Appendix A - Transformation Phase Two Update
Perth and Kinross Council · 26 February 2025
Back to Perth and Kinross Council — 26 February 2025 and its agenda
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Appendix A Transformation and Change Programme – Phase Two Programme Update Project Title Project Overview and expected outcomes Progress Update / Key Milestones Customer Services Consolidation To develop a new model for customer services by adoption of a customer- centric approach to customer contact management which will substantially simplify our current arrangements; enrich jobs and empower customer service staff to satisfy most requests at first point of contact. The model will provide the opportunity to blend digital customer channels, assist vulnerable citizens by an appropriate channel, operate more effectively in and across localities, to achieve more with less resources, less effort, and less bureaucracy. We carried over some final actions of the consolidation of customer services into phase two, for example moving housing repairs customer service to consolidated service and ensure training programmes are in place for this transition. Further development of customer service programme for all PKC employees – following on from ‘Eyes and Ears of PKC which will align with our cultural change programme. Leadership Phase 2 Finance Consolidation The programme will pick up on the Leadership Phase one work including the senior leadership restructure, consolidation of key corporate services and cultural change. Carrying over consolidation into full service redesign projects in areas such as Strategy, People and Performance, Finance & Business Support and Property. Includes organisational cultural change programme including workstreams to strengthen the five foundations of leadership. Key workstreams are being progressed and on track in terms of workforce planning and service redesign with workshops and support being provided to ensure consistency and progress. Full cultural change plan for phase two is in development after the success of the Employee Offer Experience and Leadership Development initiatives. Working Smarter The Working Smarter programme has a number of different projects all related to the strategic and integrated approach of people, technology and crucially, property – looking to improve how we integrate all three for the best outcomes in relation to facilitating better productivity, embracing technology, more effectively using our estate and buildings and enhancing employees experience through flexible operating models. This programme includes all of the work which has been underway to secure Pullar House as a hub for different organisations and looking at how we purchase this property with a view to taking over from September 2025. Members will be fully aware of detailed progress in this area. In addition, the project team have also been working on a number of other projects including the planning and refurbishment of other city centre office space with a consultant appointed to agree a scope and set out options. A project to take forward the ownership and associated actions around Kinnoull St Car Park which requires agreement
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on policy for parking as well as considering other aspects of this property. This project also covers all of the Hybrid working arrangements in place and the communication and engagement required to implement and embed. Digital Transformation This programme of work consists of two main projects: 1. Artificial Intelligence (AI) which is intended to position PKC at the forefront of digital transformation, driving efficiency, enhancing service delivery and fostering innovation. 2. Business Systems Rationalisation to review all council business systems and applications and give an overview of current management arrangements, resources required, support and development needed and make recommendations for a new Digital operating model in future. The AI project is underway and a full EM briefing is scheduled for 10 March 2025. A pilot has been carried out, extensive training has taken place with Senior Officers and agreement for further pilot licences in selected teams is being rolled out. In relation to the business systems rationalisation project, this has been ongoing since mid 2023 with all baseline evidence collated and workshop sessions with system owners ongoing. It also encompasses the FLARE system replacement workstream and this is now at the design stage with timescales being met on progress. Additional Support Needs To transform ASN provision in education to deliver best value linked to best practice, establish clear ASN pathways, develop availability of ASN provision at all levels across all areas of the authority, create capacity for increase of future PKC placements, reduce the number of pupils placed out with PKC ASN provision, design a sustainable transport process, and provide regular reporting to help monitor the financial position, help to comply with legal requirements placed on the local authority, and ensure quality provision is delivered. This is a five year programme with fully developed workstreams and a number of actions currently in progress. Regular meetings with our PMO has established clearly defined outcomes and critical success factors with a planned completion date of 31 October 2028. The project is currently in the ‘Discovery’ phase with most current workstream tasks due for completion in the spring. In line with our service design approach, we will shortly move to the design and delivery stage Whole Family Wellbeing programme The WFWB programme will ensure an increase in universally accessible early help and support, delivered where and when it meets families' needs. Aiming for a better collective awareness of available support and how to access it, for both families and professionals, it will aim to provide support as "joined up" and limit the number of professionals and services individually involved with families. It will also look to provide families with choice about support ensuring they This project has been ongoing since mid 2023 and has also been the subject of an Elected Member briefing in November 2024 which allowed for discussion on progress and ongoing workstreams. There are five established workstreams already making good progress with positive outcomes being experienced including; 1. Children and families at the centre (engagement, empowerment, co-design)
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are involved in decisions that affect them and that there is increased collaboration between services and organisations that support families (including adult services and third sector). Encourage increased engagement with, and participation from children, young people and families in designing and developing services and support, ensuring a clear and shared understanding of the needs of families across the whole system Embed the key principles of holistic family support and early intervention and prevention within structures and systems (stigma-free, needs-based, rights-led), encouraging and empowering staff to develop innovative family support solutions in conjunction with the families they support. Improving capacity within the workforce to respond to the needs of families in a holistic way, through effective signposting and support. 2. Access to services (mapping of service provision, FORT referral system and development of services directory) 3. Service delivery (upscaling existing services, developing new services and influencing partners) 4. Systems leadership (links with other policy areas and funding, culture, vision, sharing good practice) 5. Support for the workforce (training, capacity building, developing networks and upskilling) Public Transport To develop a plan for a transport model that meets the needs of all our communities which is affordable, sustainable, efficient and effective. This model will cover the provision of local bus services, mainstream home to school transport, ASN home to school transport, HSCP and children and families transport. This project is on track and a number of workstreams progressing. A Project Steering Group has been implemented and consultants appointed who are undertaking a baseline assessment of current needs, taking into consideration feedback from stakeholders and communities. There are also a number of workshops scheduled to ensure that all areas of PKC who deal with transport (education, children’s services etc) are included, and a strategic approach is being adopted. Community Engagement Combining the multi-disciplinary locality working (MDLW) programme and our community engagement transformation project to strengthen the efficiency and effectiveness of community engagement and empowerment across the Council. This will allow us to find new ways for the Council to deliver services in a more joined up and flexible way, being more responsive to the needs within local communicates. Working together in partnership to address needs of our There are a number of workstreams within this project and the MDLW has been ongoing for some time and making good progress with Scottish government funding awarded, current recruitment for a new project manager underway and a renewed focus in terms of workstreams. In addition, workshops are being held to start planning a new community engagement aspect which builds on the foundations of all of the involvement and participation with communities, families
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communities with a clear focus on early intervention and prevention will allow us to keep working to tackle discrimination and prejudice, promoting equal opportunities for all and creating a fairer P&K. and individuals which is part of the Councils day to day role. A workshop was held in early Feb to develop plans for an inclusive engagement event in March 2025 to determine a strategy and action plan moving forward over the next few years. Employability To develop an implementation plan to deliver a strategic and co-ordinated employability service for PKC. Designing a new model that makes best use of the current expertise, skills and resources to ensure a more cohesive and effective service. This will involve maximising the reach and impact of our collective resources and delivery of services and operating in a more connected and integrated way putting people and their needs at the centre of the redesign. This project is on track in relation to research, baseline data and benchmarking work. There is still some progress to be made in relation to our engagement and redesign workstreams which will get underway in February 2025 with a designer’s workshop and will be followed on with a full design event before the end of the financial year. Zero Waste & Operations A review of waste strategy and waste management arrangements to deliver national initiatives, improved outcomes and realise best value and service efficiencies. This programme has a number of workstreams including: Operations resourcing; commercialisation review; circular economy strategy and service design beyond twin stream; schools recycling improvement, fleet transformation and operational asset review. This is a phase two project which was initiated in 2024 once the new Strategic Lead and key senior manager roles were all in place with induction underway. A project proposal form has been developed with Project Managers taking forward action plans in the various workstreams. The commercialisation project is on track and some short term service improvement has already been identified as well as savings in other areas of the programme. A full scheduled workplan is currently being developed with realistic timescales and milestones being identified. ALEO Review Project To find the best model of delivering leisure and culture services to people across Perth and Kinross within current financial climate. • To recommend a future delivery model best suited to future needs for ALEO’s that is capable of: Optimising PKC investment in leisure and culture services. • Increasing back-office efficiencies, including with other partners where appropriate (for example Perth and Kinross Heritage Trust, This project is on track with the following progress being made: Joint Project Group in place with representation from all ALEO’s and a collaborative approach to the review and workstreams associated An options appraisal of new structural model for ALEO’s looking to secure future financial sustainability is due to be started late March 2025 Regular updates and reports to full Council with an options appraisal and recommendations due in September 2025.
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Pitlochry Festival Theatre). Growing and diversifying new income streams. • Recommending an appropriate constitutional/governance structure for any new delivery model on the basis of options appraisal (sole member, SCIO, mutual etc). Tayside Contracts Review The review will consist of looking across the whole Tayside Contracts portfolio and reviewing the efficiency and effectiveness of service provision, delivery and considering alternative options. This project is part of our phase two programme, from late 2024 and is currently being developed with a number of significant areas of work to be considered and explored including: SLA Review, (soft services – school meals, cleaning, crossing patrollers, facilities management, roads and flooding. Progress will be reported as part of Transformation & Change updates. Commissioning & Procurement Consolidation (Third Sector Review) 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. Helping us to better align spend with need and address pressures of changing demands. Optimising the public value of the procurement function and consolidated relevant skills and expertise across the organisations. This project is reporting the following achievements to date: • New five-year Sustainable Procurement Strategy approved • Design of new “test of change” operating model • Contract and Supplier Management Toolkit implemented • Digital Category Strategy developed (awaiting Procurement and Commissioning Board approval) • Plans in place to develop Business Partnership model • Development of PowerBI reporting tools (Spend Analysis and Management Information Platform Scotland (MIPS)) • Schools Savings Working Group created to work on delivering cost savings and efficiencies. Completion of a number of mini- projects under this including janitorial supplies product rationalisation and award of commitment contract. • Identification of £30k of savings related to third sector funding.