Agenda item

This report provides an update on the progress of the transformation programme of the BCP Council, which consists of three main elements: organisational design, where and how we work, and supporting our colleagues.

The report highlights the achievements and benefits of the programme, such as the implementation of the new Dynamics Finance and Operations system, the launch of the new customer journeys on the Dynamics Customer Engagement system, the development of the new People Strategy and the negotiation of the pay and reward offer with the trade unions.

The report also outlines the challenges and risks that the programme faces, such as data quality issues, the complexity and volume of the remaining customer journeys and processes that need to be developed and transferred to the new customer engagement system, the impact of the organisational change on the staff and the exit strategy from the transformation funding.

There are a number of appendices that provide more details on the programme, such as the data and analytics case study, automation of manual processes, programme costs, benefits realisation and savings.

The Portfolio Holder for Transformation and Resources presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'B' to these Minutes in the Minute Book. The Board was advised that the report provided an update on the progress of the transformation programme of BCP Council, which consisted of three main elements: organisational design, where and how we work, and supporting our colleagues.

The report highlighted the achievements and benefits of the programme, such as the implementation of the new Dynamics Finance and Operations system, the launch of the new customer journeys on the Dynamics Customer Engagement system, the development of the new People Strategy and the negotiation of the pay and reward offer with the trade unions. The report also outlined the challenges and risks that the programme faced, such as data quality issues, the complexity and volume of the remaining customer journeys and processes that needed to be developed and transferred to the new customer engagement system, the impact of the organisational change on the staff and the exit strategy from the transformation funding.

The Portfolio Holder and Chair of the Committee noted that Katie Lacey, The Director of IT and Programmes would be leaving the Council in the near future and both placed on record their thanks for her contribution to the transformation programme. There were a number of issues considered by the Board including:

·     The recruitment system closing down the application process, the Director of People and Culture undertook to follow up on this issue.

·     Communication and co-ordination between teams and the organisation of staff to be able to work more efficiently. A common data platform was able to be used to connect previously separate data sets together which would help in this process.

·     The Dynamics F&O system allowed Managers and Directors to instantly access budget information. Managers had access to the 2024-25 budget earlier than previously.

·     The Chair requested that the Board receive a demonstration of the ERP system (Dynamics F&O) now that it was up and running and well established.

·     Savings from the Transformation Programme in relation to Library Services. It was noted that there was a consultation open which was considering matters around this at present. The Consultation would be used to help inform the development of the Service.

·     Pay and Reward and the reasons for the different outcomes in the union ballots. It was noted that unions were not obliged to share membership details with the Council. The Union which rejected the offer did share the issues which Union members had with the Council offer and the improved offer reflected this. An update on the outcome of this would be made available as soon as possible.

·     Organisational Structure – An organisational hierarchy was being worked on and it was something which would be developed and made available.

·     IT accessibility by members of the public. The use of technology should make the whole system more efficient which should allow more resource to support those who were less IT literate.

·     Planning issues and communication with residents. Issues around this were being worked on but the Portfolio Holder suggested that the Transformation Working Group may wish to look at this in further detail. It was noted that the improvement journey was multifaceted but now in a better place than it had been.

·     Improving interaction in reporting of problems and notifying residents who have raised the issues. The Board was advised that greater consistency in notifications across the different areas of the Council and linking up the different systems was part of the new operating model.

·     It was asked whether Councillors would have access to the live data. It was expected that this would be possible.

·     It was suggested that the Transformation Advisory Group was to look at the integration of planning with the transformation programme. Planning improvement was an issue on the work plan for Environment and Place Overview and Scrutiny Committee for consideration at regular intervals as required.

The Chair thanked officers and the Portfolio Holder for bringing the report to the Board.