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

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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


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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


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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.


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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


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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


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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


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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.


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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:


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.


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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


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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:


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


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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.


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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


February 2011. Achieved.

4. Training & Standards


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


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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


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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


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:


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


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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


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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:


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


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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:



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


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


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.


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


22


ID NO


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.


23


ID NO


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


24


ID NO


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


25


ID NO


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.


26


ID NO


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.


27


ID NO


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.


28


ID NO


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


29


ID NO


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.


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


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


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



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


31


Success Criteria

Ref

No

Project Outcome –



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.



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.


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


32


Success Criteria

Ref

No

Project Outcome –



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



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



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


33


Success Criteria

Ref

No

Project Outcome –



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



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


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


34


Success Criteria

Ref

No

Project Outcome –



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



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



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


35


Success Criteria

Ref

No

Project Outcome –



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


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


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:


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


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.


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.


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


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


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.


42

4.1 Outstanding Risks as at 1 March 2011


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


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


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


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


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.


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


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


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.


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


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.


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