management

Demand management is about ensuring the right services reach the right residents when and

where needed for the best cost. By changing the nature of the council's role and relationship

with customers, we will seek alternative mechanisms to meet customer needs and thereby

better manage demand. Changing the organisational culture and behaviours of frontline staff,

managers and customers will be critical. The intelligence gathered will reduce avoidable

demand for service as the new digital platform will enable customers to carry out their requests

themselves. E.g. Residents able to report fly-tipping via their smartphone rather than having to

call or email the council.

Where the council will most benefit is around preventing demand. Having locality teams

gathering knowledge and intelligence about customer behaviours, wants and needs will provide

a better understanding of the root causes thus enabling the council to put in steps to prevent

demand. The diagram below outlines how we could work collaboratively with communities to

manage and reduce demand.

Source: Collaborative/The Leadership Centre

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Behaviour Change – Strategy for delivering our priorities

Our priorities will remain the same over the next period of the council Plan, however the

emphasis will change. The council will position itself strategically to lead and influence its vision

for delivering economic growth and housing provision for the district. Its priority for Health and

Wellbeing and the Environment (our place) will focus its attention around communities and

enabling them to help themselves. This will require a cultural and behavioural shift in the

organisation, moving from direct service delivery to enablers and facilitators to support place

shaping.

This behaviour change will require staff to change their relationship with the customer. (A

number of projects will be developed within the People element of the programme (see page

21). This is one of the most important areas of the programme, therefore the organisation will

want to value its staff through promoting a healthy workplace. Evidence shoes that participation

in physical activity programmes at work have reduced absenteeism by up to 20%. The Health

and Wellbeing Strategy will be updated to reflect the changes in the organisation.

Digital Platform to support change

The new digital platform supplier Meritec (who own the intellectual property of ESB Agile) will support the new ways of working.

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4. Programme Outcomes and Benefits

Readiness for change

Senior management team (SMT) and key staff responsible for the delivery of the programme

were asked to give a view on the organisations appetite for change and what were the key

factors to achieve delivery. Overall it was agreed that we are a well-run council who now have

an opportunity for major transformational change which can deliver significant benefits.

Everyone agreed that some areas of the business will be more radical than others, but all agreed

that the people element of the programme which will be complex is important to secure and

the scale of change understood. Having that right values and culture in the organisation is

critical. The customer focus element of the programme is also critical and the programme will

need to ensure that communication both internally with staff and Members along with external

dialog with customers is delivered in a timely way. This will be set out in the Communications

Plan for the programme.

Nearly all the group agreed that Leadership is important to achieve the change and therefore

the Customer Connect Programme Board will need to ensure messages are clear and prompt.

Ensuring staff have the capacity to deliver the programme was also flagged as essential and the

programme plan will map out all the necessary roles needed across all the projects so any gaps

can be identified and addressed. The programme will also be backed up with financial support

to build capacity in teams were necessary. Another key importance to achieve change is staff

with the right behaviours. Those people who can adapt and contribute to change on behalf of

the customer and organisation will have opportunities to continually improve services.

The group felt that there is work to be done to get the organisation ready for change. Although

the SMT were committed there was a need for everyone to fully understand the wider

implications of the programme. The Customer Connect Programme Board agreed a narrative for

the overall programme. These will be measured as the key outputs for the programme:

Save a minimum of £850,000 (year on year)

Have fewer roles in the organisation

A new structure with clearly defined roles (a need to reinvent roles)

New Express Solution Builder (ESB) Agile digital platform with opportunities for Members, staff and customers to improve service delivery

New opportunities for those who want it, an exciting place to work with a strong brand

Upskilled staff and Members, demonstrating the right behaviours (as set out in the Personal Qualities Framework)

Programme Outcomes and benefits

The outputs will deliver outcomes and subsequently benefits. To define what success will look

like the outcomes will need to be measured. The 7 key programme outcomes are:

Improved customer satisfaction

Financial savings

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Established single view of the customer to enable customers to self-serve

Where possible manual processes automated

Utilise mobile working to provide more flexible and agile working for staff

Proactive Council with a strong brand

Staff and Members upskilled

Other subsequent outcomes that will be measured are:

Increased value for money services for the customer

All transactional services available on the website

Improved customer engagement, with feedback (positive or negative) that is

used to improve the customer experience

Reduced errors by getting things right first time

Rationalise council assets to reduced overheads and costs

Share data across services once and reuse on behalf of the customer (tell us

once)

These outcomes will be measure by a number of indicators that will demonstrate cost savings,

efficiencies in process and benefits to the organisation and customer.

They will lead to a series of benefits or capabilities in terms of new ways of working (for the

organisations) and improved services for the customer. These benefits will be profiled and

understood and importantly owned by the Board. A benefits map and realisation plan will be

developed.

More detail will be required if the programme is to deliver real results on the ground and so

these outcomes, and intended benefits, will need to be developed into a ‘blueprint’ for the

organisation. This ‘blueprint’ will define how services to the customer will be organised and

supported and indeed how they will feel for the customer themselves as users. The future of

the organisation will need to be described in detail in the blueprint, however the POTI model on

the next page (P = Process, O = Organisation, T = Technology and I = Information and data) sets

out a high level scope of what will be included and integrated into the blueprint.

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Process (Business model of operation)

We will implement end to end processing across the organisation with as much automation as possible

We will enable appropriate staff to have a single view of the customer detailing interactions from all service areas

We will remove unnecessary manual intervention in our office processes by focusing on allowing customer self service

Where a process is linked to a property or piece of land, the underpinning address or location data will be sourced from and linked to the Corporate Local Land and Property Gazetteer

Services will be delivered through the channel of choice via a single process starting point.

Monitoring of Channel usage will help us manage and encourage customers to migrate to the more digital self-serve channel

Each service will be (As is/To be) mapped and all processes will be redesigned to become more efficient and effective for both customer and council

We will reduce our net cost to the customer across services implementing the digital platform

We will make a minimum of £850,000 savings on completion of the programme

Our use of paper will reduced by over 50% Organisational Structure

The council structure will complement the delivery of more efficient services

We will have improved service, our satisfaction levels will increase from 46%

We will ensure that access to our services is equal across a very large geographical area

The council structure will accommodate automated processing of service requests thus reducing the levels of line management required.

By working with other neighbouring organisations across the North West we will ensure our talent pool is widened and is flexible for staff working across different service areas.

We will work within our communities to deliver services and enable communities to help themselves

Customers:

We will enable customers to have better access to our services at times which are more convenient, so putting them more in control (incl. self-serve)

We will support the rural economy with the same access to services across the rural areas

Organisational Structure

Our customers will be satisfied with the timely and joined up services they receive

Our single view of the customer will put them at the heart of everything we do

Our website content will reduce enabling customers to have easier access to transactional activity

Staff:

We will provide customers with target dates for service requests being resolved

With our back office processes more efficient and automated, officers will be able to support the more vulnerable/complex cases/issues

Our staff will have the skills to work digitally e.g. developing and implementing e forms on the web

We will retain specialist knowledge in the office dealing with demanding and complex cases

Our workforce will be able to work more efficiently particularly enhancing the ability in the use of mobile and remote working

Our learning & development plan will require all staff to have digital and customer skills

Our skills audit will highlight resources in teams that can support the programme and identify gaps in future need

Our Workplace Plan will set out our future requirements

The Health and Wellbeing of staff will improve from a baseline of 8.54 in 2016 (based on sickness/stress related work issues)

Staff will make use of the teleconferencing upgrades which will enable them to dial in remotely to meetings both internal and external customers, reducing travel and time

We will all become customer advocates

We will all understand our roles and responsibilities to our customers

We will support the delivery of the Active Travel plan to ensure we conduct our business in the most efficient and green way

Members:

Members will be able to track their own requests and see mapped activity in their wards

Each Member will have access to a laptop to access their council business

Member training will be targeted to delivered against need thus reducing the need to attend unnecessary courses

Members will be able to access training online thus removing the need to travel to venues

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Our locality based teams mean customers have a local contact to discuss their issues and support local development projects

Members will be able to dial into meetings/conferences with each other remotely though the upgrade of teleconferencing facilities

Technology and Assets

We will work with partners to share work space with options to bring services together in the future

We will reduce our energy use

Kendal will be the hub

The council will work with partners to deliver end to end solutions to share & target customer needs (external)

Our technology will support digitisation of services and end to end process (internal)

Our technology will enable us to share information across services

More services will be available via the website in the first instance increasing from 30% to 90% of services.

Where possible the number of systems in operation will reduce

Customers will be able to pay bills and request services via their phone or tablet

Customers will have the ability to track their requests/ queries via their own customer account

Data stored in systems across the council will be linked appropriately to the Local Land and Property Data Base and a customer. This will allow for the data to be linked together across council services.

We will be a more efficient council by having digitally enabled services available online which makes it easier for customers to do business with us

We will have systems which are flexible and agile and able to meet future needs when services are structured and delivered in different ways

We will have opportunities to share and collaborate with others (joint processes with Eden)

Information

When appropriate we will use web images rather than words to tell a story

We understand the needs of our customers through data intelligence. Providing insight through dashboards and reports that will help inform the strategic decisions of the council and help continually improve service delivery

We will understand the customer journey and improve our processes to enable easy access to services (customer experience)

Our information security policy will be enabled across the council

We will use our Retention Policy & Data Classification to store valuable data effectively

Our information governance arrangements will be understood by all staff and embedded

We will implement a skills audit to understand the training and development needs of the organisation

We will carry out random data quality checks across the organisation to ensure our data is robust

We will ensure the data we keep is owned by the organisation and not individual services, therefore correctly maintaining its use and storage in line with appropriate standards

We will use customer intelligence to improve and inform service delivery improvements (customer feedback)

Our information sharing protocol will allow us to share customer data with our partners and internally across services reducing the number of interactions with the customer

An information asset register will be created and will be the master document describing what data we hold and what we can do with it. It will enable us to join up services and reduce duplication

A citizen database will be created and used as a master record for all customer information

Where we can we will make all information transparent as part of our data.gov site

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5. Portfolio of Projects

The portfolio of projects will need to be developed, discussed and agreed by each of the

Project Boards and reported to the Programme Board. However some of the work has

commenced as part of the procurement of the Digital Innovation CRM solution. The Projects

are outlined below. Sitting across both the Digital Innovation and People projects will be the

implementation of the Information Governance Project.

Information Governance – Managing our data and how it’s shared across the

organisation to improve customer service.

Understanding and managing the council’s data across the organisation is key to the success of

the programme. Council data is one of its biggest assets that belongs to the organisation and

understanding how the information flow can aid, or hamper, the customer need is important to

improve access to services for both internal and external customers.

The project will map all the data held by the council and show the links between services when

reusing the data. This will then link to the Digital project around mapping the customer journey

and how improvements to access to services can be made. It will consider how these needs are

met by services and how information is shared to provide services proactively and reduce

avoidable contact with the customer. The intention is to map services in tranche 2 (see high

level programme plan) of the programme and therefore we can learn lessons and keep the

scope manageable so that we can deliver some real benefits and improvements quickly in

2016/17. This project will then inform the wider roll-out of the programme over the four years

from 2017 – 2020.

a. Digital:

The Digital Platform project is a joint collaboration with Eden District Council and will be

delivered in a phased approach across the life of the programme.

The first step was to procure the digital platform for both councils along with contracts signed

and plans for implementation agreed. As part of this process it was identified that a GIS system

would need to be sourced separately and implemented across both councils. Work on this is

progressing on this at the moment.

Work will now (From 1st July 16) commence on mapping the current activity of those front line

services going through the implementation in the first two years. This will be supported by a

customer portal so the customer can access ‘MyAccount’ an online personal account that shows

what business that customer is doing with the council. This will be supported by a website that

is available for customers to self-serve.

The major dependency for this project is a clear understanding of the business requirements in

order to avoid technology ‘leading’ this programme. Links to the Information Governance

workstream will support joined up service provision and bring about business transformation.

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b. People:

The People project will work in parallel to the digital rollout. There will be two key areas

affected by this programme; staff and Members. It will be important to understand the skills

and competencies needed by both for the future.

Staff - The programme will use the Council’s Personal Qualities Framework to measure the

values, behaviours and expected performance standards of staff. There are six key components

of the framework and each one is made up of three levels depending on responsibility and

grade.

Thinking ahead Lifting your head above the detail and looking at the bigger picture; thinking before acting; taking a wider view; considering all internal and external influences on a decision

Working collaboratively Participating, working together; breaking down barriers and silo working; finding and building on common ground

Focusing on Citizens needs

Taking responsibility for finding out what our citizens need and expect from their council

Managing performance Making time to discuss what we have done, what we will do, how we have done it and how we will do it; tackling unacceptable standards, outcomes or behaviours

Motivating and leading Communicating clearly and with passion and commitment, encouraging others, setting out the benefits to all parties, setting the right example

Living the values Representing the Council; being an ambassador; acting in the Council’s interest; being a role model

The full PQF can be viewed via this link.

The structure of the organisation will change, people will work differently as a number of back

office processes will be removed in favour of automated processes. This means staff will have

time to deal with more complex customer needs.

The Information Governance work stream is also important to this project. Data about

customers will be shared once across services thus reducing duplication of work. This project

will audit what the organisation currently looks like and what’s needed in the future. As services

implement the digital platform there will be more of an idea about how this will affect the way

the organisation will look. It is likely there will be fewer roles and therefore options for staff who

want to embrace the change or not. With the age profile of the council having a total of 56% of

the work force over 50 (over 65 - 7% and 56 – 64 – 22%) it is likely that the programme will have

fewer roles by natural wastage.

The Employer Package – It will be important to develop a strong employer brand and

competitive package to attract new and keep employees with the right skills and behaviours.

This will be an opportunity to investigate opportunities to improve and modernise the Council

branding.

Promoting a Healthy Workplace – The wellbeing of staff and members will be an intrinsic part of

the culture and behaviours work. Ensuring we look after our most important resource through

the Better Health at Work award will help us promote and encourage staff and Members to

participate in activities. The benefits can lead to decreased absenteeism, increased productivity

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and improved performance as well as enhancing the organisations reputation and standing with

staff and the wider community. This work will form part of and strengthen in internal aspects of

the Health and Wellbeing Strategy update.

The Active Travel Plan – ensuring as an organisation we are keen to promote green. We want to

project a green approach to conducting our business across the district, including options for

reducing travel by car, encouraging cycling and the use of video conferencing.

Members – Developing and implementing a staged approach to the rollout of their individual

technology requirements so that they can do business more effectively with the council. This

includes training and development of software solutions e.g. SharePoint to access information

directly. Consideration will also be given to the outcomes of the Boundary Commission review

that will need to be implemented in 2018 and the development of a more digitally enabled

election service.

Our place shaping – working locally with communities, based on intelligence gathered from

service requests. Looking at how our demand management shifts from providing responsive

services to local issues to enabling action in partnership with local communities including town

and parish councils.

A People Strategy outlining the key activity will be developed and a Project Initiation Document

(PID) will be produced with details across each work package.

c. Places:

The Places Project will also be rolled out in parallel to the other two projects. There will be a

significant improvement on our mobile working solutions for staff and how they operate within

the council.

There is also a need to review our assets. Identifying the best solutions to deliver services locally

and looking at our requirements based on our future state.

We will also look at how we do business across the district, supporting the Council’s localism

agenda and neighbourhood planning work with other key stakeholders including the National

Parks and Cumbria County Council.

A Project Initiation Document (PID) will be produced with detail of each work package to be

developed.

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6. High Level Programme Plan

The programme will be delivered in tranches across a four year period which commenced in

August 2015 through to December 2020. Each tranche will be reviewed, progress reported,

outcomes measured and any ongoing activity built into the next tranche. The following is a high

level plan of activity.

2015-16 2016-18 2018-20 2020

Tranche 1

Tranche 2

Tranche 3

Tranche 4

Tranche 1 – August 2015 to July 2016

Programme Management: Initial set up of the Customer Connect Programme Allocate key personnel to roles within the programme & set up Programme Board Identify budget resources to support year one and two Develop Business Case and Programme Definition documentation for approval by the Programme Board Develop programme scope and plan Digital: Set up joint programme Board with Eden DC Procurement of Digital platform Including, competitive dialog process and written, signed contracts

Tranche 2 – July 2016 to July 2018

Digital: Process Mapping the As Is & To Be of the following Services:

Land Charges

Building Control

Planning

Revenue & Benefits

Public Protection

Streetscene Purchase and implement a common GIS platform for both Eden and SLDC and integrate with the digital platform. Integration with other systems (incl. The Land & Property Gazetteer & Finance) Infrastructure and Operations Development of Portals and My Account CRM & E forms CMS & website

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Implementation of Information Governance Framework across the organisation Implementation of Information Governance Policies: Information Security, Information Sharing, Information Compliance, Data Quality and Records Management Implementation of SharePoint & Information@work Implementation of Open Data (maintaining and updating the requirements under data transparency) Places: Asset review of SLDC buildings Identify opportunities for discussions with public sector partners on shared working arrangements People: Develop and Implement a People Strategy Develop a new programme of learning for staff to enhance the organisations customer service skills Update the workforce plan to reflect the needs of the organisation Update the Personal Qualities Framework to clearly set out the council values and expected behaviours of staff Implement an IT solution for Members, including training and development Engagement and consultation with staff, customer and Members

Tranche 3 – July 2018 to July 2020

Programme Management: Review of Tranche 2 Report on outcomes and benefits to the programme Digital Innovation: Process Mapping the As Is & To Be of the following Services:

Electoral Registration

Others – back office TBC Places: Office accommodation roll out Mobile working developed Data shared across council to support single view of the customer People: Review and update workforce Plan Further development of skills Engagement and consultation with staff, customer and Members

Tranche 4 – July 2020 to December 2020

Programme Management: Review tranche 3 Close down the programme Post Programme Review including Lessons learnt and continuous improvement Report on outcomes, benefits realised and efficiencies achieved The full programme plan can be found on the Customer Connect SharePoint page and in the

Programme Office.

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7. Programme Organisation

a. Programme Structure

A more detailed structure that sets out the projects and work packages that sit within the

programme can be found on the Customer Connect SharePoint page on and in the Programme

Office.

b. Programme Board Terms of Reference

Purpose

The purpose is to deliver a coordinated approach to drive forward innovation, digital technology and change across the organisation, specifically aimed at delivering high performing efficient services and improving customer interaction. The guiding principles set out in the Customer Contact Strategy 2014-17 will set the programme for simplifying the way services operate and improve the customer experience.

Terms of Reference

The following terms of reference must be met by the Board: 1. The Board will work to an approved Programme Definition Document including the

programme plan and communications plan.

2. The Board will provide a discussion forum for issues, oversee the programme communicate and share information and seek ways to resolve problems internally.

3. The Board will monitor progress of the constituent projects included in the project plan and apply learning from these across the Council.

4. The Board will operate within its remit to make decisions in accordance with the delegated scheme set out in the Constitution.

5. Any matters requiring decisions by SMT and/ or Cabinet will be referred as necessary.

6. The Partnerships and Organisational Development Team will coordinate the work of the Board and support when necessary in areas of research, intelligence, consultation, project management and service mapping.

7. The Communications Team will provide internal and external communication messages and updates as required.

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8. When practically possible opportunities to work in partnership to deliver results will be encouraged.

Programme Reporting

Regular update reports will be sent to SMT, O&S and Cabinet as part of the quarterly performance monitoring and reporting cycle. Regular communication updates will be provided to all elected Members, staff and customers in various formats including, Chief Executive Briefings, Inside Story articles, Intranet and Web site updates and via customer focus groups. The timing of these will be dependent on feedback required, outcomes and successes but could be on a quarterly basis following formal reporting. Membership

The core membership includes Members and officers from the list below. Officers from other services may be invited on an adhoc bases to report on progress and provide information as required. The group will be chaired by the Chief Executive and deputised by the Director for Policy and Resources. The Board will meet monthly commencing in September 2015. Programme Sponsors – Chief Executive and Directors Senior Responsible Owner SRO, Assistant Director Performance and Innovation Members – Housing & Innovation PH and Council Organisation & People PH Programme Manager – Partnerships & Organisational Development Manager Communications & Customer Rep – Communications Manager IT – Shared IT Manager HR – HR Manager Assets – Assistant Director Strategic Development Finance – Assistant Director Resources Programme Coordinator Supplier Staff Representative

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8. Programme Resources

a. Financial Costs

The current revenue and capital budget over the next three years is set out below:

Budget Activity 2015/16 £000

2016/17 £000

2017/18 £000

TOTAL

Capital Capital in relation to procurement of hardware, tablet devices, etc.

100 100 200

Total Cap 100 100 200

Revenue Digital platform for

implementation and data migration

40 100 60 200

Creation of 3 digital editor posts to work with service teams (and IT) to help deliver online services to customers.

86 43 129

Implementation of the programme, incl. external support but mainly to have sufficient staff resource to deliver the changes required while providing ongoing service. E.g. changes to planning and building control systems.

175 175 350

Support required for the accommodation review.

100 100

Total Rev 40 461 278 779

Non Recurring

Efficiencies Assumed savings in 2015 -70 -84 -84 Recurring

Each project will be mapped against the outcomes and benefits identified and efficiencies

calculated. The efficiency figures will be updated as the programme develops.

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b. Staff Resources

The Customer Connect Programme is a temporary environment to which people will be

assigned based on their professional skills and knowledge, decision making authority and

willingness to champion change.

There are a number of levels that staff will get involved in the programme. Each level will

require a different amount of input regarding time and effort.

1. Sponsoring Group Those directly responsible for the top level endorsement, investment decisions and objectives of the Programme. These people will be required to receive quarterly updates from the Programme Board. 2. Programme Board Those directly involved in the setup, management and delivery of the programme. Some of these staff will be required to work 60% of their time on the programme. For those in specialist roles this time may increase to 80%. 3. Project Officers Those staff directly involved in the development, implementation and delivery of the portfolio of projects within the programme. Some of these staff will be required to work full time on these projects. 4. Change Champions Those staff who are engaged with the outcomes of the programme and individual projects and whose opinion is sought regarding any organisational changes that need to be implemented and will act as champions of change in their relevant work areas. These people will be required to give approximately 20% of their time. 5. Stakeholders All those staff that will be affected by the changes and are required to work differently as a result, but are not part of the programme or project teams. These people will be required to phase their time to learn the new ways of working and implement the changes they are required to undertake to do their job differently. Once this initial implementation phase is complete it will become business as usual. There will also be a requirement to seek advice from professionals on an adhoc basis. For example there will be a need to involve procurement, risk, equality and engagement specialists in the programme. There will from time to time be a need to seek external advice from consultants regarding technical parts of the programme where the resource is not available internally or where there are capacity issues. All staff will be recharged to the programme as part of the internal recharging process. All staff development and learning costs will form part of the organisational learning and development budget.

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9. Programme Risk Register

No. Risk Name Owner

1 Lack of ownership for the programme. Lawrence Conway

2 Lack of confidence in programme from across the organisation.

Simon McVey

3 Lack of confidence in the programme from outside the organisation.

Simon McVey

4 Ambiguous view of scope and ambition for the programme and its results.

Claire Gould

5 Lack of strategy for the programme. Simon McVey/Claire Gould

6 Neglecting to consider future proofing of products that may change during the life cycle of the programme.

Simon McVey/Ben Wright

7 Lack of resources: Staffing (HR). Shelagh McGregor/Claire Gould

8 Lack of resources: Budget (Finance) & Benefits not realised.

Shelagh McGregor

9 Skill shortage and inappropriate workforce planning. Claire Gould

10 Internal and External complaints. Simon Reynolds

11 Lack of buy-in from customers because we have not taken into account their needs.

Simon Reynolds

12 Data Fraud. Shelagh McGregor

13 Insurance Cover: new ways of working across the organisation are not covered.

Shelagh McGregor

14 Supplier not able to deliver the requirements of the programme.

Simon McVey/Ben Wright

15 Assets - the ability to reuse South Lakeland House and generate income.

Ian Hassall

16 Buy in from all political opposition groups. Sue Sanderson

17 Collaboration: working with Eden District Council causes delays in implementation of the programme.

Simon McVey/Ben Wright

18 Gazetteer solution is not in place when digital supplier begins work.

Simon McVey

19 Elections Sue Sanderson

20 Council Reputation Sue Sanderson

21 Member Development Sue Sanderson

22 Customer Service Simon Reynolds

23 Business Case Sue Sanderson/Simon McVey

24 Assets – Timing Ian Hassall

25 Assets – Council Review of Assets Ian Hassall

The full risk log can be found on the Customer Connect SharePoint page.

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10. Stakeholder & Communication Planning

a. Stakeholders

The major stakeholders have been identified as:

Internal Staff

Customers

Members

Key Partners

b. Areas of interest

The main areas of interest in the programme could be categorised as:

• Strategic – The long term or strategic direction of the programme and how it may impact or

be impacted by other high-level strategies or political strategies

• Financial – Monetary related matters either regarding the funding required to support the

programme or the financial impacts as a consequence of the programme

• Programme Activities – Specific activities of the programme (or supporting projects of the

programme) required to deliver the programme portfolio.

• Business as Usual – Day to day operations of any business area involved in the programme

and in particular the impact of the changes resulting from the programme

• Impact on Customers– How the programme may alter services to Customers

c. Communications Plan

The purpose and objectives of the Communications Plan need to be appraised by the

Programme Board but a suggestion is given below:

Communication Objectives

There are a number of objectives in terms of programme communications:

o Report progress, risk and issues by exception to the Customer Connect Programme

Board

o Report Progress to management teams and Members internally

o Keep key delivery partners and their personnel involved and engaged in the

programme’s delivery

o Keep wider partners informed of progress and ask for their input

o Give Customers an opportunity to input into the programme’s development

through the customer focus groups, social media and other formats

o Promote the programme and its objectives locally, regionally and nationally to share

best practice, identify support and attract funding

Communication Mechanisms

Some mechanisms for reporting progress are:

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o Programme progress monitoring reports

o Customer Focus Groups

o Media

o Website

o Role of Programme Chair, Programme Sponsors & Programme Manager

o Workshops with key officers & council members

The full Stakeholder Analysis and Communications Plan can be found here.