Download - Process for Change
Process for Change
Year 1 Review
Version 0.1
Date : March 2011
Authors: Bob Miller, Agnes Fleming, Morag Brown
Process for Change – Year 1 Review
2
Contents:
1. Executive Summary 1.1 Introduction 3
1.2 Key Achievements 3
2. Introduction 2.1 Document Purpose and Summary 5 2.2 Scope 5 2.3 Process for Change Background 5 2.4 Transformation Programme Background 6
3. Progress Against PID Deliverables
3.1 Delivery against PID Objectives & Milestones 6
3.2 Delivery against Success Criteria (Recognition events) 21
3.3 Budget/Spend against Business Case allocation 35
3.4 Benefits (cashable & non cashable) 36
3.5 Additional achievements beyond original scope 41
4. Risks 41
4.1 Outstanding Risks as at 1 March 2011 42
5. Lessons Learned 45
5.1 Customer Management Lessons Learnt 46
5.2 Workforce Deployment Lessons Learnt 48
Process for Change – Year 1 Review
3
1.0 Executive Summary
1.1 Introduction
The Process for Change programme is an enabler for business transformation within Argyll
and Bute Council. Comprising two projects Customer Management and Workforce
Deployment, Process for Change is a key element of the wider transformation programme.
The 5 year programme delivers improvement and efficiency and is on schedule to deliver a
net benefit of £2,199,599 NPV to the council, supporting the organisation moving forward
and the broader transformation agenda.
The Customer Management project provides a one council approach to customer service
delivering consistent, convenient, efficient customer care. We have done this by re-
engineering our processes to make them leaner, more efficient and focused on the needs of
our customers. Being able to access our services 24/7 online through the website, face to
face at one of our network of customer service points, by telephone, text or post. Process
for Change enables the organisation to be more responsive and adaptive to change
reducing specialist functions and creating a flexible workforce focused on the needs of our
customers. The flexible workforce is supported through the implementation of the Workforce
Deployment Project which results in employees being provided with tools and technology to
deliver services where required. Under the mission statement of “work is what you do, not a
place you go to” flexible office space has been created to support the modern organisation
with touch down zones, hot desking, meeting rooms and break out zones, freeing up office
accommodation and delivering efficiency savings.
Year 1 implementation began with the approval of the Project Initiation Documents for both
projects, the PIDs defined the workstreams, key deliverables and milestones being approved
by the Project Board in April 2010 ,these PIDs have been proven to have defined a robust
mechanism to deliver year 1 implementation. Progress has been reported fortnightly
through highlight reports and 6 weekly updates to the project board, with progress being
reported on a regular basis to the Transformation Programme Board.
A Six month update for both projects was presented to the Transformation Programme
Board in October 2010 noting progress against delivery, cost and benefits which resulted in
a request by the Transformation Programme Board to accelerate the projects where
possible.
1.2 Key achievements
1.2.1 Customer Management
This Project had four key areas of delivery:
1 The process re-engineering of customer contacts into the Customer Service Centre
from a range of Services across the council, including corporate complaints, Members’
enquiries (Members’ Portal), clothing & footwear claims, free school meals claims,
registration enquiries and blue badge applications
Process for Change – Year 1 Review
4
2 The creation of a new Web Team, a new technical Web Platform and the launch of
new website and intranet, with a web content and management governance structure
and development plans.
3 The launch of a new Customer Charter Standard with a method for measuring and
benchmarking performance against the standard, together with the introduction of the
new Customer Service Professional Qualification for enhancing the skills of customer
facing employees
4 The upgrade of the Council’s Customer Service Points with improved signage, an
electronic display screen information network, standardised opening hours and a
refurbished CSP at Oban Municipal Buildings
In addition the CM project secured the council’s legal compliance with the European Union
Services Directive by establishing online services for 37 licences through the Electronic
Licence Management System. It also introduced the Customer Satisfaction Measurement
Toolkit and procured four ICT systems for use council wide use, including:
• NDL universal system integration software
• Lagan Citizens Portal online service request forms
• JANET text campaign service
• V7.0 of the Lagan CRM system
1.2.2 Workforce Deployment
This Project had three key areas of delivery:
1 Property Theme - Engage with the Council’s Facility Service officers to enable our
Council offices to support the needs of employees adopting new workstyles, this includes:
conducting simple, moderate and complex moves to relocate employees. Creating team
zones, general touchdown zones, additional meeting rooms and break out areas. Create
a new Customer Service Point and upgrade of Municipal Building, Oban by 2011.
Advise on the new Helensburgh Office design.
2 ICT Theme - Engage with the ICT team to procure, implement and test all required
hardware, business software, security software and communications infrastructure to
support agile employees and property requirements. In addition procure and implement
a corporate “Resource Booking System” that supports the booking of meeting rooms, hot
desks and other resources.
3 HR Theme - To engage with HR to implement the policies and procedures created during
detailed design that supports the adoption of flexible, mobile and home working. To
design, develop and deliver training that supports the cultural shift required by employees
and managers to enable employees to work in an agile environment – this includes
modifying the current PDR process.
Process for Change – Year 1 Review
5
2.0 Introduction
2.1 Document Purpose and Summary
The purpose of this document is to summarise the work undertaken during the first year of
implementation. It includes:
• a summary of what we set out to deliver in year 1 through the implementation of the
Customer Management and Workforce Deployment projects.
• a description of what has been delivered in year 1, as well as comment on the
delivery mechanisms
• an overview of the approach planned for year 1 and the changes that were made
• a review of the lessons learnt in year 1 to help inform the approach to year 2 and
other Council projects and programmes
This end of stage review will act as the gateway review for the programme. The content of
this report will enable the Transformation Programme Board to make an informed decision
about the progress and performance of the Process for Change programme and to approve
the year 2 implementation plans, allowing the project team to draw down funds and the
programme to progress. The report will be presented to the Process for Change / HR board
with the recommendation from the board being passed up to the Transformation Programme
Board for approval. Elected Members will continue to scrutinise the performance of the
programme through the Organisational Development Policy and Performance Group and the
year 1 report presented to SMOG for information.
2.2 Scope
The scope of this document is limited to summarising the progress and output of year 1
against the agreed stage objectives and deliverables. It is too soon to include any comment
on how the changes have embedded into the organisation and the transfer to business as
usual for the impacted services.
2.3 Process for Change Background
The Council completed the shared services diagnostic project over the period February to
August 2008. Arising from this 7 themes were identified as being worthwhile to proceed to
high level design stage. The programme was rebranded as Process for Change and high
level design was completed in February 2009. The Executive approved the Process for
Change High Level Design report recommending that a detailed design stage be carried out
for Workforce Deployment and Customer Management themes, with the procurement theme
moving directly into implementation. The full business cases and implementation plans for
Customer Management and Workforce Deployment were presented to Council on 22
December 2009 and approval was given for the programme to move into implementation
stage.
The projects were resourced and Bob Miller and Agnes Fleming from the Business
Improvement team were appointed as project managers of the Customer Management and
Workforce Deployment projects respectively. The Process for Change / HR board chaired
Process for Change – Year 1 Review
6
by the Executive Director of Customer Services became the project board reporting progress
upward to the Transformation Programme Board. Jane Fowler, Head of Improvement and
HR was appointed programme SRO and Morag Brown, Business Improvement Manager the
Programme Manager. The project managers were outposted to the Customer Services
department during implementation with Judy Orr, Head of Customer and Support Services
appointed as SRO for Customer Management and Malcolm MacFadyen Head of Facility
Services for Workforce Deployment. Project PIDs were approved by the project board in
April 2010.
2.4 Transformation Programme Background
As part of the Council’s improvement journey, it was agreed by the Strategic Management
Team to manage all major change proposals as part of a Transformation Programme under
the direction of a Transformation Board. The Transformation Programme is based around 4
themes:
• Strategic Council wide initiatives
• a programme of Service Reviews
• efficiency and effectiveness of corporate resources
• preparing to meet the challenge of BV2
Process for Change is included within the efficiency and effectiveness of our corporate
resources theme which comprises development and delivery of plans to ensure the council
optimises its investment in corporate resources, the investment/processes are aligned to the
Council’s corporate objectives and there is efficiency and effectiveness in the use of
corporate resources.
3.0 Progress against PID deliverables
3.1 Delivery against PID Objectives & Milestones
3.1.1 Customer Management Project
The progress against PID deliverables for this project are detailed in the tables below for each of the four strands of the project:
1. Initial Customer Contact Processes:
No Year 1 Deliverable Description Implementation Date
Process for Change – Year 1 Review
7
P1
Compliance with the EU Services Directive.
EUSD requires local authorities to offer the facility for a range of
licensed activities to be applied for entirely online through a national
portal. The CM project linked to that portal, developed eforms for
37 licenses in scope, ensured back office processes were in place
to deal with applications and linked to the Capita system to ensure
fee payments can be taken.
Original planned date end April 2010. Actual completion date 15
September 2010 due to national issues with linkage to local
payment systems.
DELIVERED
.
P2 Members Portal
ABC led on the national implementation of a specific module within
the Lagan CRM system to allow Members to log enquiries and
complaints on behalf of constituents, with appropriate security and
training. Democratic Services are now responsible for ensuring the
take up of the new service.
Original planned date 21 June 2010. Actual completion date 25th
August as the final product had to be signed off by all participating
councils.
DELIVERED
P3
Corporate Complaints System
CM Project Implemented a system and procedures to provide a
consistent and controlled approach to handling and reporting
Corporate Complaints at stages 1-3. This logs complaints as cases
in the Lagan CRM system and routes them to the relevant Service
Complaints Officers with escalations and alerts. A single golden
number for complaints has been set up and there was a wide
internal and external communication campaign.
Original planned date 28 June 2010. Went live council wide
1.September to tie in with launch of Customer Charter.
DELIVERED
P4
Free School Meals, EMA and Clothing Grants.
Implement single shared assessment for these benefits using
Lagan, eBenefits and SEEMIS in time for the July/August new
school year application period. EMA was subsequently taken out of
scope as it is due to be scrapped by the national government.
Original planned date 19th July 2010. Went live May 2010, 1900
applications handled.
DELIVERED
Process for Change – Year 1 Review
8
P5
Registration
As Registration employees will report through to the CSC Manager
it is appropriate re-engineer processes and use Lagan CRM to
simplify and control the process and web based eforms to
encourage the public to move towards electronic channels and self
service.
Original planned date October 2010. Rescheduled to allow Lagan
v7.0 to be
DELIVERED
P6 Social Work
General Enquiries, message taking and call redirection for Children
& Families and Adult Services teams. Includes integration to
Carefirst using the new NDL integration software. A new golden
number for social work enquiries is to be established and SW
reception calls transferred to it, with CSPs taking face to face
enquiries.
Original planned date November 2010.
IN PROGRESS
Rescheduled to May 2011
due to issues with
integration to Carefirst and
to permit a pilot in order to
manage risks.
P7 Appointments & Room Booking System
Creation of a system that allows customer service advisers to
provide a mediated service for room booking and appointments and
venues for those customers wishing to speak with a subject
specialist. This is a requirement from the Customer Charter.
Original planned date December 2010.
IN PROGRESS
Rescheduled to May 2011
due to delay in procuring
new software system.
P8
Social Work Blue Badges Applications
Re-engineered so the Customer Services and not Social Work
administer the enquiry and application process for blue badges,
including the taking of payments, checks against the National Fraud
database and the update of the Carefirst System with badge
numbers. Expected volumes are 4,000 enquiries and 1700
applications a year. Significant additional web based resources are
now available to customers for self service and a single postal
application processing centre has been set up by CSC employees.
Original planned date January 2011, went live February 2011.
DELIVERED
P9 Mobile Working Pilot
The NDL mx Tool will allow real time issue of jobs logged in the
CSC on Lagan CRM to be issued to workers in the field and for
them to update or close cases off. A pilot is to be held to trial the
new technology.
Original planned date February 2011, however Lagan V.7 Upgrade
took development resource priority.
RESCHEDULED
Rescheduled to 2011/12
programme.
Process for Change – Year 1 Review
9
P10
Planning Services Enquiries & Requests.
Ease pressure on Planning and Building Standards Officers by
having CSC/CSP advisers deal with a range of Planning and
Building Control enquiries, including; Forms requests, Copy
Document requests, Progress Checks, Information Provision e.g. re
Objections & Enforcement etc.
Original planned date March 2010.
IN PROGRESS
Rescheduled to September
2011to take account of
Service Review
2. Improve Web Services:
No Year 1 Deliverable Description Implementation Date
W1 Recruit Web Manager
New Web Manager (Lorne MacBrayne) recruited to lead Web Team
and deliver Web Strategy. Lorne MacBrayne took up post May
2010 .
DELIVERED
W2
Implement Self Service Portal
The Lagan Self Service Portal allows customers to log service
requests online and thence directly into the Lagan system without
mediation by CSC employees. The online requests become cases
issued to back office teams for action and customers can track
progress online. New Lagan Citizen’s Portal eforms procured to be
used for all new online service request forms.
Original planned date June 2010.
IN PROGRESS
Delayed due to Lagan V7.0
incompatibility and
subsequent need to rewrite
system code. Go live end
March 2011
W3 Web Developers Recruited
Develop Job descriptions etc. and recruit two web developers to
undertake web content migration for new website and then
progress the web strategy detailed in the SOCITM consultancy
report. Original planned date June 2010. Developers in post July
2010.
DELIVERED
W4 Online Complaints
Develop an Online Complaints function within the SSP to allow
customers to log Stage 1 complaints into the new Corporate
Complaints System. Interim complaints eform solution in place that
does not use SSP.
IN PROGRESS
Dependency to task W2
above.
Process for Change – Year 1 Review
10
W5
Content Management System Procured
Scope, test ,procure and implement a new content management
system with associated infrastructure and service support., to be
used as the platform for the new Council web site and corporate
intranet. Drupal open source CMS was identified and piloted
following market testing. Pilot showed it met all required criteria and
performed well. Web curl CMS support package was then procured
to assist with implementation and ongoing assistance.
Original planned date 28th June 2010 achieved. Additional support
package procured August 2010.
DELIVERED
W6 Review and improve editorship and content production
arrangements
Following the council re-organisation and implementation of the
new CMS, new arrangements were put in place for services and
stakeholders to produce and maintain topical and relevant web and
intranet content. Strategic governance arrangements and
performance management was introduced via the new Web
Steering Group.
Original planned date July 2010. New arrangements approved by
HR/PfC Board September 2010 and first WSC met February 2011.
DELIVERED
W7 Content Management System Implementation
New Drupal content management system loaded on parallel server
infrastructure with associated service support and performance
monitoring tools in place (SiteImprove and SOCITM insight).
Original planned date August 13th 2010. New CMS available to
take content September 2011.
DELIVERED
W8
Produce Web and intranet Development Plans for year 1
horizon
The Web manager has produced development plans for the
website and intranet that cover technical, content and feature
development for the next year and which is aligned to the
achievement of the SOCITM recommendations in the PfC business
Case. These plans have been ratified by SMT and the Web
Steering Group.
Original planned date September 10th 2010. Web site migration
development plan complete September 2010, Year 1 New web and
intranet development plans approved by SMT February 2011.
DELIVERED
Process for Change – Year 1 Review
11
W9
Web Content Migration of existing content
The new web team worked with Services to create the web site
structure for the new council website and migrate the existing
content to it, weeding out of date content ahead of new web site go
live. Original planned date November 2010. Achieved for web go
live 17th December 2011.
A secondary exercise is underway to archive old web content
ahead of the old web content system being scrapped.
DELIVERED
W10 New Intranet launched.
The Hub intranet site was established on 1 September 2010 using
the existing Sharepoint software capability. It replaced a content
system that was no longer supported and offers a much more
feature rich communication and information management capability
at a time of significant change within the council.
Original planned date November 2010. Actual go live September 1st
2010.
DELIVERED
W11 Launch new Website to develop self service capability
The existing Mediasurface web content management system was
due to become unsupported in January 2011; hence it was
important that the council’s new web platform was fully in place
before this. By becoming the first Scottish Council to utilise the cost
effective Drupal open source CMS, the new web team were able to
establish the new website and migrate the relevant content in a
short window between September and December 2010. Following
a short bedding in period, the web authors have now been trained
and the focus is on delivering the web development route map at
W7 above.
Original planned date November 2010. Actual go live December
17th 2010.
DELIVERED
3. Upgrade Customer Service Points:
No Year 1 Deliverable Description Implementation Date
C1
CSP facilities benchmarked
Facilities in each CSP were benchmarked against the standard
agreed in the CM Business Case in order to identify gaps and the
ICT provision at each site was also checked to inform the Upgrade
Plan at C3 below. Original planned date 26th April 2010. Achieved.
DELIVERED
Process for Change – Year 1 Review
12
C2 Oban CSP Design Agreed
Oban Municipal Buildings was designated as the new Oban CSP in
the CM Business Case. The design had to take account of the
requirements of WD and CM projects and the various building
regulations. An open plan reception design with additional
interview rooms was agreed for the CSP element. A full risk
assessment was undertaken and approved. Original planned date
7th May 2010. Design signed off June 2010.
DELIVERED
C3
Upgrade Plan of 5 CSPs (to standardise facilities) agreed.
A site by site upgrade plan and cost breakdown for the CSP office
network was approved by the project board. The plan detailed
improvements to signage, branding, contact boards, display of
information e.g. customer charter, electronic visual displays to
promote quality and consistency. Plan informed by analysis at C1.
Original planned date 11 June 2010, Plan agreed by Project Board
August 2010.
DELIVERED
C4 Interactive customer videoconferencing for CSPs
implemented.
VC is available at all CSPs however this is just a communication
medium with no transactional capability. The service envisioned the
roll out of some form of transactional VC; however the Council’s
investment in MS Lync has superseded this work.
CSPs will be included in Lync rollout.
WITHDRAWN
C5
CSP Opening Hours Standardised
As part of the council’s reorganisation Registration employees were
co-located in CSPs and managed by senior Registration Officers
who now report through the CSC Manager. This has provided a
more flexible resource working to minimise lunchtime closures. New
signs reflect 9-5 opening hours.
Original planned date 11 June 2010. Delivered October 2010
DELIVERED
C6
CSP Upgrades Complete.
New signage, standard ICT software and new access to translation
services have been introduced. The roll out of the electronic display
screen network is 70% complete and only the additional cabling
and network point remains to be done. Building warrants and
securing a best value contract for installation works have delayed
completion. Original planned date 27 September 2010
IN PROGRESS
Expected completion 25th
March 2011.
Process for Change – Year 1 Review
13
C7 New Oban CSP Launch Strategy
Oban CSP relocated from Albany Street to refurbished Municipal
Buildings and the implementation and communication of the
change was planned with the Senior Registrar and Workforce
Deployment Project.
DELIVERED
Original planned date 26th
November 2010. Achieved.
C8 New Appointments System live in CSPs
Go live in CSPs of the system that allows customer service
advisers to book an appointment and a venue for those customers
wishing to speak with a subject specialist. Also mediated room
booking service.
IN PROGRESS
Dependency to P7 above.
C9
New Oban CSP Opened
New Oban CSP at Municipal Buildings opened to customers with
improved disabled access, better interview room facilities and
enhanced ICT (self service pods, display screens and security
features).
DELIVERED
Original planned date 14th
February 2011. Achieved.
4. Training & Standards
No Year 1 Deliverable Description Implementation Date
TS1 CS Qualification Start Up (Corporate Registration Process)
Complete
The new professional qualification in customer service is sponsored by
the Improvement Service and managed by Renfrewshire Council who
were engaged and ABC Corporate registration to run the qualification
was secured.
Original planned date 08th March 2010. Achieved
DELIVERED
TS2
Customer Service Charter poster and guide complete.
The wording of the Customer Charter was agreed in the PfC Business
Case however SMT asked that this be reviewed and once approved
designs were finalised for posters, pocket guides, web site content and
briefing notes.
Original planned date 23rd April 2010. Products ready July 2010 as
wording of Charter was reviewed by SMT.
DELIVERED
Process for Change – Year 1 Review
14
TS3
Customer Charter Performance Management Regime
The pledges in the Charter had to be measured and the performance
publicised internally and to customers. ABC participated in the local
authority Annual Mystery Shopping Exercise and the outcomes were
mapped to the charter pledges and published at a corporate level. A
detailed Mystery Shopping report and action plan was also published.
Original planned date 30 April 2010. Completed July 2010 to tie in with
Mystery Shopping outcomes.
DELIVERED
TS4 CS Qualification ICT registration process complete.
To become an accredited training site for the new CS Qualification
ABC had to complete formal ICT registration with both the
Administration Centre and the Online Learning service provider eCom.
A number of prerequisites were fulfilled and specific test centres set
up.
Original planned date 14th May 2010. Achieved.
DELIVERED
TS5 Charter Products & Launch Strategy Ready
Customer Charter products (posters, pocket guides, web and intranet
material etc) was produced and a multimedia communication strategy
developed to tie in with the launch of the new Corporate Complaints
service.
Original planned date 24th May 2010. Completed end of July 2010.
DELIVERED
TS6 Pilot of new CS Qualification
Soft launch and limited pilot of new CS qualification among a range of
eight Customer Service employees to learn lessons for the main
council wide launch.
Original planned date 7th June 2010. Pilot undertaken July – October
2010
DELIVERED
TS7 Customer Charter Launched
Official launch of the new customer charter and the underpinning
performance regime took place on 1 September along with launch of
new Corporate complaints service and submission of Mystery
Shopping outcomes report to SMT.
Original planned date 21st June 2010. Launched 1st September.
DELIVERED
Process for Change – Year 1 Review
15
TS8 CS Qualification Launch Strategy in place
Outcomes from CSPQ pilot were analysed and a number of
recommendations regarding the registration, induction and
prioritisation of candidates accepted by SMT. Programme of regular
inductions was then established by the course Co-ordinator.
Original planned date 23rd August. Completed October 2010.
DELIVERED
TS9
Introduction of a tiered customer service training approach
CSPQ fully established with second and third induction groups now
complete and so a more comprehensive, accredited training package
is in place to augment the simpler learning EBytes course.
Original planned date 27th September. Completed October 2010.
DELIVERED
TS10 Review of Charter Performance Measures
It was intended that a review of the performance regime monitoring the
charter would take place after it was embedded; however this
milestone was set before the Mystery Shopping methodology was
agreed. A second round of Mystery shopping will be used to assess
progress in April 2011.
WITHDRAWN
Superseded by second
mystery shopping exercise
April 2011.
TS11 Q1 Review of CS Qualification Process
A review of CSPQ progress to date was undertaken in December and
a report submitted to SMT in January 2011. SMT have asked for
regular updates.
DELIVERED
Original planned date 16th
February 2011. Report to
SMT 10. January 2011
SUMMARY: out of forty key deliverables for 2010/11, thirty one have been delivered, seven are in progress, one has been withdrawn and one has been rescheduled. See paragraph 3.5 below for additional achievements not in the original PID scope.
3.1.2 Workforce Deployment Project
The progress against PID deliverables for this project are detailed in the tables below for each of the three strands of the project:
1. Property Theme:
No Year 1 Deliverable Description Implementation Date
P1 Oban Property Analysis
“As Is” design layouts completed for impacted Oban offices x 8.
“To Be” design layouts completed for Lorne House and Municipal
Building. Best fit design layouts created for other impacted
properties x 5 to inform Facility Services OBC.
DELIVERED
Process for Change – Year 1 Review
16
P2
New Customer Service Point, Oban.
New Customer Service Point (CSP) design for Oban agreed,
necessary consents obtained and tender process completed for
building work, contract awarded to MacLeods. New Customer
Service Point (CSP) created at Municipal Building, Oban, this
included the creation of three customer interview rooms, ceremony
registration room, back office for CSP employees, 2 customer self
service booths, reception and cash collection point, waiting area,
new disabled entrance and security monitoring. Employees
transitioned and new CSP opened to public 14th Feb 2011 on
schedule and within budget.
DELIVERED
Feb 14th 2011.
.
P3 Upgrade Municipal Building, Oban
Increased the office capacity at Municipal Building from 34 to 56
employees not including the CSP area detailed above, this was
achieved by: transforming the old Council Chambers into an office
space and separate touch down area, creating a link corridor
between the Municipal Building and the old caretakers rooms,
upgrading 10 office areas to include - electrical works, minor
decoration and purchase of smaller desks and personal storage for
employee’s. Work is on schedule to complete by 31st March 2011..
ON SCHEDULE
31st March 2011
Work 85% Complete
P4
Upgrade Lorne House, Oban
Increase the office capacity at Lorne House from 25 to 38, this will
be achieved by: transforming the old CSP area to a tea bar and
break out area for employees, transforming the old ceremony
rooms to team zones and upgrading a further 3 rooms to support
additional employees. Upgrade works will include electrical and
data points, flooring where applicable and the creation of touch
down areas.
ON SCHEDULE
31st MARCH 2011
Work 15% Complete
P5
Mothball Kilbowie House
Plans to relocate employees from Kilbowie House by the end of
march are in Place. GRAB and AliEnergy Partners have been
allocated a shared office space in Lorne House. The BBC have
been served termination notice for the office they lease within
Kilbowie House. Work is progressing well to empty the 13 archive
rooms. Archiving process is in place and is being followed by
employees to determine what materials can be disposed and what
archives need to be retained and relocated.
ON SCHEDULE
31ST MARCH 2011
Process for Change – Year 1 Review
17
P6
Employees Moves
20 x temporary employees moves conducted to allow building
works at Municipal Building, 23 x final employees moves conducted
to decant employees to their new team zones. 59 x final
employees moves planned between now and 24th March 2011 to
decant employees to their new team zones at Municipal Building
and Lorne House. Plan in place to support all required moves
between now and end of March.
ON SCHEDULE
31ST MARCH 2011
30% Complete
2. ICT Theme:
No Year 1 Deliverable Description Implementation Date
IT1 Booking/Reservation System
Completed tender process, and procured new
Booking/Reservations system. System administrators trained,
system installed, process design VISIO workshops completed and
data loaded. Testing delayed due to configuration issues, root
cause analysis underway. Training materials and rollout to
employees delayed until final configuration is agreed.
IN PROGRESS
Original planned date
March 2011
Go Live Delayed to April
due to issues with how we
have configured the
system.
IT2 Transition Ownership of Booking/Reservation System
Transition plan in place to hand over ownership of corporate
“Reservation/booking” system to Customer and Support Services.
IN PROGRESS
Original planned date April
2011.
Delayed due to issues with
W1 above. New date May
2011
IT3 IT Equipment Analysis
Completed IT equipment analysis including: IT office survey, IT end
user survey and IT end user “As Is” and “Should Be” grid based on
employees new workstyle.
DELIVERED
Aug 2010
IT4 IT Equipment for Transitioning Employees
Completed purchase, build and rollout of new laptops to employees
transitioning to a flexible workstyle
DELIVERED
March 2011
IT5
Employees Workstyles
Job role analysis completed and each employee’s new workstyle
identified and ratified by Heads of Service.
DELIVERED
June 2010
Process for Change – Year 1 Review
18
IT6 WIFI
Wireless LAN controllers purchased. Rollout of WIFI to the main
Oban offices is underway. Remedial work required at Lorne House
and Municipal Building, this is due to lack of available
electrical/data connection points which will be resolved once the
offices have been upgraded. Rollout to the rest of the Oban offices
is underway.
ON SCHEDULE
31ST March 2011
IT7 Broadband and VPN
Completed broadband survey for all Oban employee’s designated
as a flexible or mobile worker. Process and procedures in place to
allow managers to request either broadband at home or VPN
access for employee’s. Training on these process and procedures
forms part of the managers training being rolled out in March.
Note: There are no employee’s designated as a “Home” worker in
Oban therefore WFD has no requirement to install “fast” broadband
at home for any employee.
DELIVERED
March 2011
IT8 Microsoft Office Communication Tools (Microsoft Lync 2010)
Completed rollout of Microsoft Office Communication tools (Microsoft Lync 2010) to all Oban employees equipment. Microsoft Lync 2010 is the application that will be used to allow employees to make and receive telephone calls via their PC, in addition Lync provides other facilities including: Presence, Instant messaging, Resource sharing, Integration with outlook, Conference calls and Video calls. 3 x offices are not currently on the Council network, this means that employees at these offices will not be able to utilise full functionality of Lync. The PFC&HR Board approved transition of these offices to the Council network, this additional work is underway. Current completion status:
• 100% Municipal Bldg
• 100% Lorne House
• 87% Kilbowie House - Needs 4 CX500 phones
• 0% Oban Education Centre - Lync accts, headsets and Lync installed. DDI to be decided.
• 67% Willowview - 5 CX500 phones need for Corp. 10 NHS employees and Fax need a solution
• 100% Soroba Rd - Has Lync accts, headsets and Lync installed. Needs gateway work completed.
• 0% Oban Comm Learning Ctr - Has Lync accts, headsets, and Lync installed. DDI to be decided.
Purchased servers to run Microsoft Lync.
ON SCHEDULE
Feb 2011
3. HR Theme:
No Year 1 Deliverable Description Implementation Date
Process for Change – Year 1 Review
19
HR1
Rollout of Agile Work Options – Policy and Procedures
The Agile Work Options Policy and Procedures are available to all
employees on the WFD web page, a link to these procedures is
also included within the Elearning training modules being rolled out
to Oban employee’s and manager. In addition the policy and
procedures are included within the manager’s face to face
workshops. The VPN request form completed by managers to
approve flexible workers working from home also requires them to
review these policy and procedures.
ON SCHEDULE
31ST MARCH 2011
HR2 Change Management Training – Workforce Deployment
Awareness
Created WFD awareness materials. Delivered 8 x WFD Awareness
sessions at the Corran Halls, Oban. Over 100 employees members
attended sessions. Delivered separate session at Lorne House for
Planning and Regulatory Services employees.
DELIVERED
Original planned date 7th
May 2010. Design signed
off June 2010.
HR3 Roll Out of Agile Work Options – Policy and Procedures to all
Oban employees
Policy and Procedures communicated to all Oban employees, in
addition policy and procedures are available on the HUB via the
WFD web page and can be accessed while undertaking the new
Elearning modules.
DELIVERED
Aug 2010
HR4 Change Management Training – Elearning Collaboration and
Tender Process
Collaborated with the Improvement Service and five other Councils
working on similar projects to WFD to procure and deliver a cultural
Change Management training solution. Analysis of requirements
defined, tender process and evaluation completed and supplier
selected to deliver generic blended learning solution for all 6
Councils.
DELIVERED
Oct 2010
HR5 Change Management Training – Generic Elearning Materials
Created generic Elearning training materials in collaboration with
Learning Pool, Improvement Service and five other Councils.
DELIVERED
Jan 2011
HR6 Change Management Training – A&BC Elearning Modules
Updated generic Elearning training modules to be Argyll and Bute
Specific, created real life case studies and video’s of Agile workers,
uploaded Elearning modules and other materials to a dynamic
learning environment. Elearning modules live on web and reporting
process for completions in place
DELIVERED
Feb 2011
Process for Change – Year 1 Review
20
HR6 Change Management Training – WFD Managers Face to Face
Workshops
Training materials created, logistics arranged and all managers of
Oban employees invited to attend a one day to face Workshop.
This training has been designed to provide managers with the initial
level of skill necessary to manage an Agile worker. 2 x workshops
held at Corran Halls, Oban and 2 x workshops scheduled to be held
at Kilmory late March.
ON SCHEDULE
31stMarch 2011
50% Complete
HR7 Update PDR Process
The PDR process has been updated and is due to be piloted in
April 2011. The Organisational Development Manager has created
the new process and has ownership for delivery.
IN PROGRESS
Pilot April 2011
SUMMARY: Out of twenty two deliverables for 2010/11, twelve have been delivered eight are on schedule to complete March 2011 and two are in progress. See paragraph 3.5 below for additional achievements not in the original PID scope.
3.2 Delivery against Success Criteria (Recognition events)
The Council’s benefits realisation methodology being adopted by PfC relies on the use of project outcomes as evidence events of the success
of the project. The project outcomes below are an example of a real-life happening that tell the sponsor and stakeholders that their expectation
has been met and were identified and approved during the high level design phase. These project outcomes are then used to identify the
benefits which will be realised by the successful implementation of the project.
3.2.1 Customer Management
Customer Management Project Year 1– Success Criteria
ID NO
What will tell me that expectations/success has been met?
PROCESS IMPROVEMENT STREAM MEASURES PROGRESS UPDATE
NO 1 1
I speak to a customer focus group and customers show me that they are able to contact the Council in the way they choose – e.g. e-mail, telephone, text, web, personal visit.
A new single number text in service has been introduced, plus three new telephone “golden numbers” and Customer Service Points have been upgraded.
2
I speak with a customer focus group and customers show me that their requests for service are largely dealt with first time. They are confident that they will not need to repeat their requests and know when their requests will be met. Depending on the request, they show me that they have received confirmation that it has happened.
A range of new services have been introduced to the Customer Service Centre, where they are logged and delat with at first point of contact. These include Complaints, Clothing & Footwear applications, Blue Badge applications, Registration enquiries and free School Meals applications. More services will follow in year two.
3
I go to the CSC and assistants show me how they deal with an increasing variety of different service requests. They show me that most of the queries are dealt with immediately and accurately. I see that employees knows what they can and cannot deal with. Matters they cannot handle are dealt with according to well documented routes so that the query is referred to the relevant expert
See point two above for the range of additional services dealt with by CSC advisers and all of these are underpinned by scriptflows and information resources developed by trained Project officers that
Process for Change – Year 1 Review
22
Customer Management Project Year 1– Success Criteria
ID NO
What will tell me that expectations/success has been met?
and the customer knows what is happening and can track it on line. The assistants show me that they have access to all relevant history of the customer query and I see assistants being proactive in seeking to solve customer problems.
aid efficient response. In addition the Lagan CRM platform has been upgraded to V7.0 to improve back office case handling.
4 I visit the CSC and the employees show me how they adhere to customer service standards and that these standards are available to customers in hard copy or electronically.
The new Customer Service Charter was launched council wide on 1
st September
with pocket guides and a web guide for customers and posters, briefings and intranet guide for employees. Posters are now displayed in all CSPs and a mystery shopping exercise was undertaken to monitor adherence. The results were published to customers.
5 I review a case and see that the customer has been advised of the outcome, “closing the loop”. Year 2 deliverable using new text service and emails.
6
I speak with a customer who tells me that irrespective of the nature of their query, the request is either resolved immediately or it is immediately routed to the relevant professional resource, or an appointment is made with that resource. I observe employees in the CSC making appointments for customers with appropriate professional employees.
New appointment service to be introduced in May 2011 following implementation of new room booking system.
7
I speak to a customer who tells me that they know how to contact the Council through the CSC because they saw the sign with the branding. They tell me that they have seen or received communications explaining to them how to contact the Council and fewer numbers give access to more services (golden numbers).
External signage has been updated to reflect the same branding and content for all Customer Service Points and a leaflet was issued with annual bills explaining to customers the best way to contact ABC. The new website now has a substantially improved ‘contact us’ element.
8 I speak to customer who tells me how they have been impressed by the level and quality of service that they have received via the CSC.
In the Mystery Shopping exercise report of July 2010 the council achieved a ranking of 5
th out of 16 councils that took
part and the CSC calls scored over 90% satisfaction.
Process for Change – Year 1 Review
23
Customer Management Project Year 1– Success Criteria
ID NO
What will tell me that expectations/success has been met?
9 I speak to the manager of a CSC who shows me that performance is continually monitored and is pro-active in addressing performance under-achievement.
The CSC reports a number of metrics through Pyramid including first time call resolution, volumes of calls and % of abandoned calls. Call recording is used to manage quality and the Mystery Shopping exercise used to benchmark with other councils.
10
I visit customer service employees who show me that they have a clear system for escalating and responding to customers who feel dissatisfied and can log all complaints so they can be analysed for business improvement purposes.
A new Corporate Complaints system was introduced in October 2010, using a single golden number direct to the CSC and the Lagan CRM system to log and report on complaints. 272 complaints were logged by phone to 28/02/10.
11 As a councillor I understand that when I take up a constituent's query or complain this will be done most effectively through by using the Members Portal.
The new Lagan CRM Members Portal was launched in October 2011 following sign off by all the councils involved in the development consortium. ABC CSC led the development and have trained service and Democratic Service users. Democratic Services have taken responsibility for roll out to Members.
12
I speak to a social worker who tells me that they now very rarely need to deal with routine
enquiries. Their time is now spent on more complex situations that require specialist skills and
experience. Routine enquiries are mainly handled by the employees in the CSC or the customer
has found the answer themselves via the website or other media.
Blue Badge enquiries and applications
have now fully transferred to customer
services. The main transfer of Social
Work initial customer contacts goes live
on 23rd May 2011.
13
I speak with a customer who tells me that, when their complaint could not be resolved in the CSC, the assistant initiated the correct procedure to escalate the complaint. It was resolved within the specified time period.
The new Lagan CRM based Complaints logging and management system allows CSC advisers to log complaints cases with unique reference numbers that are sent to specific complaints handlers in the
Process for Change – Year 1 Review
24
Customer Management Project Year 1– Success Criteria
ID NO
What will tell me that expectations/success has been met?
Services. If a case is not completed within target an escalation notice is automatically generated to a nominated senior officer.
14
I visit the CSC and speak with an agent who has access to all of my correspondence and e-mails as well as a record of phone calls. I am impressed that they have all the relevant information and I do not need to explain the history of my situation.
Lagan v7.0 upgrade has been implemented that allows attachments to be added to cases by the back office and also emails to be appended to cases. The Lagan functionality is being made full use of in the development of new scripts.
15
I see CSC employees directly allocating the most appropriate resource to meet the service request, e.g. street light failure goes straight to nearest maintenance engineer via his mobile device.
Mobile working is a Year 2 deliverable.
TRAINING & STANDARDS STREAM OUTCOMES
16 I talk with employees throughout the Council and am impressed by their commitment to, and knowledge of, the customer service standards and the Customer Service Charter.
Customer Service Charter was launched on 1 September 2010 with a comprehensive communication strategy. An independent check of awareness is to undertaken as part of the Mystery Shopping exercise.
17
I talk with employees throughout the Council and am impressed that, at both a corporate level and a departmental level, there is a focus on customer care. When I speak to employees across the Council, they demonstrate this by telling me they have been well trained in customer care, and know of the opportunity to gain a relevant professional qualification.
The Customer Service Professional qualification was implemented in July 2010 and currently has 24 students studying for the award. Customer Service lite online learning is a year 2 deliverable.
18 I speak with councillors and they consistently tell me they are happy with the Council's levels of service.
The Mystery Shopping Report was submitted to Members and showed ABC’s performance was: Letters Ranked 2nd out of 9
Process for Change – Year 1 Review
25
Customer Management Project Year 1– Success Criteria
ID NO
What will tell me that expectations/success has been met?
Face to Face 4th out of 12
Telephone Call Handling 5th out of 16
Telephone Response 8th out of 16
Web Usability 10th out of 15
Emails/Web Forms 13th out of 15
19 I speak with a councillor who tells me that the queries which the Council takes up on behalf of their constituents are dealt with in accordance with the specified standards.
The new Members’ Portal has been implemented with each service having dedicated resource to manage the cases logged through it by members. Members can now monitor their progress and receive reports on outcomes.
20
I speak to a customer who tells me that they understand the customer service standards that A&BC has set. They have seen the Customer Service Charter on the website, in a Council office and in other recognised communication channels. They tell me that their experience of interacting with the Council reflects those standards and their expectations are met. It does not matter how they interact with the Council – the quality of service is the same.
Customer Service Charter standards are publicised in all council offices and the website. A new online and telephone complaints system is in place for when the standards are not met. Standards are measured in the annual mystery shopping exercise and complaint reporting.
21 I speak to a customer who tells me that they read the report of performance against the Customer Service Charter standards on the Council website/newspaper/other and understood the report.
A simple table reporting performance against the Charter standards has been published on the website and a more detailed analysis of the Mystery Shopping exercise was also reported on the web and featured as a news item.
22 I review the council’s Charter performance against standards over a period of time and I see that our performance is continually improving.
A second mystery shopping benchmark exercise is scheduled for yr2 of the project and a balanced scorecard has been developed for the new website’s performance. An ew telephone performance reporting system has been procured and will be in place for April 2011.
Process for Change – Year 1 Review
26
Customer Management Project Year 1– Success Criteria
ID NO
What will tell me that expectations/success has been met?
Web Services Stream Outcomes
23 I speak with a member of the public who shows me that they can access Council information on the website. They show me that it is easy to navigate, attractively presented and that the information is up to date and accurate.
The new Council website was launched just before Christmas and all content migrated to it was vetted to ensure it was up to date and listed according to the Scottish navigation List. The new Content Management System is compliant with the latest accessibility standards and future proofed to be able to support increased transactionality The SOCITM Insight service has been procured to provide real time feedback and survey functionality which will feature as part of a new balanced scorecard for the web’s performance.
24 I see 'local view' incorporated into the Council Website Will be introduced as part of year 2 personalised web services.
25 I view the website and find a large range of frequently asked questions that normally give me the answer I am looking for.
The Infobase FAQs have been developed as part of the Self Service Portal currently in test.
26
I speak to a customer who tells me that they have submitted a benefit application, applied for a licence or submitted a planning application all on-line. They tell me that the on-line system worked well and found it easier and more convenient than using traditional methods of interacting with the Council.
A new licensing A-Z has been implemented with 37 licences that can be applied for fully online via the ELMS national portal. The National online planning application portal is live on the website and a variety of downloadable benefit application forms are available that will be made fully online in 2011.
Process for Change – Year 1 Review
27
Customer Management Project Year 1– Success Criteria
ID NO
What will tell me that expectations/success has been met?
27
I speak to a customer who tells me they regularly check the Council's website to access information about a variety of Council services, including current leisure activities and local events. There is information about community events, local organisations, support networks and local voluntary organisations. The site links to community planning partners (police, NHS, HIE, etc.)
The range of services on the new website is growing daily and 52 web authors were trained in February 2011 to ensure the amount of information is maximised and kept topical. The new events feature is already very popular and there are links to most of the elements mentioned opposite.
28 I speak to a customer who tells me that they are happy that they can now book and pay for a wide and increasing range of charges (e.g. planning and building control fees, theatre tickets, private pool hire, bulky item uplift charges, commercial rates etc.) on-line.
The new CMS has the ablity to link to the council’s capita payment system and does so for a limited range of services at present e.g. a number of licences. This is a major area of development in year 2.
29 I speak to an employee and they confirm that the Intranet is their main medium for finding out what is going on in the council and regularly use the resources and guidance that is on the intranet.
The new Hub was launched in August 2010 and has rapidly supplanted the shared folders as a repository for shared information and topical information updates such as the Chief Executive’s blog.
30 A customer tells me that they have experienced consistent messages and communications about services from the Council, irrespective of the means by which they accessed the information. The website gives the same information as leaflets and customer services agents.
The Customer Service Centre is basing the information resources used in the Lagan CRM scriptflows almost exclusively on web and intranet based information and data. The CSC and web team are also co-operating in the information management of the content displayed on the new network of electronic display screens sited in the CSPs.
31
I speak to a customer who shows me their Citizens Account card that has enabled them to move house and transfer her council tax account, as well as giving them access to library and leisure services.
As there have been no developments by the Improvement Service regarding the national citizens account card, ABC will be developing a local personalised web account in year 2.
Process for Change – Year 1 Review
28
Customer Management Project Year 1– Success Criteria
ID NO
What will tell me that expectations/success has been met?
32 I speak with a member of the public who has lodged a service request with the CSC. They are pleased that the CSC gave them a reference number which enabled them to track progress of the request on the Council website.
This functionality is part of the Self Service Portal online service request system that has been built and is currently in test.
Customer Service Point Stream Outcomes
33 I can easily recognise an AB&C Service Point through its branding.
Customer Service Points all now have identical external signage and consistent resources such as display screens, self service points and ICT systems. The web contact us feature also brands the CSPs and this was carried through to the annual billing mail shot about how to contact the council.
34 I can visit any Service Point in Argyll and obtain full information on the complete range of Council services using my preferred means of accessing information.
Customers can visit CSPs and receive face to face service, literature displays, electronic display boards and self service points. The web, text and CSC services are also signposted.
35 I can make payments for any service at a Service Point.
As services’ initial customer contacts are re-engineered their paid for services are being added to those already payable in CSPs, e,g. a range of licenses, blue badges and permits can now be paid for in CSPs. More will be added in 2011.
36 I can discuss sensitive issues in private with a member of employees at a Service Point.
All CSPs have private interview rooms and display signs saying private interviews are available. Greatly improved private interview facilities were included in the refurbished Oban CSP and were included in plans for the new Helensburgh
Process for Change – Year 1 Review
29
Customer Management Project Year 1– Success Criteria
ID NO
What will tell me that expectations/success has been met?
CSP.
37 I can arrange a meeting at a Service Point with a professional officer (e.g. planning officer or social worker) during Service Point opening hours at a time to suit me and undertake this via transactional VC at Island CSPs.
All CSPs have VC capability but this is to be supplanted by Lync capability in the year ahead which opens new possibilities. The new room booking and appointment system will be implemented in May2011 and takes account of VC room and system availability.
38 I can visit a Service Point at lunch time to access the services previously only available during traditional office hours.
CSP opening hours were standardised in October as 9am-5pm and this on the new external signage, Occasionally CSPs cannot open at lunchtime due to lack of employees (sickness/training) however this is now the exception rather than the norm.
39 I visit a Service Point and can see most of the commonly used material on display. I ask about other material (less commonly accessed) and it is given to me in the preferred format.
A number of new pamphlet displays have been placed in CSPs as part of the CSP upgrades and signage introduced offering material in alternative formats. A standardised approach to translation services has also been introduced to CSPs with language identification signs issued.
40 I visit the well signposted new service point in Oban and am able to apply for and obtain a Blue Badge for parking and was able to discuss my disability qualification in a newly refurbished private room.
The refurbished Oban CSP is now open, it has improved disabled access, more interview rooms and self service points. CSP advisers can now take applications for blue badges AND issue the completed badge having taken payment and logged the issue on the Carefirst System.
3.2.2 Workforce Deployment
Workforce Deployment Project Year 1 –
Success Criteria
Ref
No
Project Outcome –
What will tell me that
expectations/success
has been met?
Cashable
benefit type
Non-
cashable
benefit type
PROGRESS UPDATE
WD/
1
I speak to a member of
employees who tells me
that the opportunity for
flexible working and
home working attracted
them to work for A&BC
Reduced
Recruitment
HR’s Agile Work Options
Policy and Procedure Part
One implemented
WD/ 2 I speak to a member of
employees who tells me
that when they started a
family, they would have
had to leave the Council
under the previous
arrangements. They
were delighted that the
introduction of flexible
and home working had
made it possible for them
to continue employment
with the Council.
Reduced
Absenteeism
HR’s Agile Work Options
Policy and Procedure Part One
implemented
WD/ 3 I speak to a member of
employees with a
disability. They tell me
that the introduction of
home working had made
it possible for him to gain
employment with the
Council.
Increased
Efficiency
Workforce
Sustainability
HR’s Agile Work Options
Policy and Procedure Part One
implemented
WD /4 I speak to a member of
employees by telephone.
They tell me that he lives
outside of Argyll and
Bute. They are able to
do their job effectively
from home.
Increased
Efficiency
Workforce
Sustainability
Microsoft Office
Communication tools and
business broadband at home
will allow employees to work
from any location.
WD /5 I speak to a manager
who tells me that
employees are less likely
to phone in sick since the
Reduced
Absenteeism
VPN access to the Council
Network from home is being
rolled out to Oban employees.
This will allow employees to
Process for Change – Year 1 Review
31
Workforce Deployment Project Year 1 –
Success Criteria
Ref
No
Project Outcome –
What will tell me that
expectations/success
has been met?
Cashable
benefit type
Non-
cashable
benefit type
PROGRESS UPDATE
introduction of flexible
and home working.
work from home if they need to
accommodate family issues.
WD /6 I speak to a member of
employees who tells me
that they spend less time
commuting to and from
the office. Not only does
this improve the
employees member's
work life balance, but it
also reduces our overall
carbon footprint.
Increased
Efficiency
Environmental
benefits
WIFI will be available in all the
main Oban office, as well as
this VPN access to the council
network will be available to
flexible and mobile workers.
This will allow them to access
the council network form home
or at any office in Oban
thereby reducing the need for
them to go to a fro to their
office base.
WD /7 I speak to a member of
employees who works
outside the traditional 9
to 5 working
arrangements. Not only
does this suit their
lifestyle, it enhances the
service provided by the
council and helps with
extending the opening
hours for council
services.
Increased
Efficiency
Improved
Customer
service
Agile Work Options Policy and
Procedure – Part One is
available and allows
employees to request none
standard hours.
WD /8 I speak to a manager
who tells me that
employees can now go
from one client/customer
visit to the next without
returning to base in-
between. They could
access full information on
each client's/customer's
case remotely.
Increased
Efficiency
Ultra slim laptops have been
rolled out to Oban employees,
this allows them to take them
on the road with them,
however they need access to a
network connection to access
information remotely.
Mobile modules are not part of
the WFD implementation.
WD /9 I speak to a
client/customer who tells
me that the council officer
was able to supply full
information about their
case during the visit. The
Increased
Efficiency
Ultra slim laptops have been
rolled out to Oban employees,
this allows them to take them
on the road with them,
however they need access to a
network connection to access
Process for Change – Year 1 Review
32
Workforce Deployment Project Year 1 –
Success Criteria
Ref
No
Project Outcome –
What will tell me that
expectations/success
has been met?
Cashable
benefit type
Non-
cashable
benefit type
PROGRESS UPDATE
officer did not need to
return to base to get
information. They did not
have a paper case file
but accessed the
information via their
mobile device.
information remotely.
Mobile modules are not part of
the WFD implementation.
WD
/10
I speak to a manager
who tells me that they no
longer need so many
desks since flexible and
home working were
introduced. .
Increased
Efficiency /
office space
reduction
Environmental
benefits
Team zones and shared desks
have been implemented in
some Oban Offices
WD
/11
I speak to a member of
employees who tells me
that they can go to any
council office and be
confident of finding a
workspace with full
network access.
Increased
Efficiency
Operational
resilience
A general touch down area
with hot desks will be available
in Municipal Building by March
2011.
WD
/12 I can access any drive or
application that I am
authorised to access
from any location
Increased
Efficiency
Operational
resilience
WIFI is available in all main
Oban offices, employees can
access any drive or application
by connecting their laptop via
wifi.
WD
/13
I speak to an office
cleaner who now tells me
that desks can now be
cleaned because, since
the introduction of desk
sharing, the desks are
cleared at the end of the
working day.
Workforce
sustainability
Use of space policy and
procedure has be rolled out to
all Oban employees
WD
/14
I speak to a member of
employees who tells me
they no longer have a
permanent desk. They
can use any available
desk in the team area.
Increased
Efficiency
Operational
resilience
Team zones set up at
Municipal Building and Lorne
House, Oban
WD I visit an office and see Increased Operational Touchdown area and hot
Process for Change – Year 1 Review
33
Workforce Deployment Project Year 1 –
Success Criteria
Ref
No
Project Outcome –
What will tell me that
expectations/success
has been met?
Cashable
benefit type
Non-
cashable
benefit type
PROGRESS UPDATE
/15 that as well as the desks
for employees that are
based in that office, there
are "touchdown" areas
with workspaces for
visiting employees.
There are docking
stations connected to the
network and print
facilities.
Efficiency
resilience desks for visiting employees
set up in Oban
WD
/16
I speak to a member of
employees who tells me
that since the new ways
of working were
introduced, they are
happier in their work and
feel more independent
and empowered to carry
out work tasks. They
also tell me that they get
all the support they need
and discuss work related
issues with their manager
more frequently than they
used to.
Increased
Efficiency
Empowered
workforce
WFD Change Management
Workshops have been rolled
out to Oban Managers to help
them make the cultural change
necessary to manage Agile
workers. Workshops to date
have received very positive
feedback
WD
/17
I speak to a manager
who tells that since the
introduction of mobile,
flexible and home
working they now make
regular contact with
employees members in a
more structured way to
discuss work in progress,
agree priorities and set
objectives. This contact
is in the form of team
meetings, one on one
meetings, phone calls,
web conferences etc.
Increased
Efficiency
Empowered
workforce
New Office communication
tools rolled out to Oban
employees. Training on these
tools is available to all
employees.
WD I speak to a manager Increased Empowered WFD Change Management
Process for Change – Year 1 Review
34
Workforce Deployment Project Year 1 –
Success Criteria
Ref
No
Project Outcome –
What will tell me that
expectations/success
has been met?
Cashable
benefit type
Non-
cashable
benefit type
PROGRESS UPDATE
/18 who tells me that since
the introduction of
mobile, flexible and home
working, they have had
to adopt a more proactive
management style. They
tell me that he sees this
as very positive.
Efficiency workforce Workshops have been rolled
out to Oban Managers to help
them make the cultural change
necessary to manage Agile
workers. Workshops to date
have received very positive
feedback.
WD
/19
I speak to a member of
employees who tells me
that they now receive
work instructions on a
mobile device. This
saves time in making
phone calls and travelling
to and from the office.
They tell me that some of
their electronic
instructions come straight
from the CSC and some
direct from the back
office.
Increased
Efficiency
Not part of WFD
implementation in year 1.
WD
/20
I visit a member of
employees who works at
home. They have a
dedicated work station,
complete with full access
to the Council's network
and a printer. They can
get other peripherals if
they need them.
Increased
Efficiency
Martin Matheson is set up fully
to work from home on Uist.
WD
/21
I speak to a member of
employees who tells me
that they make more use
of certain skills since the
introduction of mobile,
flexible and home
working. These include
personal organisation,
time management and
some new IT skills. They
Increased
Efficiency
Empowered
workforce
The new office communication
tools and VOIP headset mean
employees can use both hand
while talking on the phone.
Presence allows employees to
see if someone is available for
a telephone call before
expending time calling them,
additionally employees do not
have to dial telephone
Process for Change – Year 1 Review
35
Workforce Deployment Project Year 1 –
Success Criteria
Ref
No
Project Outcome –
What will tell me that
expectations/success
has been met?
Cashable
benefit type
Non-
cashable
benefit type
PROGRESS UPDATE
tell me that they feel
more productive than
when working in the
traditional ways.
numbers to access their team.
VPN access available on
request for Oban employees
WD
/22
I speak to a manager
who tells me that
employees are able to
spend more time on
productive work. The
employees take more
responsibility for their
work and time
management.
Increased
Efficiency
Empowered
workforce
VOIP, VPN and broadband at
home available to Oban
flexible workers.
WD
/23 I visit a council office and
witness an environment
free of paper work and
clutter. A employees
member tells me that this
is a nice environment to
work in.
Environmental
benefits /
workforce
sustainability
As part of the employees
moves and creation of team
zones there is a limited area of
space for employees to work in
and limited team storage, this
has meant employees have
had to clear out all clutter and
old paperwork and keep only
what is essential. Files are
now stored electronically
where possible.
WD
/24 I meet an HR
professional who shows
me a copy of the
Council's Flexible and
Home Working Policy.
Workforce
sustainability
Agile Work Options Policy and
Procedure Part One is
available on the WFD web
page on the HUB and access
to the procedure is also
available via the Elearning
training.
WD
/25 A member of employees
working from home
shows me a copy of the
risk assessment carried
out prior to commencing
work.
Workforce
sustainability
As per the Agile Work Options
Policy and Procedure Part One
all employees must complete a
home risk assessment before
they are provided with a
Council broadband connection
or VPN access from home.
3.3 Budget/Spend against Business Case allocation Customer Management:
Process for Change – Year 1 Review
36
Business Case Allocation
Forecast Spend to Year End
Variance Notes
Project Team £157.6k £137k -£20.6k New recruits at bottom of scale reduced wage bill.
ICT Capital (MGF3)
£304k £130.7k -£173.3k Web Software was Open source and no monies spent on Citizens Account
CSP Upgrade £50k £49k -£1k Within tolerance
ICT Maintenance
£33k £7k -£26k Savings made on well negotiated support contracts.
Total £544.6k £323.7k -£220.9k under spend
Capital under spend to be carried over to Yr2 to fund further web development and self service telephony system
Workforce Deployment:
Business Case Allocation
Forecast Spend to Year End
Variance Notes
WFD Revenue - Project Team
£216K £57K -£159K under spend
New recruits were not hired till end of calendar year. 1 x Nov, 2 x Dec. All are on FTC, budget to be carried over to Yr2 and Yr3 to fund contracts. Updated forecast provided to finance. £77K under spend to support additional workstation changes required.
WFD Revenue - Project
£235K £60K -£175K under spend
Underspend due to much of the revenue budget associated with capital spend not being required until yr2, additionally £58K is to support broadband at home and as per note under capital this won’t be required until later. Underspend to be carried over to yr2 and yr3.
ICT Capital £293K £143K -£150K under spend
£80K offered an saving – training system originally planned not required as alternative training solution provided at significant cost saving. £70K under spend to be carried over to yr2 and yr3 as it is still required until confirmation we have GESG approval for broadband solution
Total £744K £260K -£484K under spend
£404K Capital and revenue under spend to be carried over to Yr2 and Yr3. £80K Capital under spend offered back as saving, finance informed
3.4 Benefits (cashable & non cashable) 3.4.1 Customer Management
Process for Change – Year 1 Review
37
Cashable Savings
The Customer Management Business Case detailed £28k worth of cashable savings in Year
1 based on having 4 FTE saving in administrator employees for the last quarter of the year.
The assumption being that the Social Work BPR would be complete by December 2010.
Although the transfer of Blue Badge administration was completed in February, the main
Social Work BPR will now go live in May 2011, hence no cashable savings have been
claimed for this.
There were however £14k of cashable savings from cancelled support and maintenance
costs for ICT solutions rendered obsolete by new Customer Management project solutions
and these savings have been realised going forward.
Non Cashable Savings
Customer Service improvements are the main rationale for the Project and there have been
a number of benefits introduced by the project, including:
1. Introduction of a proactive mail shot claim form to 697 customers who our benefits
system told us were eligible for Clothing & Footwear Allowance and/or Free School
meals and the ability to apply for these by telephone or at Customer Service Points
2. Securing of council compliance with the EU Services Directive and the facility for
customers to apply and pay for 37 licences online via our website licensing A-Z
3. Introduction of a new Corporate Complaints system and single complaints hotline to
make it simpler for customers to know when they believe our service has not met their
needs and to track progress of their complaint.
4. Introduction of a new Members case logging system linked to dedicated back office
administrators to allow members to log, track and receive data on the ones they have
raised on behalf of constituents. The CSC has developed a system that is being used
by a number of other councils.
5. Facility for customers to seek information on, apply for and pay for blue badges by
telephone at CSPs and to a single, central postal address. Badges can now be created
on Mull and Islay where before these locations required a postal service.
6. Introduction of a new, function rich intranet site (the Hub) for council employees to
enhance the provision and sharing of information, topical news and transactional
activity by council employees.
7. Introduction of a new, next generation web content system and web site with support,
performance reporting, governance and content currency management that provides
the platform for topical, accessible and transactional interaction with customers going
forward.
8. Implementation and trained developers for a new corporate software integration tool
NDL that has the capability to allow any one of our ICT applications to exchange
information with another and so facilitate joined up data sharing.
Process for Change – Year 1 Review
38
9. Introduction of a new Text in channel of access for customer enquiries direct to the
Customer Service Centre (07624808798),completing the full range of access
channels. The new corporate text service can also be used for outbound text
campaigns by any Service.
10. The upgrade of customer service points to have a common branding, facilities and ICT
services, including new signage, PC self service points and standardised opening
hours. The upgrades included the implementation of a wholly new CSP at Oban.
11. The implementation of a new electronic display screen network across the councils
CSPs and other offices, to allow the display of topical information aimed at those
customers who tend not to use the web but still prefer face to face contact.
12. Development and launch of a Customer Charter defining for the first time the common
standards of customer care that can be expected by customers and the introduction of
an independent method of measuring that performance and reporting it, using a
Mystery Shopping exercise.
13. Introduction of the National standard for Scottish public sector customer satisfaction
measurement – the Customer Satisfaction Measurement Tool, now available to all
services via a toolkit on the intranet.
14. Procurement and implementation of a corporate call logging system for the tracking
and reporting of call answering performance at team and organisational level. This will
be linked to the intranet in year 2 so Managers can readily view their own team’s
performance in how they answer customer calls.
15. Implementation of a nationally recognised professional qualification for Customer
Service employees aimed at recognising and improving performance – the Customer
Service Professional Qualification, which currently has 24 students studying on it.
3.4.2 Workforce Deployment
The benefits and advantages for the Council, its employees and customers in implementing
the workforce deployment project are:
The adoption of new work styles drives efficiency – flexible working increases efficiency. It
frees up unproductive time such as travelling to meetings. It makes systems, knowledge and
data available from any location making it easier and quicker to respond to requests for
information from colleagues. Office space reduction – The adoption of flexible workstyles
can significantly reduce the requirement for office space through the adoption of new
working practices. Workforce Deployment can potentially release significant office space
allowing the Council to consider the possibility of rationalising properties and reducing its
overall property costs.
Reduced absenteeism - Many other organisations in both the public and commercial
sectors have found that the adoption of new work styles and working practices reduce
absenteeism. They have discovered that flexible and home working employees experience
Process for Change – Year 1 Review
39
improved well being and reduced absenteeism. Any reduction in absenteeism will also have
the effect of less stress on colleagues who cover for absence, less money to pay for
replacement employees and increased efficiency in providing services.
Non Cashable Savings
An empowered workforce – The adoption of new work styles can be daunting for some
employees, especially those who may be remote from colleagues for more than a few days.
However, if successful it can also provide a feeling of self sufficiency and empowerment if it
is combined with a move from ‘input performance measures’ to ‘outcome performance
measures’. Middle managers could initially feel uncomfortable with the idea of not seeing
their employees every day. Objective based management techniques sit alongside the
adoption of new work styles and if combined with the implementation of SMART outcome
based measures at the team and individual level where possible and can result in
employees having an increased satisfaction with their job resulting in enhanced motivation
and productivity, better customer service delivery and the ability to recruit and retain
experienced trained and qualified employees.
Operational Resilience - Flexible working on a large scale introduces many opportunities
for working in a different way and delivering operational benefits. The ability to work from
home or from any location means that the Council can quickly adapt to unusual situations
more effectively building upon current arrangements the Council has in place to cope with
adverse situations.
Workforce Sustainability - There is strong evidence from European wide surveys that
flexible working arrangements are attractive to potential employees. It can be an effective
tool for recruitment and retention especially for employees with special needs such as home
care arrangements. Also, it can be used as a way of providing highly flexible working hours
to combat, for example, peaks in Customer Service Centre work load.
Environmental Benefits – The associated reduction in travel through the adoption of more
flexible workstyles will reduce the amount of carbon emitted and the amount of fuel used.
The potential reduction in the number of Council offices could also further reduce lighting
and heating costs. There will also be a reduction in paper, print consumables, office
equipment and furniture, and therefore a reduction in carbon emissions through
manufacturing and delivery
Cashable Savings – WFD Summary
Year 1 Year 2 Year 3 Summary Total
Head of Service Total
Savings No. of People
Total Savings
No. of People
Total Savings
No. of People Total £'s
No. of People
A Gilmour £9,827 .35 £46,682 1.67 £12,312 .44 £68,821 2.46
C Reppke £272 .01 £1,082 .04 £285 .01 £1,639 .06
C Walker £2,231 .08 £11,200 .40 £2,954 .11 £16,385 .59
D Dunlop £5,531 .20 £27,662 .99 £7,295 .26 £40,488 1.45
D MacVicar £5,197 .19 £28,207 1.01 £7,439 .27 £40,843 1.46
J Orr £2,200 .08 £10,423 .37 £2,749 .10 £15,373 .55
J Fowler £178 .01 £1,047 .04 £276 .01 £1,501 .05
J Robb £7,327 .26 £39,286 1.40 £10,361 .37 £56,974 2.03
D&I Directorate £1,299 .05 £4,137 .15 £1,091 .04 £6,528 .23
M MacFadyen £677 .02 £4,123 .15 £1,087 .04 £5,887 .21
Jim Smith £2,903 .03 £15,243 .54 £4,020 .14 £22,166 .72
Kilbowie House Mothballed --- £55,000 --- --- £55,000 ---
£37,642 1.28 £244,092 6.76 £49,869 1.79 £331,605
9.81
Process for Change – Year 1 Review
41
3.5 Additional achievements beyond original scope
3.5.1 Customer Management Additional Achievements
• Upgrade of the Lagan CRM System to the latest V7.0 with new functionality to support channel shift and enhanced back office working.
• Introduction of a new corporate text service with text campaign facilities and text to email capability, using the JANET text service.
• A new licensing A-Z has also been built on the web site to allow customers to readily identify and access a wide range of council licenses and permits from across all Services.
• Sign up of ABC to the national Customer Satisfaction Measurement Tool standard and toolkit, which is now available to all Services on the intranet.
• Procurement and implementation of an effective corporate telephone traffic performance management system (Commsware) which allow managers to readily view how effectively their teams handle telephone calls.
• Provided expert input to design of customer facing facilities at the new Helensburgh office, leading to significant improvements to layout and facilities.
3.5.2 Workforce Deployment Additional Achievements
• Provided analysis and informed design decisions to support the Helensburgh Office Rationalisation Project. Completed Job Role Analysis for 178 employees and completed storage audit for all Services located within Helensburgh.
• Provided strategy, design and information to complete Workforce Deployment Web Page.
• Completed design layout plans to support relocation of employees from WHHA leased building
• Incorporated the booking of “pool cars” into the booking/reservation system
• Provided space standards, advice and budget to support Lochgilphead office moves
• Significant cost saving achieved by collaborating with Improvement Service and
other Council on creating training materials. • Conducted a Bat survey within the Municipal building to prove there were no bat
roosts as reported by a constituent.
• Specialist engaged to treat dry root discovered within Municipal Buildings proposed link corridor.
• Provided WFD awareness training to stakeholders engaged with the new Helensburgh Office Rationalisation Project.
• Cleared and relocated artifacts and paintings associated with the old Council Chambers and safes at Municipal building, Oban.
4.0 Risks
Risks and issues were continually monitored and managed throughout year 1. At
the close of year 1 any risks and issues remaining open will be carried forward and
managed in year 2.
Process for Change – Year 1 Review
42
4.1 Outstanding Risks as at 1 March 2011
4.1.1 Customer Management
CURRENT RISKS / ISSUES
Risk
ID
Description Prob Imp Action / Progress Trend
CM1
Lack of support from senior
management 1 3
Seek early, wide ranging and ongoing
involvement in the vision and outcomes of
the Project and communicate regularly with
management throughout the process, as
outlined in Communication Plan. Ensure the
Project Board is fulfilling its responsibilities in
this respect. Provide regular updates to the
transformation Board
STABLE
CM2
There is insufficient clarity about the
vision for the council, and as a result
the CM project does not fit with an
emerging vision
1 3
The Council Improvement Plan and
transformation Board structure has been
produced to determine the focus and
Improvement agenda and the creation of a
Customer Service Directorate shows the
importance of the customer service and so
the CM Project in that vision. SMT reinforced
need for CM BPR to be part of any Service
Review
STABLE
CM4
Initiatives fail to identify and realise
the level of savings required to justify
investment in the programme
3 2
Project team trained on benefit realisation.
Activity has base lined current channel
volumes and standards via Mystery
Shopping.
Web scorecard and tools in place for channel
shift measurement.
Benefit realisation plan and Sign up Paper
approved by Project Board/SMT. Benefits
can also be claimed as part of Service
Review Savings. Escalation via Project
Board.
STABLE
CM5 The council cannot / will not invest
the funding required to implement the
project
1 2
Funds now allocated to 90000050000 and
90000080000. Budget being actively
managed, Capital under spend being carried
forward for ring fenced MGF3 funds.
STABLE
CM6
Resistance to cultural change may
impact on delivery of programme 2 2
Employees engaged in design aspects of
BPR and CSP upgrades. Positive promotion
of training opportunities like CSPQ and
improved customer view of the Council. No
issues with 1st BPR of Clothing Grants/FSM,
or with Registration, blue badges or
Licensing
Workshops held with Social Work to ensure
service related buy in to process. Comms
Plan for launches of successive BPRs being
STABLE
Process for Change – Year 1 Review
43
developed.
CM
18
Successful implementation of the
NDL Integration System that
supports migration of Social Work
processes to the CSC will require a
dedicated 1FTE developer resource
in ICT.
That resource must be in place if the
integration to Carefirst is to occur as
planned.
2 2
NDL system has been procured on the understanding that ICT will provide Developer resource with funding to come from the PfC budget.
Andrew Allan has assigned David Girling as lead resource and training was held with NDL 16/18 November. Built system is now in test and will be in place for April SW launch.
STABLE
CM
21
The current Proteus call logging
system is not able to capture call
volume and duration metrics
accurately enough to support
benefits realisation and performance
reporting needs. It was not designed
as a performance tool.
2 2
Procurement complete for new tool to measure telephony performance. Commsware awarded contract and is currently being implemented. Full roll out to line managers via intranet in year 2.
DOWN
CM
24
Social Work will be unable to provide
enough expert resource to support
the SW BPR activities due to SWIA
and Service Review commitments.
2 2
Design phase completed with good input from knowledgeable SW admin workers and Design Approvals meeting held 25th October which reached consensus to allow build phase of BPR to proceed. Next resource input will be for testing and approvals of built system and names have been given for this phase.
UAT now well advanced with assistance from SW leads.
STABLE
CM
25
Delayed implementation of the Self
Service Portal will jeopardise the
transactional capabilities of the new
Website.Need this in place to realise
investment in Lagan Citizens Portal.
3 3
Steria related issues found in testing have been resolved, but upgrade to version 7.0 of Lagan has caused issues with the Authentication Log on. These have been resolved but pre live testing showed issues with SSP and the councils DMZ which are being worked through.
RED
IMPACTED
CM2
7
Planning & Regulatory Services will
be unable to provide enough expert
resource to support the SW BPR
activities due employees reductions
and current Service Review
commitments.
2 2 Nominated leads appointed for Legal and Regulatory elements. Information provided to populate new Licensing A-Z. FAQs still being developed and core web material on new in scope licenses. September 2011 go live date agreed with Director for PlanningServices.
STABLE
CM
28
Change overload in CSC on top of
operational commitments may delay
test and roll out of new initiatives.
SW, Licensing, Registration, V7.0,
Appointments system, Text System,
Members Portal and Revs and Bens
upgrades are all due to occur in the
next three months. There is
2 3
Year 2 Programme agreed with CSC Mgt Team and joint Project – CSC Team meetings held regularly to ensure alignment and change capacity management.
STABLE
Process for Change – Year 1 Review
44
insufficient resource to service test
and training requirements.
CM
30
SW BPR may pose a risk to Social
Work in terms of operational practice,
particularly in the areas of Adult and
Child Protection arising from failures
that a centralised system could
create.
2 3
A separate Risk Register has been developed specifically for this BPR. Countermeasures include intensive engagement with SW in the development of processes, core systems and information deployed in support of the BPR, detailed user acceptance testing, SW overview training and a risk based migration of work.
STABLE
CM
31
NDL 2 way integration to Carefirst
has identified that data returning from
Carefist is not consistent due to
“frames” construction of that
software. NDL has promised a
software patch to address the
problem – if it does not work the
quality of the integration may be
impaired.
2 3
NDL has given ABC ICT an advance beta version of their software patch to test and see if it will rectify matters. ICT undertook Patch w/c 14
th Feb and it did resolve issues but we
await the released version of the patch before removing risk.
STABLE
4.1.2 Workforce Deployment
Risk
ID
Description Prob Imp Action / Progress Trend
27 Successful creation of the Oban
CSP requires all IT equipment
removed per the Municipal
building plan design. IT survey
has found live equipment in
interview one e.g. BT switch
supplying Kilbowie House and a
number of other BT lines.
2 2 Numbers that are no longer active have been identified, however further work needed to identify if the live numbers are actually needed. A Fleming working with IT to identify and track live numbers, once we have compiled list HoS will be contacted to get numbers checked. Completed IT to get BT or contractor to identify active incoming lines on TJF and re-terminate in smaller box. Completed Upgrade of interview 1 to be carefully timed allowing Kilbowie House employees to be relocated before the BT equipment supplying them is removed. Ongoing cant happen till
DOWN
Process for Change – Year 1 Review
45
employees moves are completed at end of March and Kilbowie is Mothballed
30 Some Applications are not yet
certified or are unable to operate in
a Windows 7 environment. This
has meant rolling out new
equipment to Users with Windows
XP installed instead. (This is a
problem many Councils and
organisations are currently facing)
It is unlikely that this will cause an
issue with the OCS or LYNC roll-
out, but will be tested.
Subsequently moving to Windows
7 from Windows XP will require a
rebuilding of the software on the
Lap Top or PC.
3 1 A matrix of all Applications and their compatibility with Windows 7 is being compiled by A&B Applications / Service Desk to determine the scope of the Windows 7 incompatibility issue.
ONGOING
5.0 Lessons Learned
There are a number of common lessons learned from the individual workstreams and some
key lessons that apply to the programme as a whole:
1. Moving forward there is a need for better integration of Process for Change within the
overall Transformation Programme and service review process. This will enable the
Process for Change projects to provide alternative methods of service delivery
whether through alternative channels or by alternative working arrangements
enabling savings to be identified and realised.
2. Resourcing the project teams from the Business Improvement Team and dedicated
officers from the services directly impacted has proved an invaluable approach to
implementation and enabled the project managers to keep the projects on schedule.
3. Outposting the projects to Customer Services ensured projects were aligned to the
business needs of both Customer and Support Services and Facility Services and
focused in their improvement plans.
Process for Change – Year 1 Review
46
5.1 Customer Management Lessons Learnt
Project Stream Learning Event Future Recommendations
Process
Improvement
Positive Event Having a dedicated ICT Team project lead has
proved an invaluable asset and helped liaison,
procurement and problem solving activities.
All ICT rich projects to have a nominated ICT project liaison,
to facilitate procurement and implementation activities and
become a formal member of the project team.
Process
Improvement
Learning
Opportunity
BPR user acceptance testing and approvals was
geared towards the Services who were the
subject of the BPR, however it has proved equally
important to have formal UAT and approval from
the “receiving” team, in this instance the CSC.
This prevents rework and gives a clear
development cut off and transition to live.
Project BPR methodology to be updated to include dual testing and approval documentation the covers both the donating service and the accepting service. A formal hand off point will then exist between project team and operations.
Process
Improvement
Learning
Opportunity
Although comprehensive communication plans
have been put in place for major launch events
the production and quality assurance of detailed
comms products was largely undertaken between
the project team and Communication Team. It is
clear that the detail of such products would be
further enhanced by being run past the
operational teams affected
Quality assurance of key communication products should
extended to include operational teams affected. For the CM
project this includes the Services and the CSC.
Process
Improvement
Positive Event The new NDL software integration tool is proving
very successful at integrating Lagan CRM to
Carefirst and allowing a two way exchange of
information between these systems without the
This cost effective and easy to develop integration solution
should be considered by other projects and Services as a
way of joining up systems so they can talk to each other.
Enough time should be allowed in project plans for the
Process for Change – Year 1 Review
47
need for adapters etc. development based on the experience of the CM project.
Training and
Standards
Positive Event A pilot was held for the Customer Service
Professional Qualification which produced a
number of recommendations to enhance the
recruitment, induction and support of candidates
and which will hopefully reduce the fall out rate.
Introduction of a new corporate wide initiative can benefit
from a focused pilot to drive out improvements and reduce
operational drawbacks. Often the pressure to implement can
short cut such a measured approach.
Training and
Standards
Learning
Opportunity
The capability to measure whether or not
performance management standards were
improving was not in place at project inception
and considerable effort has gone into putting
systems in place to address this, yet this effort
was not part of the core project deliverables.
Where a Business Case identifies improved standards or
behaviours as key outcomes for a project, the method for
measuring these improvements should either be in place or
the effort to put them in place should be recognised within the
PID deliverables.
Web
Improvements
Positive Event The investigation, testing and implementation of a
open source software solution for the new Web
Content Mgt system proved to be a low cost, high
quality solution that has saved £70k in licence
fees whilst not compromising quality.
Open source should be considered as a standard option for
future software procurements.
Web
Improvements
Learning
Opportunity
Establishing a Self Service Portal for customer
requests to feed directly into Lagan CRM and be
actioned as cases has proved to be difficult as the
core product was affected by the upgrade to
Lagan V7.0 and because it is hard to get
competing suppliers to work in concert on shared
code to achieve a desired outcome.
Third party suppliers should only be utilised to develop code
for an existing product in exceptional circumstances and with
adequate safeguards regarding additional work to take
account of upgrades and other code related changes.
Web Learning There was a delay in procuring the support Projects who procure software support from a different
Process for Change – Year 1 Review
48
Improvements Opportunity services for the new open source CMS, which in
turn delayed training of the Web Team. This was
because support was procured from a different
company to the core product.
company to the supplier of the core software should take
care to procure the separate support as soon as possible so
this does not contribute to any implementation delays.
CSP Upgrade Learning
Opportunity
The schematics completed by Property detailing
the proposed location of new display screens and
cabling points were not comprehensive enough
and a number of locations had to be changed at
the last minute once workmen got to site and
identified the issues.
All drawing schematics should be accompanied by a
photograph of the as is position for each elevation so that any
issues can be spotted by other stakeholders (ICT etc.) before
to be plans are finalised.
CSP Upgrade Learning
Opportunity
The appointed contractor continually failed to
provide a schedule of works for over 6 weeks after
they had been appointed and Property seemed
powerless to get them to produce one.
All property works contracts should include a penalty clause
for non production of a detailed schedule of works within an
agreed timescale, to give Property Services some teeth to
hold them to account for non delivery.
5.2 Workforce Deployment Lessons Learnt
Project Stream Learning Event Future Recommendations
Property Learning
Opportunity
Employees working in the Municipal Building while
it was undergoing major construction work were
inconvenienced with the escape of fine dust to
their office areas, in addition as work progressed it
became clear that some areas above or below the
construction areas could be compromised. These
issues resulted in additional costs to continuously
Decant employees above and below construction areas to
temporary offices at the outset. Build continuous deep clean
requirements into contractor’s contracts where escape of
dust prevails. Request Council cleaning employees perform
additional cleaning while construction work is ongoing.
Process for Change – Year 1 Review
49
deep clean the building and decant employees to
temporary office areas.
Property Learning
Opportunity
Although designated leads for each building were
assigned to attend site meetings and keep
employees up to date on construction progress
there were periphery groups that were slipping
through the loop. This was largely due to the fact
that the lead for each building worked within a
different Service.
Ensure clear line of communication to all Service areas within each building. Invite representatives from all Service areas to attend kick off meeting before start of construction work, conduct regular update meetings and invite attendee’s for all impacted areas within building.
Property Positive Event IT team supporting employees moves have been
deemed to be professional, helpful and quickly get
employees back up and running in their new office
areas. This is due in part to the preparation
conducted for the employees moves, including
detailed plans for each member of employees,
their equipment, where they are being located to
and their IP and equipment data.
Continue completing comprehensive moving plans to ensure
smooth transition of employees to new team zones.
Schedule regular update meetings with IT and inform them in
plenty of time when moves are happening.
Property Positive Event McQueens removal employees have been praised
for being organised, professional and helpful.
This is due in part to the preparation conducted
for decants, including providing McQueens with
detailed plans of all employees and equipment
that are moving as well as conducting a site visit
before scheduled moves.
Continue completing comprehensive moving plans and
involving removal company to ensure the smooth transition of
employees to new team zones. Schedule site visit before
planned moves.
Property Learning
Opportunity
Team zone desk layout plans had most of the
desks facing the wall. In reality when the new
Listen to employees feedback on layout plans before
performing any upgrade works, as a rule do not design new
Process for Change – Year 1 Review
50
team zones were set up employees moved their
desks as they did not like facing a wall. Although
we were fortunate with the Oban team zones
changing desks after electrical supply and
network points have been installed could result in
a health and safety issue.
team zones with desks facing the wall.
Property Learning
Opportunity
After CSP drawings were approved risk
assessment was conducted and requests were
made to change location of the reception desk,
this resulted in new plans having to be drawn up
and delays to the project.
Ensure Service areas understand the impact of late changes
to agreed plans before they sign off. Risk assessments
should be conducted by Service areas before they agree
proposed plans.
Property Learning
Opportunity
After construction work had almost completed and
security systems were installed as per the
approved diagrams request were made from
customer management to relocate security
controlling equipment to the back office. This
resulted in remedial work and additional costs.
Ensure Service areas understand the impact of late changes
to agreed plans before they sign off. Service areas should
pay for any changes after works have been installed.
HR Theme Learning
Opportunity
WFD awareness sessions were rolled out to all
Oban employees, however many of the
employeess line managers are located in a
different location. This meant they missed out on
awareness sessions.
Rollout awareness sessions to impacted employeess
managers before employee’s to ensure buy-in and
understanding of WFD
HR Theme Positive Event The face to face WFD Managers workshops have
been received very well and help managers
understand how they can impact the cultural
change that is necessary to make WFD
Conduct WFD Managers Workshops at the start of Dunoon
implementation this will ensure early buy-in from
management team.
Process for Change – Year 1 Review
51
successful
HR Theme Learning
Opportunity
Although WFD is a key initiative for the Council
not all services appear to have taken ownership or
cascaded the principles down to their managers
and workforce. As a result additional time has
been required for the delivery of workshop
sessions to raise awareness.
WFD Managers Workshops and awareness sessions for
managers will be conducted at the start of Dunoon
implementation. This will provide managers with the skills
necessary to take ownership of cascading information and
decisions to employees. Managers will be integral in
determining their employeess future workstyle and
completing the job role analysis.
IT Learning
Opportunity
The installation quality of IT WIFI equipment and
cabling was performed by inexperience
employees and not of an acceptable quality
standard. This resulted in remedial work having
to be conducted several times before work was of
a quality standard.
Ensure adequate training is available by IT for employees
installing WIFI equipment and cabling, detail plans available
to employees of what constitutes an acceptable standard.
Where possible when rooms are being upgraded get the
electrician to install network points.
IT Learning
Opportunity
There was no up to date record of employees’s IT
equipment, IP addresses and telephone numbers.
This resulted in WFD employees having to collate
this information for Oban employees. IT have
subsequently implemented a corporate database
to record such information.
IT should keep and maintain their corporate database so it is
up to date at all times.
IT Positive Event Awareness sessions on the new office
communication tool – Microsoft Lync 2010 was
received very well by employees.
Continue awareness session for all Council locations