target operating model - surrey · the target operating model (tom) sets out the organisation we...

Target Operating ModelHigh level summary

Version date: 22 November 2018

2

The Target Operating Model (TOM) sets out the organisation we aim to become – so that we are fit for purpose and can

best deliver outcomes for residents with the resources available

The TOM builds on the vision for Surrey in 2030, the suite of strategies (organisation, financial, people) and the transformation

business cases. It creates a common understanding of how the council will operate – within and across functions - and the

overarching design principles that will guide this.

Purpose of the TOM

SCC 2030

vision

The vision sets out the ten ambitions for people and place, and the four strategic

principles that will be applied to enable delivery for the people of Surrey. The focus

throughout transformation will be on financial management, culture, people, becoming a

digital Council, customer experience, commissioning, data and insight, property and

governance.

The TOM sets out how to

transform the Council’s ways of

working and culture, and redesign

how services are delivered to

revolve around customer

experience

Transformation

business cases

A set of transformation business cases have been agreed to deliver significant savings

and reductions in budget pressures from 2019/20 onwards. They cover all the major

areas of Council activity and spend and a number key enabling capabilities.

The TOM brings together the

transformation business cases,

creates cross-organisation working

and aligns them to a consistent

end state

Delivery of

benefits

The delivery of savings and benefits is increasingly critical and urgent. Immediate tactical

savings to release quick financial benefits are being balanced with long-term strategic

savings and investment.

The TOM enhances financial

benefits by creating more

consistent digitisation,

consolidation and economies of

scale

3

TOM development so far

Developing and delivering

The design principles and transition states will

be further communicated, developed in more

detail and delivered through a range of projects

and initaitives. Progress will be assessed at sic

monthly intervals.

High level TOM design

Developed a high level TOM design which sets out

the componants and capabilities of the organisation

that we will develop over a number of stages, or

transition states. Business cases have been

aligned to the TOM componants at a high level

Core Design Principles

Developed and agreed a high level set of core

design principles that we can use to shape and

test all design all activity across the

transformation programme

September 2018 October-December 2018 January 2019 onwards

See slide 4 See slides 5-13 Focus of work now

We will test all design activity across the transformation programme against the principles below.

TOM core design principles

Service Design

All service design focuses on prevention and early intervention,

therefore avoiding reliance on less effective and more

expensive statutory services

All service design enables individuals and communities to help

themselves and each other

All service design evaluates opportunities to work in partnership

to improve outcomes and value

Digital DesignDigital by design - we fully exploit digital capabilities in all we do

Finances Operate within available resources

Customer

Customer contacts and enquiries to be online or via single

contact centre, augmented by specialist contact arrangements

where these are considered necessary to best serve a specific

client group

Commissioning

All commissioning through the new strategic approach and

framework, ensuring it is co-designed with residents and

evidence based

Data and

insight

Data and insight to be captured and used in decision making at

all levels, enabling evaluation of impact and value

Property

All new and refurbished property to be multi-use for Council

services and wherever possible also shared with partners

Leadership

Clarity on the leadership and impact required in all roles, with

structured accountability for delivery on performance and

quality, finances, and people and culture

Organisation

Organisation structured with 6 spans and 6 layers as default

Cross cutting disciplines (inc. commissioning, project

management, data analytics, research, business support) to

be organised consistently using a head of profession and

centre of excellence model

People

A smaller, more productive and highly motivated workforce

which is flexible and mobile (able to operate with a desk ratios

of 10 to 5 as a default maximum)

Process

Processes are lean and are standardised where opportunities

exist, with any that do not add value stopped

Governance

All governance proportionate to risk exposure, underpinned by

effective democratic processes and partnership arrangements

5

The overall TOM design describes “what” the council will be doing in the future – the componants of the organisation (not a structure

diagram) and the capabilities that will need to be developed (next slide)

Overall TOM design

6

Capabilities required in each TOM component

Provides information, intelligence and insight to a range of customers including

businesses, partners and staff within the organisation, to create a single version

of the truth, based on data that is of robust quality. It enables decision making

across the Council based on evidence.

ORBIS

Business & admi

n support

Stores &

distributio

n

Fleet & plant

management

Health &

safety

Master data

management

Strategic &

democratic core

Brings together the key capabilities of the Council to define its strategy, priority

aims and vision, and manage/support the delivery and monitoring of those aims

through a golden thread of KPIs. It will help the whole Council to think forwardly,

have a consistent approach. The role of Members sits at the heart of this.

Business

intelligence

Commissioning &

decommissioning

A consistent framework of business processes through which the Council makes

decisions about what it will deliver to achieve its strategic objectives, and how it

will deliver and manage those products/services. This includes commissioning,

de-commissioning, procurement and contract management.

Service delivery Services directly delivered by Council staff or indirectly through commissioned

partners/providers to residents and businesses.

Customer access

& management

Access point for customers (residents, businesses, partners) that gives a

consistent customer experience, service and outcomes across all channels. It

uses information intelligently to give a holistic view of the customer, and to

decide whether and how services are provided using rules based-assessments

Community,

partners & social

capital

Facilitates residents, communities, partners to work together to create and

strengthen Surrey’s ecosystem of assets. This component focuses on building

resilience in communities, empowering residents to support themselves and each

other, and creating opportunities in local areas.

Enabling &

support services

Standardised and consistent processes that are delivered in centres of expertise

(CoEs), to support the Council in operating effectively on a day-to-day basis,

taking advantage of economies of scale.

7

The TOM will be developed over time through a number of stages, or transition states. The planned transition states have been

developed at a high level so far and these are presented in the slides that follow.

As we progress the work these will be adapted to refined in more detailed plans, in order to reflect the progress made and any new

challenges and opportunities.

TOM Transition States: high level

8

The TOM and transformation plans will have a series of transition states

Communications to whole organisation issued

Activity baseline and detailed design complete

Telephony contact consolidated and children’s front door live

BI, PM, Research and Commissioning CoEs in place

HR and Finance restructured

Potential measures for successEnhanced capabilities in place

Staff understand strategy and what the KPIs are for success

across all layers, linked to the Surrey Vision for 2030

Early benefits release

Increased insight on customers and communities

Benefits tracking established, members and staff bought in

Simple transactions for all services live

Some agile working in place

Online communities live with IAG from partners

BPRE and Business Support CoEs in place

Whole cycle commissioning in place

Reduced demand into services and for contact

Continued benefits release

Increased proactive decision making

TOM brought to life for all service areas

Increased continuous improvement activity

Transactions with complex technology for all services live

Proactive information to targeted communities

Growth projects live

Some new service delivery models in place

Complete suite of BI dashboards live



Improved outcomes for harder to reach groups

Increased productivity and staff morale

Staff still have clarity on strategy and KPIs

Complex practice interactions live for place services

Some dedicated resource active in communities

Further new service delivery models in place

Joint commissioning with partners live

CoEs fully live and being continuously improved


Improved support for community groups

Increased customer satisfaction


Continued productivity increase

Complex practice interactions live for people services

Targeted work with partners for hard to reach groups

Further new service delivery models in place

Shared BI approaches with partners

Strategic alignment and some delivery with partners


Improved outcomes for hard to reach groups

Improved partnership working and relationships


Continued productivity increase

T1

T2

T3

T4

T5

March

2019

October

2019

March

2020

October

2020

March

2021

The graphic and table on this page

describe the level of capability that will be

in place in at the end of March 2019 -

transition state one. This will be refined

during the detailed design stage.

The changes and percentages represent

enhanced capabilities from Surrey CC’s

current position, rather than a ‘zero’ state.

9

Transition state one (T1): March 2019

. Overall: Agreed activity baseline against which to measure transformation impact. Completed detailed design of TOM

capabilities, calibrated with FBCs and prioritised into a single transformation programme. Quick win savings achieved

through tactical service improvements.

Community,

partners and

social capital

Customer access

and management

Service delivery

Commissioning

and de-

commissioning

Business

intelligence

Strategic and

democratic core

Enabling and

support services

Asset repository, customer segmentation, partnership

agreements and governance formalised. New

outcomes framework and any changes to grant

arrangements confirmed.

Customer segmentation and strategy completed.

Telephony contact from SEN, Adults and Highways is

consolidated. Children’s front door live.

Tactical FBC savings implemented in Highways,

Family Resilience and Adult Social Care.

Commissioning hub in place, detailed design for

whole cycle function complete, third party optimisation

implemented.

CoE set up, with existing capability baseline, standard

approach framework and delivering hypothesis-drive

insights for some capabilities.

Whole organisation KPIs defined, communicated and

tracked, Programme management set-up and driving

TOM programme, Research CoE live. Members

scrutiny aligned to priorities.

Tactical improvements and savings from FBCs

implemented e.g. Orbis VFM. Technology

architecture agreed, IT investment roadmap

Redefined role of manager as part of spans of control

project. HR and Finance restructure complete.

90% of Surrey mapped, increased insight into

communities and needs, outcomes and

governance agreed by partners.

Increased insight into customers, tangible

plan to address and nudge behaviours,

decreased transaction times.

Released transformation capacity, early

benefits release.

Benefits released from better commissioning

and third party spend management.

Capability leaders report data-driven decision

making and clarity on how to use insight.

All staff understand golden thread between

organisation and individual KPIs. Benefits and

milestone tracking in place, including

Members scrutiny. Dedicated TOM

transformation resource. Members signing off

TOM.

Early benefits released, technology agenda

owned and driven by IT.

10%

15%

10%

25%

25%

25%

10%

Enhanced capability in place Potential success measuresTOM component

Transition state one: March 2019



planned to be in place in at the end of

October 2019 - transition state two.

This will be refined during the detailed

design stage.

Transition state two (T2): October 2019

. Overall: BI and strategic core centres of excellence are implemented to an intermediate level, driving direction across

SCC. Simple interactions are available through the customer access and management components and enabling services

are beginning to support staff. Staff have been put through adequate training to embed the new ways of working.

Community,

partners and

social capital

Customer access

and management

Service delivery

Commissioning

and de-

commissioning

Business

intelligence

Strategic and

democratic core

Enabling and

support services

• Online communities to facilitate community

capacity building, members leading

communication of community solutions. Growth

strategy and asset governance agreed.

• Simple, including partner IAG and rules based,

interactions for all services available through a

customer account.

• Further tactical savings from FBCs

implemented, agile ways of working in some

teams.

• Whole cycle hub implemented, with control

management of commissioning process.

• Limited suite of dashboards and reports for

capability specific hypotheses.

• Research and policy embedded and using

community knowledge. Member scrutiny

strengthened

• Further tactical improvements and savings from

FBCs implemented, Business support and

BPRE implemented to support BAU activity.

• Digital components rationalised.

• Impact from new grant arrangements,

reduced demand into services, increasing

insight of communities and needs, targeted

service interventions.

• Reduced demand into services, increased

self-service, increased customer

satisfaction.

• TOM is brought to life for all service areas

• Continued early benefits release, reduced

demand in to services, increased

productivity and morale.

• Benefits release from better commissioning


• Increased proactive decision making.

• Continued robust management of TOM

programme, proactive policy, use of

research and member scrutiny in decision

making.

• Increased workforce productivity, increase in

processes redesigned.


25%

40%

30%

50%

60%

50%

30%

10

Transition state two: October 2019




transition state three.


design stage. These later transition states

have less clarity at this stage

Transition state three (T3): March 2020

. Overall: All components are in place to an intermediate to high extent, proactively managing demand from communities

and using data to make decisions.

Community,

partners and

social capital

Customer access

and management

Service delivery

Commissioning

and de-

commissioning

Business

intelligence

Strategic and

democratic core

Enabling and

support services

• Proactive push of information through online

and physical communities, target interventions

at hard to reach groups. Growth projects live.

• Interactions using complex technology (case

management) for all services available through

the single point of access, through customer

and staff accounts.

• New service delivery models for some place

services, with agile teams, digital processes and

flexible, mobile strengths-based ways of

working.

• Continued control over whole commissioning

cycle, proactive and strengths-based approach.

Joint commissioning with health in place.

• Complete suite of dashboards and reports for

capability specific hypotheses, staff operate with

data-driven culture.

• All CoEs working together to iterate and

communicate strategy and supporting KPIs.

Strengthened scrutiny function embedded.

• Some support functions work seamlessly to

enable all staff, further tactical improvements

and savings from FBCs, further procurement of

required technology.

• Improved outcomes for hard to reach groups,

increased community activity, reduced demand

into services.

• Reduced demand into services, increased self-

service and fulfilment, increased customer

satisfaction, increased staff productivity.


demand into services, increased productivity

and morale.



• Increased proactive decision making.


programme, continued clarity on golden thread

between organisation and individual KPIs and

impact of scrutiny.

• Increased workforce productivity, increase in

continuous improvement activity, increase in

service performance.


60%

70%

60%

100%

90%

80%

60%

11

Transition state three: March 2020

Transition state four (T4): October 2020

. Overall: Most components are fully implemented, with streamlined and digitally enabled ways of working for most

communities and collaboration with partners throughout the operating model.

Community,

partners and

social capital

Customer access

and management

Service delivery

Commissioning

and de-

commissioning

Business

intelligence

Strategic and

democratic core

Enabling and

support services

• Council staff dedicated to community initiatives

which support and build community capacity.

Proactive push of information from partners

through digital communities. Members assisting

with partnership working.

• Complex practice interactions for place services

e.g. planning available through the single point

of access, through customer and staff accounts.

• New service delivery models for all place and

some people services, with agile teams, digital

processes and flexible, mobile strengths-based

ways of working.

• Whole cycle joint commissioning in place, with

continuous improvement.

• Full BI capability in place with continuous

improvement. Hypotheses driven dashboards

and ad hoc insight produced.

• CoEs work together in a structured model,

driven by strategy with continuous improvement

and Member scrutiny embedded.

• New models for most services are live with clear

roles, responsibilities, processes and systems.

• Improved outcomes for hard to reach

groups, increased community activity,

reduced demand into services.


self-service and fulfilment, increased

customer satisfaction, increased staff

productivity.


productivity and morale.

• Benefits released from better commissioning


• Increased proactive decision making,

improved outcomes.


programme, continued clarity on golden

thread between org and individual KPIs.

• Increased workforce productivity and staff

satisfaction.


100%

80%

80%

100%

100%

100%

80%



in place in at the end of October 2020 -

transition state four.


design stage.

12

Transition state four: October 2020

Transition state five (T5): March 2021

. Overall: The TOM is fully implemented with continuous improvement to iteratively drive BAU change. Demand is

managed jointly with partners, staff are digitally enabled and decisions driven by data and a county-wide strategy.

Community,

partners and

social capital

Customer access

and management

Service delivery

Commissioning

and de-

commissioning

Business

intelligence

Strategic and

democratic core

Enabling and

support services

• Proactive push of information through online

and physical communities, target interventions

with partners at hard to reach groups.

• Complex practice interactions for all services

e.g. social care available through customer and

staff accounts.

• New service delivery models for all services,

with agile teams, digital processes and flexible,

strengths-based ways of working.

• Whole cycle joint commissioning in place, with

continuous improvement.

• Shared hypothesis-driven analytics with

partners.

• All CoEs in place, strategic alignment and some

delivery with partners.

• New delivery models for all service are live with

clear roles, responsibilities, processes and

systems.

• Improved outcomes for hard to reach

groups, increased community activity,

reduced demand into services.


self-service and fulfilment, increased

customer satisfaction, increased staff

productivity


demand into services, increased productivity

and morale.



• Increased proactive decision making across

the county, improved outcomes.

• Economies of scale and improved

outcomes.

• Increased workforce productivity, improved

staff satisfaction.

Enhanced capability in place Potential Success measuresTOM component

100%

100%

100%

100%

100%

100%

100%




transition state five.


design stage.

13

Transition state five: March 2021

target operating model - surrey · the target operating model (tom) sets out the organisation we...

Documents