DESIGNING BETTER SERVICES

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DESIGNING BETTER SERVICES

• David Morris
• Senior Programme Manager
• Moray Council
• The start of the transformation journey
• Designing Better Services Phase 2 -Design

2
Agenda Aims

• The DBS Journey where are we now?
• DBS recommendations - what does this mean to
  Moray Council?
• Design Journeys People, customers, organisation
  technology
• The Design Stage what are the component parts?
• The challenges
• Questions

3
Objectives of the DBS Programme

• Identify priority areas where to simplify,
  standardise or share will deliver service
  improvements and 3M efficiency savings
• Prioritise these opportunities bearing in mind
  the other initiatives underway within the Council
• Undertake detailed design of the changes required
  to deliver these benefits
• Define the costs and benefits of the identified
  opportunities and how they can be realised
• Detailed implementation Plan
• Inform the future direction of the Moray Council
  change programme through the recommendations of
  the diagnostic work
• Fulfil the Councils efficiency objectives by
  identifying cash savings and time releasing
  savings to support the annual efficiency statement

4
Designing Better Services Approach
Initial Customer Contact
Service Delivery
Assess Decide
Workforce Deployment
Management Supervision
Etc
5
36 Process Step Model
6
Moray Council Data Gathered Across Processes by
Function

7
Developing the Opportunities
Cross Cutting Workshops
List of Opportunities
Leading Practice Gap Analysis
Consolidated List
Final Portfolio
Opportunity Templates from Data Gathering
Service Specific Discussions
(8)
(25)
(16)
What other councils are doing
(672)
Only cross-council opportunities have been
progressed. Service specific opportunities have
been put on hold until after the final selection
of opportunities
8
13 Opportunities 6 Themes

• Managing Customer Services
• Workflow Document Management
• Rules Based Eligibility and Assessment
• Develop Intra / Internet
• Workforce Scheduling / Mobile ICT
• Flexible Working
• Time Recording
• Operational Support
• Internal Recharging
• Property
• Property and Facilities Management
• Procurement
• Utilisation of Vehicle Assets

1. Customer Services
2. Workforce Deployment
3. Operational Support
4. Property Facilities Services
5. Procurement
6. Vehicle Utilisation
7. Programme Governance
8. Change Management
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Interdependencies of DBS Opportunities
Property Facilities Management
Human Resources
Programme Governance
Managing Customer Services
Rules Based Assessment
Information Management Workflow
Internet
Procurement Managing Contracts
Mobile ICT
Operational Support
Internal Charges
Vehicles
Workforce Flexible Working
Time
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DBS recommendations - what does this mean to
Moray Council?

• DBS Phase 1 provides a mechanism to reorganise
  the 117 current service areas by moving common
  processes and reassembling them to give a new
  potential delivery environment
• A new corporate Customer Service function?
• A streamlined processing, scheduling and
  administration support capability?
• New ways of working reducing our property
  requirements?
• Directorates focused on delivering services?
• New Organisation?

11
New Organisation?
Customer Requests
Customer Services
Enabling Projects
Operational Support Services
Corporate Core
Directorate 1
Directorate 2
Directorate 3
Customer Service Delivery
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Service Key
Customer Management
Operational Support
Corporate Core
Customer access and partner support
Enquiry Handling
Processing Requests Applications
Appointment Taking Booking
Eligibility Checking
Strategic direction and enablement
Will ensure integration between front end
Services
Workforce Planning
Management Supervision
Procurement Commissioning
Assessment
Close Record
Workforce Scheduling
General Administration
Records Data (incl. MD)
Frontline Service Delivery
Marketing Comms
Billing Receiving Payments
ICT (Strategy)
Delivery of High Quality focused and efficient
services
HR (transactional)
Legal
Strategy Policy
Finance
Service Delivery
Research Consultation
Health Safety
QA, Perf Mgmt Improvement
Fleet Plant Management
Business Info Reporting
HR (Advisory)
Payroll Services
Strategy Policy
Professional Specialist
Supporting Democracy
Procurement Commissioning
Delivery of High Quality focused and efficient
services
Assessment (30)
Management Supervision
Research Consultation
Procurement Commissioning
Managing Contracts
Eligibility Checking
Strategy Policy
Eligibility Checking
Stores Distribution
Procurement Commissioning
Property
Business Info Reporting
Management Supervision
Approval of Service
QA Perf Mgmt Improvement
Assessment
Management Supervision
Property (Facilities)
ICT (Transactional)
13
Current resource and activity distribution
We currently operate in a vertically structured 4
main directorate model. This generates
fragmentation and duplication of activities,
inefficiencies in operational support and
customer management.
Central Services
Community Services
Educational Services
Environmental Services
5.65
6.16
9.62
12.88
27.88
26.93
40.51
43.17
Process Key
6.9
4.53
Customer Contact
7.21
Organisational Support
31.98
55.67
59.07
Corporate Core
46.64
15.23
Frontline Delivery
Using the Improvement Service (IS) Business Tool
data to determine current distribution of key
activities
14
Overview
Front Office 66
Back Office 34
55
Service Delivery 45
Enabling Delivery 21
15
Moving on from the current operating model to the
future structure will provide a number of
benefits
Customer Contact
Enabling Projects
Back Office 34
Operational Support
Support 30?
Support 55
Corporate Core
Enabling Delivery 21
Service Delivery 45
Frontline Service Delivery 70?
Frontline Service Delivery
Configured for Stasis
Configured for Change
New model of working
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The Complete Programme The Simplified Journey
Customer Journey
Design Phase
Build / Construct
Implementation
Business as Usual Continuous Improvement
Diagnostic
People Journey
Organisation Journey
Technology Journey
Programme Management
Dec 2009
Mar 2008
Jan 2009
May 2011
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Design Stage - a number of simultaneous journeys
1. Define the customer and organise around the
customer

• We understand our customers needs
• Customer is at the heart of what we do
• Build the right type of relationship
• Easy for the customer to interact with us
• Delighted customers

Customer Journey
2. Introduce better ways of working - Create One
Council approach that is simple and consistent

• Right process
• Right structure
• Right partnerships
• Right segmentation
• Right interaction points

Organisation Journey
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Design Stage - a number of simultaneous journeys
3. Be clear on people strengths and development
opportunities

• Right People Competencies capabilities
• Right Skills Expert in chosen field and
  multi-skilled
• Right Culture Customer Centric and Corporate
• Right Motivation Job satisfaction and pride

People Journey
4. Align the order of technological releases with
the Customer, Organisation and People Journeys

• Robust and open applications
• Adaptive architecture
• Access to the right technical capabilities
• Effective implementation
• Full adoption by users

Technology Journey
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Design Phase 7 Stages
Customer Journey
Implementation Plan
Design Mandate Approved
Solution Sign Off
Review and Confirm As-Is
Design Mandate
Detailed Design
Mobilisation
People Journey
Organisation Journey
Technology Journey
Programme Management
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End of design stage questions

• Do we know
• How it will impact our customers and how we will
  take them with us?
• How the new processes will work?
• How the technology will be integrated and what
  will be replaced?
• Where these new ways of working will be delivered
  from?
• Which of our staff will be impacted and how they
  will be supported?
• How long it will take to build and implement?
• How much it will really cost?
• How and who will be building and implementing it?
• How we will measure and evaluate the new ways of
  working?
• How we will realise the benefits and when?

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Key Outputs
At the end of the design phase, we should have

• Structure (Council-wide) / Architecture /
  Solution Design
• Detailed Models of Working
• Detailed Designs to move into Implementation
• Standard processes (detailed for next phase
  scope)
• Technology Design (requirements and
  specifications) may include software selection
  / proof of concept?
• Organisation designs roles and responsibilities
• High Level Designs for later releases
• Transaction Designs (all services)
• Customer Strategy
• Customer Service Strategy
• Channel and Contact Strategy
• Customer Segmentation
• Transaction volume analysis
• Performance Measures

• Change Approach
• Transition plan people and organisation
• Sourcing approach what help is needed which
  partners are involved procurement if required
• Next phase resourcing requirements
• skills/capacity/capability
• how to support while continuing BAU?
• Updated Business Case
• Validation of Diagnostic Business Case based on
  increasing levels of detail / confidence in
  Design
• Benefits Plan
• Implementation Approach and Plan
• Very detailed for the scope of the next phases
  (e.g. activity plan)
• Less detailed for remainder of transformation
• Including other projects and initiatives
• Release strategy
• Others
• - Training strategy and plan

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The high-level challenges

• Designing Better Services without affecting
  business as usual service quality
• tough resourcing priority decisions
• Overcoming scepticism about your track record in
  managing change
• Committing to manage and lead change differently
• Sharing new methods, transferring skills
• Making the new way NOT optional
• Keeping staff motivated as you go through all
  this upheaval
• Significant potential impact on staff shift
  patterns, new systems and processes, new place of
  work, different organisational structures etc
  get them involved in designing their new future
• Focus on the key question W.I.I.F.M.?

Historically, most major transformation efforts
fail. The failure rate is often as high as 65
percent to 75 percent. The primary cause of
failure is most frequently the failure to
anticipate and effectively manage cultural and
organisational change.(Gartner Group)
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Addressing the challengesby managing change
differently

• Making Benefits Delivery - NOT OPTIONAL
• Sharing Innovative techniques
• Managing Differently
• Robust and consistent governance
• Structures and roles in line with good practice
  from Public Sector - OGC
• Sharing Serco Methods
• Training in MSP, Benefits Realisation
• People-Led Transformation approach

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From the bottom you can see only reasons why it
cant be done
Slide 24
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From the summit you can see how you got there
Slide 25
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Technical challenges

• Designing Better Services without affecting
  business as usual service quality
• tough resourcing priority decisions
• Procurement
• Lead times specialist procurement?
• Affordability
• Rolls Royce solutions
• Future proofing
• Develop integrated and open systems
• Develop solutions that meet the need of
  organisation and users

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Solutions to the technical challenges

• Early engagement with specialist staff
• ICT / Procurement staff
• Know your marketplace
• Current suppliers?
• Skills transfer
• ICT is critical to the team
• Strong programme management
• Robust governance
• ICT rep on Programme/Project Boards
• Establish principles
• Programme/project/journey

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DBS - Programme PrinciplesThese principles are
to be used as follows

• To be applied to the complete DBS programme
  throughout the Design Phase
• Generic principles applicable to all themes and
  component projects
• Parameters for SROs and Serco staff
• To complement Theme/Project Design Principles
• Deviations from the principles to approved by the
  DBS Programme Board

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Programme Principles

• Customer
• Improve customer access to our services
• Resolve significantly more customer enquiries at
  the first point of contact
• Improve customer satisfaction
• People
• Involve staff in shaping the future of the
  Council
• Create a flexible workforce that can deal with
  change
• An Open and honest approach
• Create a motivated and fulfilled workforce

• Organisation
• Transform into a modern, responsive organisation
• Target resources to maximise front-line service
  delivery
• Operate from fit for purpose premises that are in
  the right locations
• Realise the forecast financial and service
  benefits
• Moray Council managed solutions
• Technology
• Develop integrated and open systems
• Develop process driven solutions
• Maximise the benefits of modern technology

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Questions?