Appendix 2 – Phase two programme list
Perth and Kinross Council · 18 September 2024
Back to Finance and Resources Committee — 18 September 2024 and its agenda
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Appendix 2 Transformation & Change Programme - Phase Two Projects Project Name Expected Outcomes Whole Family Wellbeing The project aims to support all families who need support to get the right kind of support where and when they need it, and for as long as it is needed. Community Engagement "To develop options to strengthen the efficiency and effectiveness of community engagement and empowerment across the Council. The Review outcomes are: 1.Services are more responsive, consistent and accountable. 2.Economic, social and health outcomes for communities are improved. 3.Community wealth and social capital is strengthened. 4.Savings and efficiencies are achieved from money, assets, skills and time. 5.Local democracy is re-energised. 6.Data and evidence drives more effective use of resources. 7.Staff are empowered, motivated and more agile. Multi-Disciplinary Locality Working 1.Build stronger relationships across the council, with partners and communities 2.Consider new ways to deliver services which are joined up, flexible and responsive to the needs of communities – based on feedback and supported by evidence 3.Collaborative approach with partners and communities to co-design services that meets needs – evidence-based approach 4.Initially taking a focussed approach tackle inequalities and poverty – expanding this approach across all priorities 5.Supporting our workforce to be empowered to make decisions and to take forward the no wrong door approach – cultural change programme. Public Transport Increased awareness and promotion of public transport within Perth and Kinross. A public transport model that reduces inequalities, air pollution and supports improvements to the health and well being of people in local communities through supporting an inclusive economy. Waste Management Scope currently being developed and working group / service design process in place. Artificial Intelligence (AI) Scope currently being developed in line with Business Systems project.
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Project Name Expected Outcomes Business Systems 1.To create a detailed picture of how people / resources are allocated across the organisation supporting Council business systems and clarify total cost of ownership for business systems and associated capital / revenue budgets. 2.To create a Business Capability Model describing how Business systems collectively deliver on Council objectives 3.Introduce a new operating model for optimal delivery of modern digital business including: a revised Business Relationship and Business Partnership Agreements between services and IT; a defined model / approach for decommissioning / retiring Business systems 4.Improve records management compliance 5.To create a detailed picture of all contracts associated with all business systems capturing all key procurement and contract information, allowing for better contract management in the future. Additional Support Needs Transform ASN provision to deliver best value linked to best practice. Learning Estate Review Scope currently being developed Customer Services 1.To deliver a streamlined and consolidated customer- facing service on behalf of the Council, in line with its values and guiding principles in pursuit of outcomes within the LOIP and the new Corporate Plan. 2.To bring together the customer billing and collection functions and maximise the income available to our most vulnerable citizens. 3.To improve the accessibility of services to residents and service users and ensure consistency and equality of access. 4.To ensure customers experience a higher-quality service within permitted cost constraints. 5.To consistently achieve excellence and improve standards of service with most needs being fulfilled at first point of contact. Employability A model which delivers employability services that makes best use of our current skills, expertise, and resources to ensure a more coordinated and effective service.
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Project Name Expected Outcomes Finance Service Redesign A more strategically focussed finance service with investment in financial systems required to enable automation, improve efficiency and increase reporting abilities. Integration of finance across all council services to avoid duplication of effort and improve overarching financial management. Investing in our people to strengthen capacity in specific areas which will in turn strengthen internal support and provide challenge to budget managers. Phase 2 Leadership Development Programme The project has a number of different workstreams relating to the five leadership foundations: 1.Lead the delivery of the Council’s Vision and Corporate Priorities through evidence of high service performance and improvement 2.Leading and maintaining strong organisational culture and organisational behaviours 3.Lead the Council’s organisational transformation and associated programme of change and service redesign 4.Lead the Council’s commitment to meaningful and impactful engagement both inside and out with the Council 5.Lead the Council’s management of its people, resources, organisational risk and reputation An action plan is in place and expected outcomes are: 1.Considerable savings in relation to redesign and restructure of services for a more efficient and effective 2.Positive cultural change Manage and mitigate related risks in relation to leadership Invest in the development of leadership and aspiring managers to ensure the right skills at all levels Professional & Business Support To review existing arrangements and develop options to consolidate teams and increase the efficiency and effectiveness of the Professional and Business Support functions, with a more strategic approach to business administration and associated functions across the Council and prioritising available resources aligned to agreed priorities and need. The project will consider the options for consolidation and improvement of Professional and Business Support and Associated Functions currently in place across Perth and Kinross Council.
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Project Name Expected Outcomes Property Structure & Redesign The project aims to consolidate the strategy and delivery of property functions and accommodation across PKC. The annual cost of property was circa £55m in 22/23 plus associated staff costs of approximately £4m. in addition the general services capital plan and Council borrowing costs are dominated by historic and current property investment. The project will seek to clearly identify property accountabilities, deliver efficiencies in operation and seek to identify opportunities to rationalise the portfolio in the medium / long term reducing property revenue and capital costs. ALEOS Purpose to review our culture and leisure ALEOS and recommend structural/wider changes required to maximise PKC investment Tayside Contracts Review A scope is currently in development but expected outcomes and workstreams include: 1.Renegotiation of current service level agreements to ensure ongoing efficient, economical and innovative services are being delivered 2.Efficiency savings in particular areas – some of these have already been delivered 3.Improved cross regional working groups in specific areas 4.Improved internal management structure and service Corporate Landlord Model Scope currently being developed – Learning Estate Review will be a primary driver of this model. Working Smarter 1.Improving collaboration, at all levels, and between Council staff and our other stakeholders. 2.Embracing technology and new working styles to facilitate better productivity. 3.Enhancing employee experience and work/life balance through our more flexible operating model – we anticipate an additional benefit from this in the areas of staff recruitment and retention. 4.More effectively using our property estate, allowing more collaborative working and reducing our carbon footprint. 5.Establishing a model which will provide for the more effective, efficient and sustainable delivery of services to our communities. Strategic Procurement and Commissioning Re-design To design and implement a new operating model for strategic procurement and commissioning to improve efficiency and optimise the value and benefits of our purchasing power. Strategic Planning & Performance Service Redesign A more consistent and consolidated performance and approach which would enable increased oversight of all information and ensure our reporting is more efficient and timeous. Creating an 'organisational brain' which will allow our services to use data, research and information which allows them to place communities at heart of how we work by ensuring we are being more open, honest and transparent in our public reports as well as keeping our workforce informed about our position.