Simplify

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Fife Diagnostic Project

• Simplify
• Standardise
• Share
• the journey

2
The Strategic Challenge
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The Strategic Challenge
BACK OFFICE
MANAGEMENT SUPERVISION
FRONT-LINE SERVICES
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What is our understanding of Shared Services?
SIMPLIFY
STANDARDISE
Procedures Documentation Processes Governance
SHARE
Service delivery Working practices
Resources Expertise Capacity
DELIVERY
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The Project Approach overview
Stage 1
Stage 2
Stage 3
Stage 4
Moving Forward
Identifying Opportunities
Gathering Information
Getting Started
December
January
February
March
April
May
June
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Stage 1 Getting started

• Project intitiated
• learned from Edinburgh City Council Pathfinder
• worked in partnership with Edinburgh City Council
  and Scottish Borders Council
• Guided by the Improvement Service
• supported by KPMG

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Stage 2 Gathering data

• value chain analysis 800 teams involving a
  total of 16,843 FTEs.

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Stage 2 Gathering data

• 140 interviews across the organisation with
  executive directors, heads of service, senior
  managers and service managers
• 700 individual opportunities identified many
  of these could be merged
• fed back 280 Service specific opportunities to
  executive directors and heads of service
• leading to a list of 46 strategic opportunities
  (11 of these identified as national).

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Stage 3 Identifying opportunities

• further analysis involved scoring these
  opportunities against Customer, Cost, Capability
  and Context
• led to long list of 19 strategic opportunities
• 19 strategic opportunities presented to 49 senior
  managers at a workshop on 27 May 2008
• opportunities lifted to create a vision of what
  Fife Council could operate like in 4 years time.

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Stage 4 Moving forward
Big ticket opportunities Customer
Management Procurement Delivery
Models Flexible Working Styles Strategic
opportunities Depot Rationalisation Workforce
Planning Transport Integrated Service
Delivery Land Based Services Strategic
Support General Administration
Enablers ICT Asset Management Business
Information
2
1
5
4
3
18
10
15
14
6
8
9
12
19
11
13
16
7
17
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Where are we now?

• Further developing the business case for each big
  ticket opportunity
• Moving towards a programme management approach

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Programme Approach

• Two Opportunities
• Customer Management
• Flexible workstyles
• The two are interlinked and form a programme
  for change

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Customer Management

• Our guiding principles
• We know our customers
• We learn
• We prioritise
• Customer service is consistent
• Services are accessible

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Fife Council Customer Management - Target
Operating Model
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Baskets of Services
Tier 3 Tiers 12 plus more complex queries
transactions
Tier 2 Basic queries, help transactions
Tier 1 General information
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Flexible Workstyles

• Its about changing our workstyles
• Using our buildings better
• Increasing staff time out in the community
  delivering services
• More responsive service
• More choice for staff

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Work styles - Sub set 3,871
FIXED
FLEXIBLE
1,594 FTE (25)
1,366 FTE (70)

• Works fulltime at single place of employment
  (i.e. spends more than 90 of time in the office
  or establishment)
• Has a Desk and PC workstation allocated
  specifically to them
• Requires access to corporate systems to perform
  role
• No mobile requirement e.g. to work from home/
  out of the office
• Fixed telephone extension, post point

• Requires access to corporate systems to perform
  role in the office
• Requires limited access to corporate systems to
  perform role in the field (e.g. mail, calendar)
• No requirement to have a fixed desk in a specific
  office
• Assigned a building as their base location
  post point
• Office based for more than 50 of their time,
• Requirement to work in multiple council offices
• Occasionally works at home or remotely (1 or 2
  days a week)

HOME
MOBILE
797 FTE (16)
114 FTE (37)

• Requires access to corporate systems to perform
  role in the office
• Requires full access to corporate systems and
  business applications to perform role in the
  field (e.g. mail, calendar, case work)
• No requirement to have a fixed desk in a specific
  office
• Assigned a building as their base location
  post point
• Office based for less than 50 of their time
• Requirement to work in multiple council offices,
• Predominately works remotely or out of the office
  (e.g. 3 days a week)

• Works fulltime at home (i.e. spends more than
  90 of time at home)
• Has a Desk and PC workstation allocated
  specifically to them
• Requires access to corporate systems to perform
  role
• No mobile requirement e.g. to work in the field
• Fixed telephone extension, post point

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Defined Benefits

• Draft model over 5 years
• Based on 3,871 FTE changing the way they work
• Potential recurring benefit in millions

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Customer Access Channels Phone Web F
ace to Face
Fulfilment Text Alerts Service
delivery Appointments Payments Information
Customer Management
Flexible Workstyle
Tier 3 Specialist Assessment Complex problems
Tier 2Desktop AssessmentSchedule serviceMake
appointmentSimple problems
Tier 1 Information SignpostBasic assessment /
triage
Information Management
Customer Segmentation
CRMS
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Benefits- What will be different?
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