Supplementary Agenda Document Pack - Moray Council - 13/08/2024
Moray Council · 13 August 2024
Back to Moray Council — 13 August 2024 and its agenda
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Moray Council Tuesday, 13 August 2024 SUPPLEMENTARY AGENDA The undernoted reports have been added to the Agenda for the meeting of the Moray Council to be held at Council Chambers, Council Office, High Street, Elgin, IV30 1BX on Tuesday, 13 August 2024 at 11:30. BUSINESS 6a. Transformation Strategy Development Report by the Depute Chief Executive (Education, Communities and Organisational Development) 3 - 30 Page 1
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REPORT TO: MORAY COUNCIL ON 13 AUGUST 2024 SUBJECT: TRANSFORMATION STRATEGY DEVELOPMENT BY: DEPUTE CHIEF EXECUTIVE (EDUCATION, COMMUNITIES AND ORGANISATIONAL DEVELOPMENT) 1. REASON FOR REPORT 1.1 To ask the Council to consider and endorse the ongoing development of projects that form part of the delivery of the Council’s Transformation Strategy. 1.2 This report is submitted to the Council in terms of Section III (A) 2 of the Council's Scheme of Administration relating to considering Capital and Revenue Budgets and long-term financial plans. 2. RECOMMENDATIONS 2.1 It is recommended that the Council considers and endorses the further development and definition of the Council’s Transformation Strategy (Appendix 1), in particular the specification of projects below that are reported in separate reports on the Council agenda) and the links with the council’s corporate priorities i) Energy (LED) ii) Energy (Solar PV) 2.2 It is also recommended that the Council notes: i) the further planned work with members to continue to define and develop the overall long-term definition of and approach to transformation; ii) work is underway to prepare an expanded set of projects with financial benefits, in particular relating to leisure, libraries, learning estate and workforce projects by December 2024; and iii) that this work will contribute to the development of the future council transformation programme of change that is scheduled for June 2025. 2.3 It is recommended that in order to enable and sustain progress on the programme of transformation work, the Council approves budget from Item 6a. Page 3
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transformation reserve as set out in paragraphs 4c for resources required to progress the School Business Administration and Learning Estate projects. . 3. BACKGROUND 3.1 The Council at its meeting on 24 April 2024 agreed the first iteration of a new, developing Council Transformation Strategy to take forward a continued focus on delivering transformation projects already in progress, accelerate and expand where there is opportunity and develop new areas of work to support the council’s financial sustainability, providing a sound foundation for future transformation work (para 9 of the minute refers) 3.2 The Strategy agreed in April 2024 (Appendix 1) is made up of a programme of projects to continue the council’s transformation journey. These are categorised as new, innovation, additional, expansion and current. The Strategy has been updated to show links to council priorities in the corporate plan and to reflect the current position on projects in development. Appendix 2 gives an update of progress on specific projects areas to show the development work that has taken place as set out in this report and other reports on this Council agenda relating to specific projects. 3.3 Recognising the development work required, the Council agreed in April 2024 that the next steps in developing the new Strategy were: i) Refresh and refocus ii) Further develop and define iii) Future council programme iv) Assuring delivery v) Continued sustainability 3.4 This report sets out the next iteration of the Strategy as described above in terms of that development work including developing projects and seeks approval for the release of investment from the Transformation Reserve as described in the financial implications section 4(c) below to drive forward the projects within the updated Transformation Programme. 3.5 As agreed by the Council, the current focus of the immediate work on transformation is on securing financial benefits in recognition of the very difficult budget position and need to identify savings. However, the short to medium term financial strategy acknowledges that transformation benefits typically accrue in the medium to long term. It must also be noted that by its nature, transformation is generally novel, innovative and untested, therefore, there is a high degree of risk in relying upon transformation as the main vehicle for delivering financial savings at least in the short to medium term. 3.6 It is also important to recognise the element of transformation that can be a major enabler in preparing an environment where it is possible to deliver services differently in future, for example shifting the relationship with communities and customers; considering approaches such as co-design, co- Page 4
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delivery and demand management; developing digital solutions and ensuring efficiencies are built in to service delivery. These enablers of change may not bring direct financial gain but can contribute to longer term sustainability of council services by offering alternative ways of operating. This aspect of transformation and how the council defines and approaches it will be a focus of the next stage of consideration of the Transformation Strategy and will be included in the member workshop referenced below. DEVELOPMENT OF STRATEGY 3.7 Stage 1: Refresh and Refocus (May 2024): An interim position based on a continued delivery of current transformation projects with financial benefits was agreed by the Council on 24 April 2024. This was agreed by the Council on 24 April 2024 and focused the programme on projects that bring financial savings and accelerated/expanded current projects that could offer greater or earlier financial gain. It also added new projects for which project mandates had been prepared and agreed by CMT/SMT as the project initiation board. The planned work is now completed for this re-focus stage to ensure that work on current projects continues and so maintain focus and pace on the need for change while also leveraging more where possible. 3.8 Stage 2: Develop and Define (6-12 mths) (Aug 24) – Further work has taken place on the areas for discovery and development as set out in the refreshed set of projects. In terms of the areas identified for research and investigation, a Digital Discovery workshop has been held to consider the scale of opportunity and the outputs will be reviewed to identify the scope to develop this area. Projects relating to workforce, digital and learning estate expansion are all in development with project mandates to come forward by December and for those projects where mandates have been agreed (e.g. Lagan Customer service), business cases are being prepared within the overall planned 12 month timescale. Progress will be made as quickly as possible within the timescale depending on the nature and scale of each project. In addition, as noted below, a number of projects that had been defined as “new” have moved to the project mandate phase and are recommended for progression. 3.9 Stage 3 (12mths plus) – Future Council Programme – this will be the next stage of development to follow on from Stage 2. Stage 3 recognises that further substantial work is necessary, including identifying approaches that could be considered for the Future Council. This will also take account of the enabling potential of transformation work that could underpin future change and efficiency and have indirect financial benefits, ensuring the sustainability and effectiveness of council services for the future. The workshop referred to below will begin to take this planning forward. DEVELOPMENT OF PROJECTS 3.10 A progress update on the projects within the Transformation Programme is attached as Appendix 2. As noted in the report to Council in April 2024, work has been progressing on the new projects to determine their future inclusion and lead officers have been allocated for the investigation opportunities and discovery work is underway. Points of note are: Page 5
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i) Education Business Support Team (A): savings have been delivered through the management of vacancies and work is underway using Lean processes and software to redesign the service; ii) School Business Support (C): project has been on hold as resources required to enable progress. Request is included in staffing and finance section of this report; iii) Schools for Future(E) Learning Estate Review Acceleration/Extension and Workforce Changes (N): Transformation briefing/workshop to include elected members is planned to consider scoping work for the transformation programme and this topic will be included. iv) Digital Service (I): workshop session held on 3 July 2024 which was facilitated by SoCITM and the Digital Office and the outputs will be reviewed to inform the next stage of development. v) Service Reviews (N): a process has been drafted and is under consideration by the Corporate and Senior Management Team to determine whether the return on investment is sufficient, real and achievable and whether there can be confidence in the financial value that could be achieved. vi) Industrial Estates Portfolio (N), Energy (LED) and Energy (Solar PV) – have all progressed to the project mandate stage (included in Members Documents section of CMIS) and been recommended for further development. Separate reports on two of these are on this council agenda. vii) BIM (C) – the full business case was approved at the Council meeting on 26 June 2024. ONGOING DEVELOPMENT/NEXT STEPS 3.11 In the report to the Council of 24 April 2024, it was recognised that as the new Transformation Strategy is developed, clear core purpose, aims, vision and guiding principles will be required to inform and shape the future transformation strategy and to ensure continued consistent focus over the duration of the work. It is proposed that the next stage of this will be to hold a workshop with Elected Members to inform the future direction and overall outcome for Transformation in context of budget and future service delivery. This will include consideration of the scope of particular projects as referenced above. The workshop is planned for 12 August and at the time of writing it is anticipated that the workshop content will cover: • Understanding and definition of what transformation means in Moray • Alignment and fit of current projects • Scoping of identified projects (Leisure, Libraries, Learning Estate, Workforce) • Pathway for further development – further opportunities and working towards future council transformation Page 6
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4. SUMMARY OF IMPLICATIONS (a) Corporate Plan and 10 Year Plan (Local Outcomes Improvement Plan (LOIP)) The new Transformation Strategy is the development of the council commitment in the Corporate Plan to the values of Ambitious: ensuring sustainable and efficient services; and Improving: drive improvement, encourage innovation and invest in transforming to meeting future needs and forms the Transformation Strategy referred to in the Strategic Delivery Framework. The transformation strategy and projects contribute to the Council’s priorities of tackling poverty and inequality, building stronger greener vibrant economy and building thriving, resilience empowered communities. The projects also support the strategic delivery framework of the financial strategy workforce strategy and digital strategy. The summary of transformation projects within the Transformation Strategy (Appendix 1) shows which project links to which of the council priorities from the corporate plan. (b) Policy and Legal None. (c) Financial implications The financial implications of the IMP have been approved in previous reports. There is no change to this from the content of this report. The table below tracks the investment and savings generated since the programme was started in 2018. Cost 2018 to 2023 £000s Cost 2023/24 £000s Actual Savings 2018 to 2023 £000s Savings 2023/24 £000s Projected future savings £000s Total projected savings £000s IMP 925 179 918 361 986 2,263 BIM 11 - - - - ASN Review 885 - - - - As noted in previous reports, a number of projects require specific resources to support their development and delivery. A summary is provided below of the financial position agreed to date, including resources 2024/25 £000s 2025/26 £000s 2026/27 £000s Educational Attainment Page 7
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Education – ASN 596 Just Transition 30 TOTAL 626 The following projects have reached a stage where it is necessary with some having reported to council/committee in this respect. This is set out in section (e) Staffing below and has the following new financial implications to be drawn from the Transformation Reserves 2024/25 2025/26 2026/27 Project Officer (G9) (School Business Support) – 6mths 28,600 ESO 0.5fte (Learning Estate) 22,000 37,200 37,200 TOTAL 50,600 37,200 37,200 (d) Risk Implications The risks associated with the transformation programme are managed through the relevant programme boards and overseen by CMT/SMT. There are no changes to the current risk profile and it is noted that, with reporting of the first iteration of the new Transformation Strategy, progress is being made in maintaining pace which has previously been noted as a risk. However, the risks associated with change and the success of transformation remain and will continue to be monitored. In order to manage these risks, the Council will: (i) Ensure that all projects meet a given standard of governance that is proportionate to the change. (ii) Ensure there are adequate resources for the overall programme of work and for individual projects. (iii) Manage the dependencies and interdependencies across the scope of the change and its implications for other areas of prioritised work. (iv) Appoint appropriate project resources and failing which, review whether objectives are deliverable and review planned work accordingly. (e) Staffing Implications There continue to be challenges in securing resources and service capacity to progress projects. However, the allocation of specific project resources to specific projects is showing impact with projects such as smarter working and learning estate showing good progress. This approach will be built upon as projects are identified and reach an Page 8
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appropriate stage. Resourcing at Council level including corporate programme management and oversight will be revisited as the next stages of the Transformation Strategy work emerges. In this respect, some projects have progressed through the committee process already and resources have been approved. This is summarised in the financial section above and is shown in Appendix 1. In addition, the following projects have reached a stage where resources require to be put in place and it is proposed that funding is drawn from the Transformation Reserve to support this: i) School business admin: Project Officer G9 required for 6 month period to enable project progress to meet the direction set by the Council on 27 September 2023 (para 20 of the minute) when it was decided that the next stage of the project should be a Service Review taking account of the findings of the Change Management Plan consultation process. As the temporary project resource for this project has concluded it has not been possible to progress the work instructed by the council and a temporary project officer is sought to enable this. There were savings of £200,000 identified for the schools business administration project when it was first scoped and the further work will aim to deliver on this as far as possible taking account of any changes in the intervening period. ii) Learning estate: funding required for 0.5 fte Education Support Officer to undertake education aspects of review (£37,175) as agreed at ECLS on 14 May 2024 (para 9 of the minute refers). The Committee noted the annual update on the Moray Learning Estate Delivery Programme, approved the requirement for additional workforce resources to deliver the programme and agreed to recommend the approval of the allocation of funding from the transformation reserve to meet the costs of posts that require revenue budget for up to 3 years, which is the 0.5fte Education Support Officer proposed in this report. (f) Property No direct implications from this report, although property is the subject of one of the workstreams and is impacted by the Energy projects. The issues arising from this will be reported in due course with activity on climate change being progressed as a stand-alone programme of activity. . (g) Equalities/Socio Economic Impact For the purposes of this report an Equality and a Socio Impact Assessment are not required, however it is acknowledged that various workstreams will identify change that will have an impact on equalities and socio economic considerations and will be reported in due course. (h) Climate Change and Biodiversity Impacts There are no immediate climate change implications directly arising from this report. However, the energy projects make a contribution to future environmental sustainability and climate change. This is reported in the report relating to these specific projects. Page 9
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(i) Consultations The Corporate and Senior Management team have been involved in the ongoing development of the transformation programme, including as the project initiation board reviewing new mandates and driving forward specific project work. They have been consulted on the report and the comments received have been incorporated into the report and project updates. 5. CONCLUSION 5.1 The Transformation Strategy approved by the Council on 24 April 2024 is under development and this report notes the progress made since the April, including progress in defining projects to project mandate stage for approval and resources to take forward agreed projects. The next stage of development is underway with the first workshop having been held to explore the potential of digital in relation to future transformation and a workshop with members taking place on 12 August. The next stage will be a further progress update in December 2024. Author of Report: Denise Whitworth, DCE ECOD Background Papers: Reports updating on progress on Improvement and Modernisation Programme to: 12 May 2021 Full Council (Item 09 Report and Appendix A / B / C / D / E ) 15 September 2021 Full Council (Item 15 Report and Appendix 1 / 2 / 3) 15 March 2022 Corporate Committee (Item 13a Report and Appendix) 30 August 2022 Corporate Committee (Item 06 Report and Appendix ) 25 April 2023 Corporate Committee (Item 08 Report and Appendix) 7 November 2023 Corporate Committee (Item 07 Report and Appendix 1 / 2) 23 April 2024 Corporate Committee (item 06 Report ) and Appendix) 24 April 2024 Special Full Council (item 04 Report and Appendix 1 and Appendix 2) Ref: SPMAN-1108985784-993 / SPMAN-1108985784-994 Page 10
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Appendix 1 Transformation Strategy Version ShP ID Reported to V0.1 SPMAN-1108985784-947 SFC 24/04/2024 V0.2 FC 13/08/2024 Item 6a. Page 11
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Contents Transformation Strategy .................................................................................................... 3 National and Local Priorities .......................................................................................... 3 Financial Challenges and Strategy................................................................................. 4 Design Principles for Future Council Transformation .................................................. 5 Framework for Change.................................................................................................... 5 Developing Transformation Strategy: Next Stages ....................................................... 6 List of Transformation Projects ......................................................................................... 8 Project Mandates for New and Revised Projects ............................................................ 14 Page 12
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Transformation Strategy This is a first iteration of a new, developing Council Transformation Strategy to take forward a continued focus on delivering transformation projects already in progress, accelerate and expand where there is opportunity and develop new areas of work to support the council’s financial sustainability, providing a sound foundation for future transformation work. Transformation is the first step in the Council’s hierarchy of measures to ensure that it is financially sustainable moving forward. Key aspects of reform are: Transformation to new approaches, including outsourcing, sharing and commissioning; Redesign through streamlining and re-organisation; Redefinition of services by stopping or reducing Increased income generation Whilst income generation and service reduction/cessation are recognised as separate and lower tier strands of the Savings Hierarchy, major changes in either area will of necessity also entail an element of transformation in the widest sense. Transformation and innovation is a key council priority that is reflected in our values of being Ambitious: ensuring sustainable and efficient services; and Improving: drive improvement, encourage innovation and invest in transforming to meeting future needs. National and Local Priorities Scottish Government’s new deal with Local Government the Verity House Agreement sets out the way we will work together with a vision for a more collaborative approach to delivering shared priorities for the people of Scotland. Three shared priorities have been identified:- 1. Tackle poverty, particularly child poverty, in recognition of the joint national mission to tackle child poverty 2. Transform our economy through a just transition to deliver net zero, recognising climate change as one of the biggest threats to communities across Scotland, and 3. Deliver sustainable person-centred public services recognising the fiscal challenges, ageing demography and opportunities to innovate. Page 13
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Moray Council Corporate Plan has identified the following priorities which can be aligned to the shared priorities within the Verity House Agreement:- We will work with partners, communities and businesses to: Tackle poverty and inequality • Reduce child poverty and inequalities in incomes, health and education • Support vulnerable members of our community Build a stronger, greener, vibrant economy • Deliver the Moray Growth Deal • Focus on a wellbeing economy, one that provides opportunities for all • Consider the environment and sustainability in everything we do Build thriving, resilient, empowered communities • Involve and empower our communities in shaping places that people want to live in, visit and invest in • Provide modern and sustainable services, housing and infrastructure that meet the needs of our communities Financial Challenges and Strategy The Council faces significant financial challenges in the short term with a requirement to address a shortfall in budget by 2026/27 of £14 million, which will need to be done through a combination of transformation, efficiency savings, increased income including Council tax increases and service reductions. The Medium to Long term Financial Strategy recognises the financial pressures that the Council will face from increased inflation, interest charges, pay awards, demographic change and new fiscal arrangements being delivered through the Verity House Agreement such as the review of ring fenced budgets. These pressures mean that the Council will need to: • adapt to the short term changes brought about • balance budgets • position itself to deliver on the shared priorities and the corporate plan • ensure resource is allocated efficiently and effectively in the provision of service both to and with the public of Moray The financial Strategy is framed over the following periods: • Short - Less than 3 years: The Council needs to save £14 million (latest est) by 2026/27, cuts will be severe with little opportunity for mitigation; this short- term activity is essential for a sustainable Council and requires very difficult choices guided by the future model. Page 14
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• Intermediate 3-6 years: Actions will commence immediately and lead to the streamlined more sustainable Council outlined above but will not contribute to the short term savings required by 2026/27. • Longer term 6 – 10 years: Actions that lead to the longer-term sustainability and performance of the Council in a financially challenging environment with continued demand growth and pressures. Design Principles for Future Council Transformation To address the current and future challenges the Council needs to develop a new transformation programme and change its ways of working. It will be helpful to have a clear core purpose, aims, vision and guiding principles to inform and shape the developing transformation strategy and to ensure continued consistent focus over the duration of the work. The principles and ways of working that have been used to guide transformation to date are attached as Appendix 2. These need to be revised and reviewed to provide the basis for new transformation and change. The Corporate and Senior Management team have undertaken an initial review taking account of experience to date and used the draft principles below to inform development of this first iteration of the Transformation Strategy and projects. It is proposed that these are used as a basis from which to initiate further consideration and development of overarching aims and guiding principles for transformation work with elected members, staff and wider stakeholders:- ➢ Streamlined but efficient, effective and enabled ➢ Collaborative to utilise the power of partnership with Communities, Business and Partners in local and regional delivery. ➢ Entrepreneurial to maximise income, commercial in approach to charging, income generation and full cost recovery, agile in response to opportunity. ➢ Innovative and Learning organisation engaged at a regional and national level. ➢ Empowering staff through leaner systems, trust and shared understanding of success Framework for Change Delivering the vision established through the Corporate Plan and the shared priorities of the Verity House Agreement in a more streamlined Council requires new ways of working. The Future Council requires new approaches and thinking to be applied to traditional service areas so that need can be met within reduced resources over the long term. That fundamental shift is a challenge across local government and work is ongoing nationally which the council is keen to engage in and learn from at the earliest Page 15
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opportunity. Strong leadership and direction will also be needed to steer the council through a new way of operating. Recognising that there is currently a time of transition, preparations have been made for this more fundamental transformation for the future in order to provide a strong platform for further development of the transformation strategy. This first iteration of the developing Transformation Strategy has therefore focussed on maintaining progress on currently identified projects and identifying scope for further transformation and innovation to inform the next stages. The proposed Strategy is made up of a set of projects to continue the council’s transformation journey based on: i) New opportunities for discovery work have been identified from horizon scanning (N); ii) Innovation areas for research and discovery to assess future potential (I); iii) Additional projects for initiation have been added to the Transformation Strategy (A); iv) Expansion or acceleration projects have been identified from current transformation work; (E) and v) Current projects that provide financial savings (C). Developing Transformation Strategy: Next Stages The importance of pace and progress are recognised alongside the need for innovation. To ensure focus is maintained, the new Transformation Strategy is anticipated to develop over a number of stages as work progresses to fully deliver current projects, further define those newly identified, identify scope for new projects and innovate where there are emerging opportunities. Stage 1 (6 mths): refresh and refocus - an interim position based on a continued delivery of current transformation projects with financial benefits. This will focus the programme on projects that bring financial savings and accelerate/expand current projects that could offer greater or earlier financial gain. It will also add in new projects for which project mandates have been prepared and agreed by CMT/SMT as the project initiation board. Council approval will also be sought to resource projects not otherwise previously approved. This stage will ensure that work on current projects continues and so maintain focus and pace on the need for change while also leveraging more where possible. Stage 2 (6-12 mths) – Further develop and define Transformation Strategy - areas for discovery and development have been noted in the refreshed set of projects, recognising the need to continue to develop the programme of work, build on experience and seek external review and challenge to ensure learning from others to push boundaries and innovate for the next set of projects. Currently these have only been identified for research and investigation and so they require to be developed to Page 16
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test out the viability and scale of opportunity with business cases being prepared for those that are agreed to proceed to become projects within the 12-month timescale. Progress will be made as quickly as possible within the timescale depending on the nature and scale of each project. Stage 3 (12mths plus) – Future Council Programme - It is recognised that further substantial work is necessary, including identifying approaches that could be considered for the Future Council. Initial assessments completed by senior managers can form a basis to inform and identify opportunities for different ways of working to move to either as savings projects or to enable future financial benefit by providing ways of operating to make the council sustainable longer term. Stage 4 (1- 3 years) - Assuring Delivery with a keen focus on the core benefits of each project with resourcing and governance in place to ensure that these are achieved. This stage will require leadership and resilience to maintain momentum across a number of high profile, contentious areas that will drive financial sustainability but will carry wider risk and may not be universally supported by the community. Engagement with stakeholders will be a key activity over this stage. Stage 5 (3-6 years) – Continued Sustainability – it must be recognised that increasing demand and reducing resources are likely to be a continuing feature for local government. Moving into the medium term, opportunities may emerge from national work, for example in Education and Social Care that the Council can build from. A refocus and realignment of the Transformation Strategy will be considered. Page 17
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List of Transformation Projects Key N: New opportunities for discovery work have been identified from horizon scanning (N); I: Innovation areas for research and discovery to assess future potential (I); A: Additional projects for initiation have been added to the IMP (A); E: Expansion or acceleration projects have been identified from current transformation work (E); and C: Current projects that provide financial savings (C). People Resources – green text indicates approved resouce Current (C) Added (A) New opp (N) Innovation (I) Expand/Accel (E) Project Titles: Phase Schedule Budget Objectives % complete Project Description Council Priorities Financial Benefits (already in budget) New Financial Benefits (not already in budget) Revenue required People Resources e= estimate Poverty Economy Communities Delivery Framework TRANSFORM EDUCATION A (from Budget reports – ref Council Mtg 25.10.23) Leisure Review Definition A review of Sport and Leisure Services for the future at a sustainable cost ✓ 1.0 18m ths A (from Budget reports – ref Council mtg 25.10.23) Libraries Review Definition A review of Library and Heritage Services for the future at a sustainable cost ✓ 0 A (from Budget savings) Education HQ Business Admin Support Team Definition Review of Business Administration in education. (Link with Lean review) ✓ 0.5 e 6mt hs Page 18
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Current (C) Added (A) New opp (N) Innovation (I) Expand/Accel (E) Project Titles: Phase Schedule Budget Objectives % complete Project Description Council Priorities Financial Benefits (already in budget) New Financial Benefits (not already in budget) Revenue required People Resources e= estimate Poverty Economy Communities Delivery Framework reports – ref Council mtg 25.10.23) E Schools for the Future: Learning estate review Acceleration / Extension Improved educational attainment and fewer Schools operating at greater levels of occupancy and efficiency Needs additional resource to increase pace of delivery (1.0 possible cross over with current learning estate work) Project Mandate ✓ ✓ 500 (tbc) 112 (tbc) 2.5 of 3.0 30m ths C Raising Attainment: Well-being (ASN) Delivery GREEN GREEN GREEN 38 Review of approach to supporting ASN in Education to meet need better and bring service within budget. Project was recently re- focussed and changes agreed at committee project mandate describes the current project. Resources in place Project Mandate ✓ ✓ No addit ional C Business Support for Schools (Schools Business Admin) Delivery RED AMBER AMBER 64 Efficiency from digital services and review of school administrative support ✓ 56 0.5 e 6mt hs C Raising Attainment: Curriculum Breadth - Digital Inclusion Definition GREEN GREEN GREEN Improved digital infrastructure from mobile device management solution in schools ✓ No addit ional Page 19
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Current (C) Added (A) New opp (N) Innovation (I) Expand/Accel (E) Project Titles: Phase Schedule Budget Objectives % complete Project Description Council Priorities Financial Benefits (already in budget) New Financial Benefits (not already in budget) Revenue required People Resources e= estimate Poverty Economy Communities Delivery Framework Resources already in place TRANSFORM COUNCIL I Digital Services Research Identify opportunities for expansion of digital services and solutions to generate efficiencies and savings Resource estimate is for ICT and project resource. However, external support potentially helpful ✓ 2.0 e 18m ths N Service Reviews Discovery Series of rolling reviews across all services with efficiency target over 2/3 years ✓ Tbc e.g. 5%/3 yrs 1.0 e 24m ths N Workforce Changes Discovery Review of working practices and terms and conditions Project Mandate ✓ 100 Tbc 1.0 e 12m ths A Out of Hours Services Definition Consolidation of out of hours call handling to manage increased volume and expectations and provide savings Project mandate ✓ 165 2.0f te 12 t h s i) A Customer Service and systems support Definition Research Replacement and expanded use of customer relationship ✓ 25 tbc 45 tbc 7.0f te 24m ths Page 20
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Current (C) Added (A) New opp (N) Innovation (I) Expand/Accel (E) Project Titles: Phase Schedule Budget Objectives % complete Project Description Council Priorities Financial Benefits (already in budget) New Financial Benefits (not already in budget) Revenue required People Resources e= estimate Poverty Economy Communities Delivery Framework ii) I management system (Contact Centre system) Note: replacement system is not optional due to contractual position i) Project Mandate ii) Potential further development of this project to expand breadth and depth of services in contact centre/central support. ii) tbc Asset Management (was PAMA) Delivery N/A £83K £200K Rev. £250K Cap. saving ✓ No addit ional C o Smarter Wokring (was Pama Office Review) Delivery GREEN £15.5k GREEN 90 Leading to reduced number of offices and collaboration with Partners Resources in place ✓ 100 C o Depot Review Definition AMBER GREEN GREEN 75 Leading to reduced number of depots and collaboration with partners including EV fleet replacement and charging ✓ OBC est £500k pa to fund capital costs 100 p.a. 1.0 fte C Property Asset Mgmt. Stage 2 – Shared Community hubs for public/3rd sector On hold Later stage of project to assess scope for shared use of buildings with partners. Meantime opportunities taken as they occur ✓ Page 21
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Current (C) Added (A) New opp (N) Innovation (I) Expand/Accel (E) Project Titles: Phase Schedule Budget Objectives % complete Project Description Council Priorities Financial Benefits (already in budget) New Financial Benefits (not already in budget) Revenue required People Resources e= estimate Poverty Economy Communities Delivery Framework C Service Efficiency – Lean Reviews Definition – been on hold and to be activated RED GREEN GREEN 25 Application of LEAN to all Services Requires additional resource to accelerate pace and incorporate a learning and development opportunity for staff. ✓ 250 1.0 e 24m ths TRANSFORM ECONOMY N Industrial Estates Discovery Definition Discovery to assess possible value of savings opportunity - strategic level options to assess if would provide savings at scale down to approach to individual assets for smaller savings to be considered. Project Mandate ✓ tbc N Vehicles (inc pool cars) Discovery Discovery to assess possible value re use of pool cars, etc ✓ ✓ tbc A Net Zero- Minimising energy use and carbon emissions. New – Definition Application of projects to reduce energy use and switch to renewables to reduce costs and carbon. Investing in renewables and carbon offset to generate income and prevent future ✓ ✓ tbc Page 22
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Current (C) Added (A) New opp (N) Innovation (I) Expand/Accel (E) Project Titles: Phase Schedule Budget Objectives % complete Project Description Council Priorities Financial Benefits (already in budget) New Financial Benefits (not already in budget) Revenue required People Resources e= estimate Poverty Economy Communities Delivery Framework spend and budget pressures. Cost £170k Change the approach to a more collaborative form of working across the Council to deliver on long term strategic priorities. Project Mandates: LED; Solar PV C BIM – FBC to EDI June 2024 Definition GREEN GREEN GREEN To introduce a Building Information Modelling system to enhance the use of digital data held on construction projects and buildings to optimise the efficiency of the asset during its life where the greatest costs are incurred. ✓ tbc Page 23
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Project Mandates for New and Revised Projects SFC 24/04/2024 – held in Members Only section on CMIS Council 13/08/24: Mandates updated to include: Industrial Estates Net Zero: Solar PV Net Zero: LED Page 24
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APPENDIX 2 SPMAN-846221965-279 Project Titles: Phase Schedule Budget Objective s % complete Progress Update Next Steps TRANSFORM EDUCATION Leisure Review Definition Not yet developed Public engagement completed on future service design Options in draft for development Feasibility evidence study commissioned Transformation Workshop to consider future service design – Sept 24 Reportnig on feasibility study – Oct 24 Libraries Review Definition Not yet developed Public engagement completed on future service design Options in draft for development Transformation Workshop to consider future service design – Sept 24 Education HQ Business Admin Support Team Delivery GREEN GREEN GREEN 20 Project moved from definition to delivery Savings have been achieved through vacancy management Work commenced on process review Complete lean process review and design new procedures Raising Attainment: Well-being (ASN) Delivery GREEN GREEN GREEN 40 Resource allocations consultation complete and ready to implement for August for teachers and PSAs Process for in-year requests updated Children at Risk in Education (CARE) process in place All mandatory training for next session has been developed Initial training of 12 potential trainers for CALM has been completed as we move away from BSS ASN handbook has been updated ECLS Committee on 14 May 2024 where CMP for SEBN approved Complete procurement for alternative curriculum Consult on and implement change management of SEBN team for new alternative curriculum provision Process for annual moderation to be developed All mandatory training for next session will be delivered between August and OctoberECLS Continue to engage with ASN parents Progress action planned agreed at 27/3 ECLS Item 6a. Page 25
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APPENDIX 2 SPMAN-846221965-279 Project Titles: Phase Schedule Budget Objective s % complete Progress Update Next Steps Business Support for Schools (Schools Business Admin) Delivery RED AMBER AMBER 65 Overall Project Status is considered AMBER as replanning of project, resources and timelines required following direction from council in Sept 2023 Resources requested to enable progress Review of the project to address feedback on both the Change Management Plan and Improvement Plan Raising Attainment: Curriculum Breadth - Digital Inclusion Delivery AMBER GREEN GREEN 25 Project moved from definition to delivery This project is now predicted to be back on track over the next few weeks but is amber for monitoring of that procurement of solution completed Project initiation and project plan prepared Delivery scheduled for school holidays, preparatory work in progress. Work planned for schools where devices are ready Some concerns identified with aged devices Deployment of solution scheduled for over school holidays to be completed during August Testing of solution on school return Schools for Future - Learning Estate review AMBER AMBER GREEN 5% Schedule is amber overall as there have been a number of factors influencing the originally planned timescales: o Findrassie – project is on hold due to updated roll forecasts, per ECLS committee o Forres Academy – site selection has progressed and was agreed by ECLS/Council in May 2024. Project plan revised to meetnew deadline of Dec 28 o Buckie – affordability within capital plan and timing to be considered o B-B Upgrade work – timing to be adjusted for affordability Forres – consultation re common good to be progressed in Aug 24 B-B programme work – progress first group of schools for 24/25 roll out Crossroads –report recommending formal consultation on future to come to ECLS committee in Sep 2 ASG Engagement – Elgin Associated school groups (ASG) underway. Forres and Buckie progress to next stages Transformation Workshop to consider future of this project re whether to Page 26
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APPENDIX 2 SPMAN-846221965-279 Project Titles: Phase Schedule Budget Objective s % complete Progress Update Next Steps Budget and affordability are an ongoing challenge with this programme of work Public engagement underway in Buckie and Elgin on future learning estate. Option prepared to consider acceleration. accelerated and extended to look at improved educational attainment and fewer Schools operating at greater levels of occupancy and efficiency TRANSFORM COUNCIL Digital Services Research Not yet developed Workshop facilitiated by Digital Office and Socitm held on 3/7. Workshop outputs to be reviewed along with Digital Maturity Assessment report to identify opportunities. Service Reviews Concept Not yet developed Early discussion paper prepared and further development required. May present methodology to advance emerging agendas such as digital, lean and sustainability Management consideration of concept and potential benefits Workforce Changes Concept Not yet developed Early work to assess concept developed Transformation Workshop to consider future of this project Out of Hours Services Concept Not yet developed Project mandate prepared and agreed by CMT/SMT as project initiation Business case under development Customer Service and systems support Definition Research Not yet developed Project mandate prepared and agreed in principle by CMT/SMT as project initiation board. Further opportunities being explored as part of OBC Business case drafted and under review Jul 24 Asset Management (was PAMA) Delivery N/A £83K £200K Rev. £250K Cap. saving 80 o Smarter Working (was Pama Office Review) Delivery GREEN £15.5k GREEN 90 Phase 1 has now been completed and end of Phase Project report prepared. Delivery of: Committee room refurb; Elgin HQ moves, Southfield staff to HQ (Feb 24). Release of Cluny Square, Buckie by 31 March 2024 Further rationalisation of Elgin offices to March 2025 Phase 2 preparation and planning Page 27
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APPENDIX 2 SPMAN-846221965-279 Project Titles: Phase Schedule Budget Objective s % complete Progress Update Next Steps o Depot Review Definition AMBER GREEN GREEN 75 Work continues on developing the Outline Business Case. OBC approved at ED&I Committee on 30 April 2024 with initial project resource for further development Property Asset Mgmt. Stage 2 – Shared Community hubs for public/3rd sector On hold This is a second stage of the PAMA work that is yet to be scheduled. Relative priority to be reviewed following delivery of stage 1 above. Where possible, shared use of buildings with partners will be incorporated into capital developments on an ongoing basis as opportunities arise Service Efficiency – Lean Reviews Definition – on hold RED GREEN GREEN 25 This project is being re-prioritised for the Future Council work Definition and Prioritisation of project to be considered for next stage of IMP/Future Council TRANSFORM ECONOMY Industrial Estates Concept Not yet developed Project mandate prepared and approved by CMT/SMT Business Case for disposal of assets identified to be prepared Vehicles (inc pool cars) Concept Not yet developed Net Zero – Minimising energy use and carbon emissions New - Definition Not yet developed Project mandates prepared focussed on Solar PV and LED. o LED LED agreed to proceed by CMT/SMT Buildings/locations for LED installation being finalised to enable project initiation Page 28
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APPENDIX 2 SPMAN-846221965-279 Project Titles: Phase Schedule Budget Objective s % complete Progress Update Next Steps o Solar PV Solar PV agreed in principle by CMT/SMT Further options appraisal development being progressed relative to Solar PV and final recommendation to be brought back to CMT/SMT BIM Definition GREEN GREEN GREEN Phases 1 and 2 have been completed Draft Business Case reviewed by the Transform The Economy Board on 7th December. Business Case was considered at the Transforming the Economy Board and the FBC approved at EDI in June 2024. Project moving to initiation of next stages. Page 29
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