Agenda item

The Corporate and Community O&S Committee is asked to consider the attached report. The report outlines:

The implementation of the Council’s new Organisational Design and Operating model is a fundamental part of the wider “Our New Normal” transformation programme.

Significant progress is being made in the implementation of the three programmes:

Organisational Design; including new technology and service redesign. 

Where and how we work; in the refurbishment of the BCP Civic Centre and Poole Hub and Library with a full face to face Customer service offering.

Along with Supporting our Colleagues, with Pay & Reward, Values and Behaviours framework and new Talent Acquisition and Wellbeing strategies as well as underpinning the savings required by the Medium-Term Financial Plan.

The Leader of the Council and Portfolio Holder for Finance and Transformation presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'A' to these Minutes in the Minute Book. The Committee were advised that the implementation of the Council’s new Organisational Design and Operating model was a fundamental part of the wider “Our New Normal” transformation programme and that significant progress was being made in the implementation of the three programmes; Organisational Design;

Where and how we work; and Supporting our Colleagues; In the subsequent discussion a number of issues were raised by the Committee and responded to by the Portfolio Holder and Officers including:

·     That the area in which someone lived still had an impact on the services provided and how these were accessed. The aspiration was for a single service for the area and this was being worked towards Yes that is the aspiration working towards - currently implementing customer resource management system – reengineering the customer front door including website elements – improve the way things are working at the moment. Looking towards Autumn of this year. Mosaic for social care for whole area now all on one system, so in this instance no need to

·     When this was considered by the O&S Board in August 2021, one of the outcomes was the proposed establishment of cross-party councillor transformation group. However, this had still not been established and it was asked why this was the case.

·     It was noted that current customer interactions were not efficient, and it was noted that the system changes which would drive efficiency would also lead to an improved outcome for customer services This has been the ethos of the Transformation Programme for the last few years.

·     It was noted that Enterprise, Resource, Planning systems were being implemented at great costs and could be impressive but may also fail to deliver benefits and a close eye would need to be kept on the big ticket items coming through to ensure that the benefits were realised. It was agreed that evaluating the benefits was important, for example in Children’s Services cases were now on one system rather than passed over between systems as it was before.

·     Concern was raised that staff were not comfortable bringing issues forward or people were not being properly informed. There appeared to be a disconnect here. The Committee was advised that it did need to be ensured that this work went through the whole organisation but that middle management were in a difficult place in terms of what they are able to communicate to their teams. It was felt that this was moving in the right direction, but Councillors were asked to make officers aware if they felt there was a specific problem.

·     Previously prior to LGR Councillors were advised that this process would be straightforward, and it was good to see Mosaic working but the process was clearly a lot more difficult than it was understood to be initially and it would be useful to see an overview or top-level programme plan for this. The Committee was advised that BCP was the only Council which had to bring three different Council Services together. It was generally expected to take 10 years to bring all services together in a single council.

·     That the report seemed to be about the financial savings and didn’t reflect a people focus but it was good to hear how the system improvements would impact on customer services.

·     There were queries raised around the finances of the transformation programme, the report indicated £43.9 million in benefits and efficiencies. Member queried if the figure was £43.9million or £50million as had been previously provided. A revised target for transformation savings was provided. At the back end of the MTFP it was hoped to move to 20 percent of savings. The Committee was advised that in total, over the first four years the Council budgeted for total savings of £47.9 million and included in that was £8.7 million, specifically in relation to transformation. In the Medium Term Financial Plan the savings that were directly related to the transformation investment programme were £43.9 million. These were in the upper band of figures provided by KPMG. There were risks with assuming the higher figures and therefore careful monitoring were required.

·     Clarification was sought on when work on the Council Chamber and meeting rooms would be completed. It was not thought that listed building consent for the work had been achieved as yet. Those working on estates and accommodation are working through details of those changes. It was noted that the Council Chamber accessibility was an issue. It was noted that the current Council Chamber was a compromise with resources available, but the accessibility issues were being considered. Councillors sought greater visibility with this programme of work. Issues were also raised regarding the work at Poole Civic Centre. The Chief Executive undertook to provide further information on this issue, via the programme lead.

RECOMMENDED/RESOLVED that

(a) Corporate and Community Overview & Scrutiny Board note the progress made on the implementation of the Council’s new Organisational Design & Operating Model