~trategic portfolio and programme office (spo) feedback...

~trategic Portfolio and Programme Office (SPO) Feedback - Mail us

Fit for the Future Programme - Libraries and Information

1 Document control

1.1 Document purpose

1.2 Document history Version ! Date 1 Update b~

r--o.T" 4/10/16 Gary Pemberton 0.2 11/10/16 Carolyn Reid 0.3 19/10/16 Gary Pemberton 0.4 27/10/16 Carolyn Reid

Gary Pemberton Mirla Edmundson

0.5 28/10/16 Mirla Edmundson 0.6 7/11/16 Carolyn Reid 0.7 9/11/16 Gary Pemberton

0.8 10/11/16 Gary Pemberton 1.0 30/11/16 Carolyn Reid

1.3 Associated documents

i Update details Initial working draft, POC PopulatinQ_QI'oject information Accepting all changes of v0.2 Draft completed for review

Further updates Inclusion of Steering Group feedback and update to project timelines Update to financial analysis, costs, benefits, for changes in rollout timeline Minor edits to confirm final draft for Steering Group review Final for approval

r:------- -=--· ·- ·--·----· . -----· Version Date Document name and storage locat1on

1.4 Distribution ~-------------------------------------------------~~--------------Title Name ------

Dean Kim ton lan Maxwell

1.5 Document review

-

Role Date --------------------------------~~,~--··--~----------------~~ ~----·~ Author

Carol n Reid, Pro ramme Lead Commercial Manager Ga Pemberton, Business and Finance Mana

1.6 Document Sign-off

Role Business Owner Mirla Edmundson, GM Libraries and Information Project Sponsor lan Maxwell, Director Communit Services Tier2 Dean Kim ton, Chief 0 eratin Officer

Comments:

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Contents 1 Document control ................................................................................................................................ 2

1.1 Document purpose ....................................................................................................................... 2

1.2 Document history .......................................................................................................................... 2

1.3 Associated documents .................................................................................................................. 2

1.4 Distribution ... ... ............... ....................... .............................................................................. ......... 2

1.5 Document review ............... ........................................................................................................... 2

1. 6 Document Sign-off ........................................................................................................................ 2

2 Executive Summary ............................................................................................................................. 4

3 Strategic case ...................................................................................................................................... 6

3.1 Introduction .................................... ........ ....................................................................................... 6

3.2 Opportunity/problem .......... ........................................................................................................... 7

3.3 Alignment to strategy .......... ................... ....................................... .................. ........ ...................... 8

3.4 Constraints ................................................................................................................................... 8

3.5 Dependencies ............................................................................................................................... 8

3.6 Assumptions ................................................................................................................................. 8

3.7 Maori Responsiveness Framework ... .... ......................................................... ............................... 8

3.8 Objectives .............................................. .. ..................................................................................... 8

3.9 Benefits ........................................................................................................................................ 9

4 Economic Case .................................. .. ........ ..................................................................................... 1 0

4.1 Critical Success Factors .......................................................................... ................................... 10

4.2 Options analysis ................ ...................................................................................................... ... 10

4.3 Outline Options matrix .............. ............ ... .................. ................... ... .......................... ... ........ ...... 11

4.4 Preferred option .......................................................................................................................... 12

5 Commercial Case .. ....................................... ................................................................................ ..... 12

5.1 Required services .............................................................................................................. ... ...... 12

5.2 Detailing the procurement strategy ............................................................................................. 12

6 Financial Case ..................................................................................................................... .............. 13

6.1 Impact on the financial statements ............................. ......................................................... ........ 13

6.3 Funding sources ......................................................................................................................... 14

6.4 Overall affordability ................................ ..................................................................................... 14

7 Management Case ............................................................................................................................ 14

7.1 Update key stakeholders with details level of engagement ......................................................... 14

7.2 Project structure .................................................................... ..................................................... 14

7.4 Outline project plan ..................................................................................................................... 15

7.5 Project execution plan development ........................................................................................... 15

8 Appendices ......................................................................................................... .............. ............. .... 17

8.1 Appendix 1 - Statistics on changing customer needs ................................................................. 17

8.2 Appendix 2 - Risk & issues register ............................................................................................ 17

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2 Executive Summary The purpose of this business case is to seek approval for the implementation of the Libraries and Information Fit for the Future Programme. The programme is made up of:

o six organisational change workstreams, and aTe Ao Maori workstream and the resulting structural reorganisation

o implementation of a resource scheduling tool, in conjunction with Pools and Leisure o funding of additional staff costs arising from Collective Employment Agreement negotiations and other

changes in employment conditions .

This business case demonstrates how the proposed change is: o supported by a compelling case for change- the 'strategic case' o optimal value for money- the 'economic case' o commercially viable - the 'commercial case' o financially affordable - the 'financial case', and o achievable- the 'management case'.

This business case seeks formal approval to invest the following:

$000 FY17 FY18 FY19 Total

Financial Costs -$905 -$664 -$664 -$2,232

The financial benefits this initiative is forecast to achieve is:

$000 FY17 FY18 FY19 Total

Financial Benefits $638 $1,91 5 $1,915 $4,469

The financial benefits this programme intends to achieve are:

o reduction of staff and improve the FTE to headcount ratio, by: • more efficient deployment of staff across the network • flexible working patterns through managed staffing pools • improving service delivery by redeploying people to areas of growth • redirecting activity through better use of the council's shared services (e.g. call centre).

The non-financial benefits this programme intends to achieve are:

• more Aucklanders using their library service, either on site or online • increased literacy and digital connectivity, capability and confidence for Auckland • increased customer satisfaction through more targeted services based on customer and social need • more Aucklanders engaging with and understanding their council • reducing or removing low value services and processes from the business • improved customer experience in access and discovery of library resources • staff gain breadth of experience and grow deeper specialist skills working with different teams and with

enhanced career opportunities • resource utilisation increases.

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Fit for the Future Programme- Libraries and Information

The scope of this proposed project specifically includes:

• revised operational and organisational structure for all Libraries teams, including flexible workforce arrangements for teams organised in local board 'pools'

• implementation of the Libraries Service Model

• implementation of a scheduling tool for the efficient deployment and scheduling for Libraries staff

• budget efficiencies.

All Libraries and Information areas are included in the design scope under the following work streams:

• Community Libraries: to optimise our resourcing model for community libraries in a flexible team structure the right people with the right skills in the right place at the right time

• Mobile Library: to design an expanded mobile library service to complement the physical network responding to growth and serving children and hard to reach communities with flexible, agile programming

• Central Library, Heritage and Research: to design a model that delivers the new vision for Central Library and proposes a clear research and heritage offer across the network

• Library Connect: to design a new service for customers accessing the library virtually (non face-to-face)

• Collections: to ensure our model has a holistic focus on current and future resources and access, and supports the information, recreational and learning needs of Aucklanders

• Digital and Service Development: to ensure our model for digital and service development activity is aligned with and supports Libraries refreshed functional model.

• Delivering Maori outcomes: To design a model that will enable Auckland Libraries to be more effective in delivering Maori outcomes.

Out of scope:

• The position of General Manager, Libraries and Information • Current agreed Levels of Service.

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3 Strategic case The strategic case section outlines the strategic context for the investment proposal and the case for change.

3.1 Introduction

Te Kauroa- Future Directions is Auckland Libraries' 10 year strategic document and was developed in 2013 with extensive input from our customers, local boards, governing body and staff. It outlines the need for Libraries to accelerate our ability to adapt in order to reach more Aucklanders and grow relevance, as the market place and technology are changing more quickly than our work practices. If Auckland Libraries is to operate as a contemporary, relevant and leading library network in a rapidly growing city, changing our operating model is urgent.

In 2016 a new service model has been developed. It provides for closer relationships between libraries and their customers and communities. A critical component of the model is the ability to better deliver on the local boards' work programmes using a local approach to service enhancement.

Three international trends are influencing libraries and apply equally to Auckland:

the changing identity of the public library, from a static repository of print materials to an open, networked, user-centered destination for inquiry, interaction, and creativity; the evolution of digital technologies that are transforming approaches to collection management, services, and communications, and; changing definitions of 'access' and purpose in the realm of special collections, with prominent archivists calling for streamlined approaches to cataloguing and digitization, a greater emphasis on visibility and access, and more focus on the use of collections for education and community-building.

These trends converge in the phenomenon of increased public programming, both analogue and digital, based on public library archives and special collections ... and as libraries move beyond traditional exhibitions and lectures this has led to libraries offering ... new programs from social archives and history symposia to community scanins."

Archives Alive, Diantha Dow Schull, ALA 2015 p.xx-xxi

Any change we make to how Auckland Libraries operates as a network and at the local level needs to take into account the following factors:

• Maori as customers and stakeholders hold a unique position in New Zealand. There are 19 tribal authorities representing mana whenua interests in the Auckland region.

• A significant number of Aucklanders do not have access to the internet or digital technology.

• The unique dual governance structure of Auckland Council- recognising the local and regional decision making delegations.

• The region is characterised by significant population diversity, including urban and rural communities and increasing social and economic disparities.

• Significant population growth putting pressure on already inadequate city infrastructure (e.g. transport). Simply building more libraries is not the solution.

Customer expectations and behaviour are changing and Libraries needs to flex quickly to meet these requirements. There is an opportunity to optimise the positive service experiences customers have of Libraries (80%) and our multiple locations across the region to become a front door to the council's services. This is about helping Aucklanders interact with the council, from help with online services, pop up services in the libraries through to integrated centres delivering council services.

A step change is necessary so that Libraries is fit to deliver the outcomes of Te Kauroa- Future Directions, The Auckland Plan, Local Board work programmes and the Organisational Strategy.

Fit for the Future is designed to achieve these outcomes with no reduction in Level of Service - that is no changes to opening hours, no library closures, no reduction of service at the local level.

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3.2 Opportunity/problem

The drivers for change for this project fall into four areas.

1. Being more relevant to more Aucklanders a. Increasing virtual transactions, ebook and other online information access. Declining physical transactions

(such as visits and issues- See Appendix 1) and our staff numbers have remained almost unchanged b. Greater use of libraries on weekends, especially by families c. Changing use of our library buildings -fewer visitors staying for longer d. Helping more Aucklanders to be digitally connected. Libraries' role is critical to provide access and skill

building especially where communities are negatively impacted by government and the council shift to digital services

e. Declining customer satisfaction with the physical library environment.

2. Changing council and business needs a. Reducing the cost of operating the Libraries network b. Being ready to embrace the role of being the face of the council in communities c. Reducing/shifting resource where needed and/or smarter ways of working.

3. Changing profession - people capabilities and deployment a. Staffing numbers in some community libraries are higher than current business requires. Growth business

areas (such as digital provision, mobile libraries and increased engagement with Mana Whenua) do not have the right number or type of roles to support changes.

b. Staff urgently need up-skilling, career development and new role definition to support them working in new ways.

f. Changing employment conditions are increasing staff related costs significantly. Currently around 500 individuals in Libraries are paid at an hourly rate below the living wage. However if Libraries are going to be working alongside Customer Services staff delivering council services this needs to be addressed.

c. Staff are keen to work differently.

4. Changing industry and technology a. Shifting customer use of collections and content from print to digital. b. Moving resources (people and $)to unlock and expose content for research, reuse and creative

endeavour: • rich photographic collections • heritage collections are potential sources of revenue. • opportunities to capture identity, memory and collective narrative of a changing Auckland.

c. Digital solutions and data strategy, skills and infrastructure must be fit for purpose in a rapidly changing information landscape.

d. Growing staff digital confidence so that they can support customers.

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3.3 Alignment to strategy

This programme of work is tightly aligned with the council's strategy and its organisational outcomes, and reflects the key focus area of Customer Friendly Services in the council's strategy.

Outcomes that describe the VISion How we respond

Select all that apply.

A fair, safe and healthy Auckland Our citizens have a strong voice ., A green Auckland We get the job done faster, more .,

conveniently and at lower cost

A prosperous Auckland ., We have a high performance and inclusive ., workforce

A beautiful Auckland Elected members are better supported A well connected Auckland ., Increase non-rates revenue

A culturally rich and creative Auckland ., Doing more with less ., A Maori identity that is Auckland's point of ., difference

The strategic drivers for this investment are:

• Lifting the effectiveness of the Libraries network

• Reducing the cost of operating the Libraries network • Responding to changed and changing customer needs

• Enabling technology solutions to customer needs

• Positioning Libraries service delivery and operating model for future challenges and supporting the role as face of Council.

3.4 Constraints

• Time management: Significant efficiencies can be realised through this programme and its comprehensive changes. Maintaining pace and progress will be a challenge, but must be delivered in this financial year.

• Cost management: The current Annual Plan incorporates savings targets that must be delivered to achieve Libraries budget outcomes. This programme will deliver the workforce related savings response to these targets.

3.5 Dependencies

In order to be successful there are three technology enablers:

• a staff scheduling solution and related software implementation (procurement underway)

• the new Libraries website must be delivered in 2017 (development underway)

• customer self-service book check-in deployed in libraries where there is most gain (high circulation libraries)

3.6 Assumptions

• Customer behaviours continue to change as we forecast, and that flexibility is key to meeting these changes. • The PSA will be supportive of the changes we need to make.

3. 7 Maori Responsiveness Framework

• This programme has built in an integrated design process so we will deliver on Te Kauhanganui (Libraries and Information Maori responsiveness plan). The words in our documents need to be translated into action, faster.

3.8 Objectives

• To accelerate the transformation of our business to respond to changing customer need

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• To ensure Libraries and Information Services has the right people with the right skills in the right place at the right time

• To make significant savings in line with the council's Organisational Strategy's six steps up • To address career development

3.9 Benefits

Benefits will be further developed in more detail over the detailed design phase. Current estimates are provisional and dependent on detailed design, outcomes from the staff consultation process and the extent of voluntary and restructuring redundancies.

-· I Estimated benefit value Financ1al benefits Business Area

Reduced net operating costs Forecast net savings will yield a payback period of less Department than twelve months.

Actual payback period will be heavily dependent on upfront costs of redundancies and the staff scheduling solution.

Reduced staff costs A reduction in staffing level by between 40-45 FTE All business areas

Our Base Case estimates savings of $0. 7m in 2016/17 (net of redundancy) and $2.0m per annum thereafter. representing a payback period of less than 12 months

Non-financ1al benefits Estimated benefit value Business area

~

·-Increased satisfaction and Organising the business model in line with efficient Libraries and engagement delivery will reduce effort on less valuable outcomes. Information

We expect this to bring our strategy to life for our staff, increase staff engagement and improve job satisfaction.

Reduced headcount A reduction in headcount, through increasing average Libraries and hours worked, will reduce spans of control and people Information management time.

Maori transformational shift Business activity redesign incorporates clear goals for Libraries and Maori and will lift Libraries delivery of Maori outcomes Information

Disadvantages I Dis-benefits Description of disadvantage Business area

Disruption to ongoing operations The proposed change to Auckland Libraries under this Libraries and programme is the most significant since amalgamation Information six years ago. The resulting disruption will cause concern and anxiety for some staff, and has potential to disrupt normal operations for a period of time.

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4 Economic Case The economic case identifies the investment option that optimises value for money.

4.1 Critical Success Factors

The following critical success factors were identified.

I Generic critical rscnption - I -----------··--·----

I Cntlcal success factors success factors I Strategic fit and business How well the solution meets the Strong alignment with Organisational Strategy needs agreed investment objectives, Full alignment with Te Kauroa objectives and

related business needs and principles service requirements, and

Adapting our practices in line with integrates with other strategies, programmes and projects. contemporary and evolving library and

information services.

Potential value for money How well the solution optimises Must achieve sustainable savings Without value for money (i.e. the optimal material impact on agreed level of service. mix of potential benefits, costs and risks).

Supplier capacity and How well the solution matches Staff and resource scheduling tool must be capability the ability of potential suppliers to identified and implemented prior to the staffing

deliver the required services, and pool approach being fully implemented. is likely to result in a sustainable arrangement that optimises value for money.

Potential affordability How well the solution can be met Full cost recovery must be achieved within a from likely available funding, and reasonable payback period. matches other funding constraints.

Potential achievability How well the solution is likely to Fit for the Future implementation must be be delivered given the achieved. organisations ability to respond to Must be deliverable in a professional, timely the changes required, and and inclusive way. matches the level of available

Delivered through existing Libraries skills required for successful delivery. management with external specialist advice.

4.2 Options analysis

The following short-listed options were reviewed to identify the option that is most likely to maximise value for money:

Option 1 : Do Nothing Option -

• Maintaining the current incremental and piecemeal implementation approach for each initiative currently underway.

• The number of initiatives formed into workstreams and underway and at various stages of development, track to independent implementation, over a period of six to nine months.

• Implementation of the revised Service Model continues independently of this change

Option 2: Programme Option -

• Concurrent implementation of six design streams, and a Te Ao Maori workstream, under the principles of the Fit for the Future programme

• Full delivery of the programme in an integrated way, appropriately governed, and programme managed.

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• Co-ordinated implementation with intentional re-organisation of resource, responsibilities and roles across the Libraries and Information department to ensure optimal resource allocation and future flexibility.

4.3 Outline Options matrix

The following matrix is based on investigation and comparison of the options and financial analysis. Rating is based on how well it meets the intended objective (poor, adequate, good and excellent)

-· ! Option 2 -Programme

-----Benefit criteria Option 1-Do Nothing

Strategic intent Adequate Excellent

• Pockets of capability will be enhanced • The current strategic shift occurring with each initiative across the Libraries will continue.

• This programme will implement a significant shift in Libraries and Information to move ahead of this change and better respond in future.

Operational Good Excellent effectiveness • Slower deployment will allow best-of- • The programme will deliver a flexible

breed design. Slow rate of change will organisational structure and delay benefits significantly. operating model which will remain

agile and adaptable

Complexity Excellent Good

• This option can be implemented in • This option is complex and wide stages, as modest and discrete pieces ranging, affecting all business units, of work and for implementation in a short

time frame

Overall rating Adequate Very Good

• Change will continue to lag need, and • A complex change process will be will be slow, uncoordinated and rewarded with an agile and efficient inefficient business model

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Project delivery Option 1-Do Nothing I Option 2 - Programme

Project cost Adequate Excellent

• Business changes without funds from • With all changes implemented savings in other parts of the business must concurrently, staff face less uncertainty be funded from elsewhere. and savings can fund new capabilities

Value for money Good Excellent

• Benefits achieved slowly; will entail some • Rapid deployment substantially rework in overlapping areas increases returns and reduces transition

costs

Ease of Excellent Good im pi em entation • Relatively modest work packages, some • Excellent programme management will

dependencies be required to co-ordinate workstreams

Procurement Adequate Good principles & options • Business requirements will continue • All business change impacts can be

evolving anticipated and business requirements well understood

Risk/issues Excellent Good

• Risks arising from smaller and bounded • Some risks are heightened by the extent works can be more readily managed of concurrent change

4.4 Preferred option

On the basis of the above analysis, the recommended preferred way forward is the programme approach. This approach will maximise the benefits of the project, and deliver sooner, than the alternative option. The implementation risks of the programme can be mitigated by the programme management approach and strong stakeholder engagement, including with elected representatives as appropriate.

5 Commercial Case This section outlines the procurement activities required to implement this programme.

The introduction of flexible work practices for our people is a substantial shift for Libraries workforce management. Reporting lines will be complemented by organisational pools working across geographical clusters of libraries.

5.1 Required services

• Managing flexible work arrangements for such a large workforce will be pivotal to the programme's success. A

powerful, flexible and integrated solution is proposed for efficient deployment and workforce scheduling across roles in the Library and Information department and will be procured as part of this business case.

• The resource planning function will also ensure that minimum staffing and other Health, Safety and Wellbeing

requirements are met, and that staff development is enhanced.

5.2 Detailing the procurement strategy

• The nature of the change proposed here is not unique in Auckland Council. We identified early in the research phase that our Pools and Leisure colleagues of Parks, Sports and Recreation are also looking to implement a flexible, multi-skilled and multi-site workforce. We have been co-operating on a joint discovery process and identifying areas of common need.

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• Business requirements were then developed across this programme, and in conjunction with Pools and Leisure. A number of vendors have been considered and investigated, including existing suppliers to the council.

• The solution will be procured under a lowest cost conforming bid approach, with priority being given to key aspects such as flexibility, security, scalability, usability and SAP integration.

6 Financial Case This part of the financial case provides assurance with particular focus on the preferred way forward, affordability to the organisation, taking into account all potential funding sources.

6.1 Impact on the financial statements

Based on current estimates, the anticipated cash flows for the investment proposal over the next three years are set out in the table below.

The following estimates include ongoing costs of a proposed staff scheduling solution.

Projected financial impact ($000) 2016/17 2017/18 2018/19 Total

Benefits $638 $1,915 $1,915 $4,469

Costs -$905 -$664 -$664 -$2,232

Impact on financial performance($) -$267 $1,252 $1,252 $2,237

Impact on L TP revenue ($) $0 $0 $0 $0

Incremental rates impact (%) nil nil nil nil

Financial estimates are based on current proposals and are subject to a number of uncertainties and to consultation

with staff. The following table evaluates scenarios of a best and a worst case outcome of these uncertainties.

Impact on Financial Performance - 2016/17 2017/18 2018/19 Total Comparison to Base Case Scenario Analysis ($000)

Best case Greater internal placement to vacancies,

(compared to $506 $318 $318 $1,142 higher value positions disestablished,

base case) scheduling tool implemented at better cost than seen in other council units

Worst case More staff opt for redundancy, dis-

(compared to -$590 -$655 -$655 -$1,901 established positions of a lower average

base case) salary, greater cosUshare of cost for scheduling tool

Breakeven periods for these scenario ranges from less than five months (best case) to 24 months (worst case).

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6.3 Funding sources

• The preferred option can be achieved within existing budgets - mainly from people costs, but is highly dependent on the one-off costs of redundancy costs, any requirements for outplacement support and costs of implementing the scheduling solution.

6.4 Overall affordability

• The project cash cost is forecast to be $1 ,685k over the six months of the programme delivery, including cost of salary changes under the PSA Collective Employment Agreements (CEA).

7 Management Case The management case addresses the achievability of the proposal and planning arrangements required to both ensure successful delivery and to manage project risks.

7.1 Update key stakeholders with details level of engagement

Stakeholder

Procurement

Commercial Mgr/Finance

Local Boards

7.2 Project structure The project structure is as follows:

Evidence of collaboration

Procurement advisor on-board selection panel, and to assist with procurement

Business and Finance manager fully involved on project, assisting with financial assessments

Local Board chairs and members being briefed through October and November 2016

SponlanM<!lwell

r--------------t---------- ------~ I BwlneaOwn• Steering Group I I MMia Edmund&on I I I I Psople & capalllldy BuSiness & Finance Change "ctfiSOr Communi!\- ~ Oelli!Jilt I I

Manager Lou1101 Gordon Services 1 Gall Pemberton usa Tacker

I I ...._ __ ..,.

Prooramrnt Lead Carol• n Rill lei

+--- '

Agreed outcome

Compliant and least cost procurement

Comprehensive and complete business case

Clarity and understanding of programme

lntemal Com.YIS Support

~~ -------- I ------~~ Projoct Team

------------------~-------------------------------------1 Peop~e & capalllflll' SeniOr Flnal!aat ee-Con&ullalli I

~- & capa~ COmmutiiC8IIons ..l PniJ8d Coordinator Chan!ll' Manager Adl'1sor I 1 l LOUISIIGorclon I I I I I 1 Design Work streams 1 I Centr?l Llbrar¥. Olgllai&SeMCe Del!o<ermgll~on I 1 lfallf!elJIJWY {'OIIIIIIUIIIIY lllllanes Hen1a9e & Research l)e.leiOpiYIIfll CO!Iedlons lllfllal Llllrar\" 1 I iJaJrll Sol,an 111m Taunaa LOUISI! LaHlllt' Greg Morgan calhenne Leonanl l.ll!la Gonion I

L --------------------- --- ----------------- ------- ~

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7.4 Outline project plan

The key aspects of the project plan are as follows:

• Concept design, to develop a concept for each workstream, test with a wider audience through critique sessions and ensure an integrated view of the new service offer through alignment sessions

• Detailed design, will evolve the final concepts into more detail including development of a proposed new organisation structure and assessment of change from current state. The outcomes of this will culminate in a change proposal for consultation

• Engagement with elected members (local board chairs and governing body)

• Roadshows, to share proposed functional models with all Libraries staff in preparation for consultation • Consultation, where staff have an opportunity to feedback on the proposed changes

• Review of consultation feedback and amendments made before confirmation and announcement of the new organisation structure

• Planning for implementation, to confirm any changes in roles for impacted staff and plan for the roll out of the confirmed new service offer

• Implementation of new structure and service offer.

Estimated timings are provided in the table below

---Proposed key milestones i Estimated timing

... -Concept design Mid-September

Detailed design October to mid-November

Engagement with elected members mid-November to early-December

Road shows Mid-November

Consultation (proposed phased approach) end-November (discrete design areas TBC)

mid-January (majority of proposed changes)

Review feedback and confirm structure February

Final decision announced end-February

Planning for implementation From March onwards and largely completed in

Implementation 04

7.5 Project execution plan development

The following resources will be required to complete the detailed project execution plan:

Deliverable/Project stage Resource Time Opex/Capex

Concept

Design sprints completed Programme and design sprint teams, August including PSA representation

Critique sessions held Design sprint and invited Libraries September staff, including PSA representation

Alignment sessions held Libraries Lead team and PSA September representation

Communications plan developed and Louise Gordon, with approval from September approved steering group ----------- -----.. ·-·--·--···-·------··· ----·

Detailed design ·- -- - r-· -

Integrated design and rationale Mirla Edmundson and Libraries Lead October developed to draft structures Team November

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----·------------- --··- .... ;-----···----------~·--··- ----····--·--·- ..------Deliverable/Project stage 1 Resource Time Opex/Capex

Report developed for local boards ·1 Darryl Soljan October and Governing Body for Mobile I November Library

Develop and approve Business Case Gary Pemberton & programme team October

November

Consultation sequencing and People & Capability, with advice from November approach confirmed December

Develop proposal for consultation Programme team with support from November including position descriptions and shared services partners December impact assessments to current state

Scheduling model procurement Gary Pemberton & selection panel November -

Engagement w1tt1 elected members and staff roadshows

Tabled at local board chairs and Mirla Edmundson, with Lead team Mid November governing body meetings representatives Early-December

Host staff roadshow series to share ALMs, PSA with All Libraries staff November proposed functional models

- -·-------- ----- ------ ------ ------- --·-·- .......... - -. ·---· ---·----Consultation (propo~ed phased approach) ----~----------~ ·-------- _,_ Proposal released for consultation Mirla Edmundson, with programme end-November (discrete areas pre-summer break team and with majority of consultation in mid-January January)

Provision of support to staff impacted Libraries people leaders, People & November Capability and EAP

Revtew feed !!lack and confirm structure

Receive and Review Feedback Steering Group and programme team February

Final structure developed based on Mirla Edmundson and Libraries Lead February feedback team

Final impact assessment completed People and Capability, with Libraries February team and PSA representation

Ftnal deciston announced

Final decision published Mirla Edmundson, with programme end-February team

Plar1mng for tmplementatton

EOI process initiated People and Capability March onwards

HRIS updated to reflect new structure People and Capability March onwards

Finance planning updated Gary Pemberton and Business and March onwards Finance team

Transition plan developed and Programme team March onwards implementation begins

Implementation

Go live Programme team March onwards (TBC)

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8 Appendices

8.1 Appendix 1 - Statistics on changing customer needs

Physical vis its to our libraries are declining Our check out patterns are changing

16 ~00~

14 O~~.MO ~ 12.~IJOO :

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8 DCXh W

ti.OOOOOU

4000.or.o

-

t t Amolgomatlon Wearehore

Internet sessions as a percentage of visits are changing

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i "'"'-'n:M § i • ' · l\~ z

l t\;;1~

....................

It feels busier ... but door count doesn't show this

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•WI'·~"":II '~ lSI'mS

------- •PC~'"'',:o tot.\l "' ., Use of library buildings changing 90oo '··---- ---·--·- _ ·---

801!o

• Due to uptllko ot WIFI. occupancy rates are up across tho board (llbrery vlsllols are staying longer)

70", ;-----

e~. - ·-· ·- -·

, CUstomers using spaces and lntastructure- Grevttas 185Uits she..- declining satisfllt11on 'A1th library envt~mants

50'o 1 2013/1~ 2014115 2015116

40" .

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8.2 Appendix 2 - Risk & issues register Key risks and issues are outlined below

R1sk/lssue Descnption Mitigation

Local elections, change in elected Regular and timely communications throughout

members and keeping them informed of the project as is possible around the election

the project and impacts period

Reputational risk from potential backlash Good design to provide a relevant service offering from customers during the change and careful stakeholder management

Project does not deliver the forecast Good resource and financial modelling throughout efficiencies the project, particularly design phases

Delivering quality services to customers, Sound transition planning to ensure thoughtful whilst we are implementing a changed implementation of the structural changes with operating model minimal impact to service delivery

-

Owner Mirla Edmundson

Mirla Edmundson

Mirla Edmundson

Mirla Edmundson

In addition to key risks outlined above, a risk and issues register is being maintained for the programme lifecycle to identify, manage and monitor programme risks and issues.

171 P a g ~

~trategic portfolio and programme office (spo) feedback...

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