Issue - meetings

Transformation Programme 2016-17

Meeting: 06/04/2017 - Cabinet (Item 159)

159 Transformation Programme Monitoring Report - February 2017 pdf icon PDF 162 KB

(Leader of Council) To consider the attached report (C-070-2016/17).

Additional documents:

Decision:

(1)        That the progress of the projects within the Transformation Programme for February 2017, alongside the planned actions for March 2017, be noted.

Minutes:

The Leader of Council presented the monitoring report for the Transformation Programme for February 2017.

 

The Leader stated that regular monitoring reports on the progress of the Transformation Programme were presented to the Cabinet and this was the monitoring report for February 2017. It was anticipated that the format of the report would evolve over time to remain an effective tool for highlighting progress, slippage and remedial actions being undertaken. This particular report included progress for all chartered projects of Medium and High Risk Potential, as well as key aspects of the Transformation Programme.

 

The Leader reported that, overall, progress indicators for ‘time’, ‘cost’, ‘delivery / outcomes / outputs’ and ‘benefits’ remained Green for this period, for a total of 216 actions. Progress would be kept under review for all items currently being progressed within the Programme. The Cabinet was also informed that there would be a presentation on the Transformation Programme to the Resources Select Committee on 10 April 2017.

 

Decision:

 

(1)        That the progress of the projects within the Transformation Programme for February 2017, alongside the planned actions for March 2017, be noted.

 

Reasons for Decision:

 

To inform the Cabinet of progress on the Transformation Programme, including work streams, programmes and projects.

 

Other Options Considered and Rejected:

 

No other options were available. Failure to monitor and review progress of the Programme and to consider corrective action where necessary, could have negative implications for the Council’s reputation, and might mean that opportunities for improvement were lost.


Meeting: 09/03/2017 - Cabinet (Item 145)

145 Transformation Programme Monitoring Report - January 2017 pdf icon PDF 173 KB

(Leader of Council) To consider the attached report (C-065-2016/17).

Additional documents:

Decision:

(1)        That the progress of Projects and Programmes within the Transformation Programme for January 2017, alongside planned actions for February 2017 be noted.

Minutes:

The Leader of Council presented the monitoring report for the Transformation Programme for January 2017.

 

The Leader stated that regular highlight reports on the progress of the Transformation Programme were presented to the Cabinet. This was the highlight report for January 2017 and covered progress for all chartered projects of Medium and High Risk Potential, as well as key aspects of the Transformation Programme.

 

The Leader reported that, overall, progress indicators remained Green for ‘cost’, ‘delivery / outcomes / outputs’ and ‘benefits’. The status indicator for ‘time’ was reported as Amber to highlight that 3 actions (from a total of 216) were overdue when compared with planned timelines. Project and Programme Managers had actions in place to deal with any potential negative effects. Progress would be kept under review and it was anticipated that the status of the majority of these items would return to Green in the next report.

 

Decision:

 

(1)          That the progress of Projects and Programmes within the Transformation Programme for January 2017, alongside planned actions for February 2017 be noted.

 

Reasons for Decision:

 

To inform Cabinet of progress on the Transformation Programme, including work streams, programmes and projects.

 

Other Options Considered and Rejected:

 

No other options were available. Failure to monitor and review progress of the Transformation Programme and to consider corrective action where necessary, could have negative implications for the Council’s reputation, and might mean the opportunities for improvement were lost.


Meeting: 02/02/2017 - Cabinet (Item 124)

124 Transformation Programme - Monitoring Report November/December 2016 pdf icon PDF 131 KB

(Leader of Council) To consider the attached report (C-055-2016/17).

Additional documents:

Decision:

(1)        That the progress of the projects within the Transformation Programme for November and December 2016, alongside the planned actions for January 2017, be noted.

Minutes:

The Leader of Council presented the monitoring report for the Transformation Programme for November and December 2016.

 

The Leader stated that regular monitoring reports on the progress of the Transformation Programme were presented to the Cabinet and this was the monitoring report for November and December 2016. It was anticipated that the format of the report would evolve over time to remain an effective tool for highlighting progress, slippage and remedial actions being undertaken. This particular report included progress for all chartered projects of Medium and High Risk Potential, as well as key aspects of the Transformation Programme.

 

The Leader reported that, overall, progress indicators for ‘time’ ‘cost’, ‘delivery / outcomes / outputs’ and ‘benefits’ remained Green for this period, for a total of 268 actions. Progress would be kept under review for all items currently being progressed within the Programme.

 

Decision:

 

(1)        That the progress of the projects within the Transformation Programme for November and December 2016, alongside the planned actions for January 2017, be noted.

 

Reasons for Decision:

 

To inform Cabinet of progress on the Transformation Programme, including work streams, programmes and projects.

 

Other Options Considered and Rejected:

 

No other options were available. Failure to monitor and review progress of the Transformation Programme and to consider corrective action where necessary, could have negative implications for the Council’s reputation, and might mean the opportunities for improvement were lost.


Meeting: 01/12/2016 - Cabinet (Item 100)

100 Transformation Programme - Monitoring Report October 2016 pdf icon PDF 169 KB

(Leader of Council) To consider the attached report (C-045-2016/17).

Additional documents:

Decision:

(1)        That the progress of the projects within the Transformation Programme for October 2016, alongside the planned actions for November 2016, be noted.

Minutes:

The Leader of Council presented the monitoring report for the Transformation Programme for October 2016.

 

The Leader stated that regular monitoring reports on the progress of the Transformation Programme were presented to the Cabinet and this was the report for October 2016. It was anticipated that the format of the report would evolve over time to remain an effective tool for highlighting progress, slippage and remedial actions being undertaken. This particular report included progress for all chartered projects of Medium and High Risk Potential, as well as progress on key aspects of the Transformation Programme.

 

The Leader reported that, overall, the progress indicators for ‘cost’, ‘delivery / outcomes / outputs’ and ‘benefits’ remained ‘Green’. The status indicator for ‘time’ was reported as ‘Amber’ to highlight that 4 actions (from a total of 202) are overdue, but Project and Programme Managers had actions in place to deal with any potential negative effects. Progress would be kept under review and it was anticipated that the status of the majority of these items would return to ‘Green’ in the next report.

 

Decision:

 

(1)        That the progress of the projects within the Transformation Programme for October 2016, alongside the planned actions for November 2016, be noted.

 

Reasons for Decision:

 

To inform the Cabinet of progress with the Transformation Programme, including work streams, programmes and projects.

 

Other Options Considered and Rejected:

 

None, as failure to monitor and review the progress of the Transformation Programme and to consider corrective action where necessary, could have negative implications for the Council’s reputation, and might mean the opportunities for improvement were lost.


Meeting: 03/11/2016 - Cabinet (Item 85)

85 Transformation Programme - Monitoring Report September 2016 pdf icon PDF 171 KB

(Leader of Council) To consider the attached report (C-034-2016/17).

Additional documents:

Decision:

(1)        That the progress of the projects within the Transformation Programme for September 2016, alongside the planned actions for October 2016, be noted.

Minutes:

The Leader of Council presented a report highlighting the progress with the Transformation Programme during September 2016.

 

The Leader stated that regular monitoring reports on the progress of the Transformation Programme were being presented to the Cabinet, and this was the report for September 2016. It was anticipated that the format of the report would evolve over time in order to remain an effective tool for highlighting progress, slippage and remedial actions being undertaken. This particular report included progress for all chartered projects of Medium and High Risk potential, as well as progress on key aspects of the Transformation Programme.

 

The Leader reported that, overall, progress indicators for ‘cost’, ‘delivery / outcomes / outputs’ and ‘benefits’ remained ‘Green’. The status indicator for ‘time’ was reported as ‘Amber’ to highlight that 10 actions (from a total of 181) were overdue, but Project and Programme Managers had actions in place to deal with any potential negative effects. Progress would be kept under review and it was anticipated that the status of the majority of these items would return to ‘Green’ in the next report.

 

Decision:

 

(1)        That the progress of the projects within the Transformation Programme for September 2016, alongside the planned actions for October 2016, be noted.

 

Reasons for Decision:

 

To inform the Cabinet of progress with the Transformation Programme, including work streams, programmes and projects.

 

Other Options Considered and Rejected:

 

None, as failure to monitor and review the progress of the Transformation Programme and to consider corrective action where necessary, could have negative implications for the Council’s reputation, and might mean the opportunities for improvement were lost.


Meeting: 12/10/2016 - Cabinet (Item 70)

70 Transformation Programme - Monitoring Report August 2016 pdf icon PDF 172 KB

(Leader of Council) To consider the attached report (C-026-2016/17).

Additional documents:

Decision:

(1)        That the progress of the projects within the Transformation Programme for August 2016, alongside the planned actions for September 2016, be noted.

Minutes:

The Leader of Council presented a report highlighting the progress with the Transformation Programme during August 2016.

 

The Leader stated that regular monitoring reports on the progress of the Transformation Programme were being presented to the Cabinet, and this was the report for August 2016. It was anticipated that the format of the report would evolve over time in order to remain an effective tool for highlighting progress, slippage and remedial actions being undertaken. This particular report included progress for all 36 chartered projects of Medium and High Risk potential, as well as progress on key aspects of the Transformation Programme, and also highlighted the level of resources involved in the Programme.

 

The Leader reported that, overall, progress indicators for ‘cost’, ‘delivery / outcomes / outputs’ and ‘benefits’ remained ‘Green’. The status indicator for ‘time’ was reported as ‘Amber’ to highlight that 12 actions (from a total of 169) were overdue, but Project and Programme Managers had actions in place to deal with any potential negative effects. Progress would be kept under review and it was anticipated that the status of the majority of these items would return to Green in the next report.

 

The Cabinet was concerned that for a number of the projects, the ‘Remedial Actions’ were exactly the same as the ‘Actions Overdue’; project P20 (Legal Document Scanning) was offered as a good example as the text was different. It was felt that the matrix should indicate why the action was overdue and provide confidence that the proposed remedial action would be undertaken. The Director of Neighbourhoods highlighted that for project P112 (Operating Partner for North Weald Airfield), the Officers concerned were currently working on the competitive dialogue process for the new Leisure Management Contract and would be available for this project in early 2017.

 

Decision:

 

(1)        That the progress of the projects within the Transformation Programme for August 2016, alongside the planned actions for September 2016, be noted.

 

Reasons for Decision:

 

To inform the Cabinet of progress with the Transformation Programme, including work streams, programmes and projects.

 

Other Options Considered and Rejected:

 

None, as failure to monitor and review the progress of the Transformation Programme and to consider corrective action where necessary, could have negative implications for the Council’s reputation, and might mean the opportunities for improvement were lost.


Meeting: 01/09/2016 - Cabinet (Item 46)

46 Transformation Programme - Monitoring Report June/July 2016 pdf icon PDF 268 KB

(Leader of Council) To consider the attached report (C-020-2016/17).

Additional documents:

Decision:

(1)        That the progress of the projects within the Transformation Programme for June and July 2016, alongside the planned actions for August 2016, be noted.

Minutes:

The Leader of Council presented a report highlighting the progress with the Transformation Programme during June and July 2016.

 

The Leader stated that regular monitoring reports on the progress of the Transformation Programme would be presented to the Cabinet, and this was the report for June and July 2016. It was anticipated that the format of the report would evolve over time in order to remain an effective tool for highlighting progress, slippage and remedial actions being undertaken. This particular report included progress for all chartered projects, as well as progress on key aspects of the Transformation Programme, and also highlighted the level of resources involved in the Programme.

 

The Leader reported that, overall, progress indicators for ‘cost’, ‘delivery / outcomes / outputs’ and ‘benefits’ remained ‘Green’. The status indicator for ‘time’ was reported as ‘Amber’ to highlight that 33 actions (from a total of 294) were overdue, but Project and Programme Managers had actions in place to deal with any potential negative effects. Progress would be kept under review and it was anticipated that the status of the majority of these items would return to Green in the next report.

 

The Finance Portfolio Holder highlighted that there had been no cost implications arising from the Programme so far, and the Leader undertook to report back to Members as to why the annual review report to the Communities Select Committee for the Limes Farm Centre had been delayed for six months to March 2017, as the Housing Portfolio Holder had tended her apologies for the meeting and was not in attendance.

 

Decision:

 

(1)        That the progress of the projects within the Transformation Programme for June and July 2016, alongside the planned actions for August 2016, be noted.

 

Reasons for Decision:

 

To inform the Cabinet of progress with the Transformation Programme, including work streams, programmes and projects.

 

Other Options Considered and Rejected:

 

None, as failure to monitor and review the progress of the Transformation Programme and to consider corrective action where necessary, could have negative implications for the Council’s reputation, and might mean the opportunities for improvement were lost.


Meeting: 21/07/2016 - Cabinet (Item 26)

26 Transformation Programme Monitoring Report - May 2016 pdf icon PDF 177 KB

(Leader of Council) To consider the attached report (C-013-2016/17).

Additional documents:

Decision:

(1)        That the progress of the Transformation Programme up to the end of May 2016 be noted; and

 

(2)        That the decision of the Transformation Programme Board to progress permanent recruitments for the Head of Customer Service and Business Support Analyst posts from within existing resources be endorsed.

Minutes:

The Leader of Council presented the Transformation Programme Monitoring report for May 2016.

 

The Leader stated that regular monitoring reports on the progress of the Transformation Programme would be presented to the Cabinet, and this was the report for May 2016. It was anticipated that the format of the report would evolve over time in order to remain an effective tool for highlighting progress, slippage and remedial actions being undertaken. It was highlighted that the Transformation Programme was at an early stage and all progress indicators were green.

 

The Leader reminded the Cabinet that it had agreed on 3 March 2016 (report C-074-2015/16 refers) to proceed with the appointment of a Customer Services Manager and ICT Support post for the Council. Job Descriptions had been drafted and the roles had been evaluated as Head of Customer Service, Grade 11, and Business Support Analyst, Grade 5, respectively. The Transformation Programme Board had decided that funding for these appointments would come from the salary budget underspend in 2016/17 and from a consolidation of roles across the Directorates from 2017/18. Any proposed changes to employment contracts would be undertaken in line with the Council’s agreements with staff and Trades Unions. This decision was endorsed by the Cabinet.

 

The Leader added that the Transformation Programme Board had made concerted efforts to involve the Staff in the Transformation process, via Staff Briefings, articles in District Lines and updates posted to the Council’s intranet.

 

Decision:

 

(1)        That the progress of the Transformation Programme up to the end of May 2016 be noted; and

 

(2)        That the decision of the Transformation Programme Board to progress permanent recruitments for the Head of Customer Service and Business Support Analyst posts from within existing resources be endorsed.

 

Reasons for Decision:

 

To inform Cabinet of progress on the Transformation Programme and to endorse the recruitment of the Customer Service posts.

 

Other Options Considered and Rejected:

 

To not endorse the recruitment for the Customer Service posts but this would delay the implementation of the priority Customer Contact project.


Meeting: 07/04/2016 - Cabinet (Item 171)

171 Transformation Programme Monitoring Report - February 2016 pdf icon PDF 178 KB

(Leader of the Council) To consider the attached report (C-083-2015/16).

Additional documents:

Decision:

(1)        That the progress of the Transformation Programme up to the end of February 2016 be noted; and

 

(2)        That an ‘Invest to Save’ funding bid for the costs associated with the procurement process for the undertaking of a feasibility study for the Service Accommodation Review Project be agreed.

Minutes:

The Leader of Council presented the Transformation Programme monitoring report for February 2016.

 

The Leader stated that regular highlight reports on the progress of the Transformation Programme would be presented to the Cabinet, and this was the highlight report for February 2016. It was anticipated that the format of the report would evolve over time in order to remain an effective tool for highlighting progress, slippage and remedial actions being undertaken. It was highlighted that the transformation programme was at an early stage and all progress indicators were green. The Cabinet was also requested to approve an Invest to Save request in the sum of £50,000 to complete a feasibility study and business case on options for future service accommodation, as part of the Service Accommodation Review Project [P002].

 

The Cabinet felt that it was important to consider the future use of the Civic Offices site to provide cost effective services, and that the Council would benefit from external advice. It was noted that excellent progress had been made with the Transformation Programme since its inception in November 2015.

 

Decision:

 

(1)        That the progress of the Transformation Programme up to the end of February 2016 be noted; and

 

(2)        That an ‘Invest to Save’ funding bid in the sum of £50,000 for the costs associated with the procurement process for the undertaking of a feasibility study for the Service Accommodation Review Project be agreed.

 

Reasons for Decision:

 

To present progress reports from the transformation programme to the Cabinet, including work streams, programmes and projects.

 

To request Invest to Save funding to enable a headline feasibility study to be completed on a timeline which fitted with other transformation projects, like the Customer Contact Projects [P001]. External experts were required to complete the feasibility study as the necessary skills and capacity was not available in-house.

 

Other Options Considered and Rejected:

 

None, as failure to monitor and review progress of the transformation programme and to consider corrective action where necessary, could mean the opportunities for improvement were lost.

 

To complete the Feasibility Study in-house. However, the Council did not have the necessary skills to complete the Study.


Meeting: 03/03/2016 - Cabinet (Item 154)

154 Transformation Programme - Customer Experience Workstream pdf icon PDF 164 KB

(Leader of the Council) To consider the attached report (C-074-2015/16).

Additional documents:

Decision:

(1)        That the recommendations made to the Council by the Customer Services Review Group (as attached at Appendix 1 of the report) be accepted in principle as a starting point for the Transformation Programme  - Customer Experience Workstream;

 

(2)        That, having considered the options, a centralised customer services function be agreed;

 

(3)        That the following steps be approved:

 

            (a)        the appointment of a Customer Services Manager and IT support post for the        Council, with a further report to the Cabinet on any additional resources required and         options for filling these positions;

 

            (b)        the Transformation Programme Board to consider the organisational structure for             the customer services function;

 

            (c)        the repair or replacement of the atrium windows during the 2016/17 financial         year with a further report to the Cabinet if additional resources be required;

 

            (d)        to undertake a full feasibility design and costing of the main reception         including its accommodation needs by October 2016;

 

            (e)        to seek a recommendation from Officers on a suitable Customer Relationship       Management system for the Council (formal evaluation stage to be completed by            October 2016);

 

            (f)        to initiate discussions with public sector partners to explore the potential for            sharing reception space and to accommodate this within any design; and

           

            (g)        to set targets and a timescale for the further discovery and implementation            stages from the Transformation Programme Board, including formal monitoring of customer visits.

Minutes:

The Leader of Council presented a report on the Customer Experience Work Stream as part of the Transformation Programme.

 

The Leader reported that in April 2015, as part of the Corporate Plan Action Plan for 2015/16, the Council had set a Key Action of having efficient arrangements in place to enable customers to contact the Council easily in a variety of convenient ways and, in most cases, have their service needs met effectively on first contact. The Action Plan for 2015/16 required that a multi-disciplinary Officer group be established to undertake a review and report on proposals for improving customer contact with the Council by March 2016.

 

The Leader stated that the review had now been undertaken and it had proposed a number of recommendations across three areas:

 

            (i)         proposals for a rationalised reception service and options for handling customer     contact;

 

            (ii)        how to develop business processes to enable channel shift to cost effective            channels; and

 

            (iii)       proposals for the evaluation of Customer Relationship Management (CRM)             systems.

 

The Cabinet was requested to accept the recommendations of the Review in principle as a starting point for transforming the Customer Experience, agree the implementation of a centralised customer services function, and progress a number of further steps including the appointment of a Customer Services Manager, investigation of potential Customer Relationship Management systems and the repair or replacement of the atrium windows.

 

The Cabinet welcomed the report and felt it was important to both improve services and reduce costs. The Portfolio Holder for Governance & Development Management supported the bringing together of the various customer services into one location, and the appointment of a Customer Services Manager, and suggested investigating whether the atrium windows could be removed to generate additional usable space. The Portfolio Holder for Planning Policy commented that, although methods of communication had changed drastically in recent time, residents still needed to visit the Civic Offices. Some of these visitors could be distressed and therefore it was important to deal with visitors as quickly and efficiently as possible.

 

Decision:

 

(1)        That the recommendations made to the Council by the Customer Services Review Group (as attached at Appendix 1 of the report) be accepted in principle as a starting point for the Transformation Programme  - Customer Experience Work Stream;

 

(2)        That, having considered the options, a centralised customer services function be agreed;

 

(3)        That the following steps be approved:

 

            (a)        the appointment of a Customer Services Manager and IT support post for the         Council, with a further report to the Cabinet on any additional resources required and          options for filling these positions;

 

            (b)        the Transformation Programme Board to consider the organisational structure for   the customer services function;

 

            (c)        the repair or replacement of the atrium windows during the 2016/17 financial           year with a further report to the Cabinet if additional resources be required;

 

            (d)        to undertake a full feasibility design and costing of the main reception          including its accommodation needs by October 2016;

 

            (e)        to seek a recommendation from Officers  ...  view the full minutes text for item 154


Meeting: 03/03/2016 - Cabinet (Item 153)

153 Transformation Programme - Scope and Methodology pdf icon PDF 198 KB

(Leader of the Council) To consider the attached report (C-073-2015/16).

Additional documents:

Decision:

(1)        That the purpose of the transformation programme and the benefits statement be agreed;

 

(2)        That the scope and approach to managing change and the transformation methodology be agreed;

 

(3)        That arrangements to govern the transformation programme, including the Transformation Programme Board and Programme Management Office, be noted; and

 

(4)        That the transformation workstreams be agreed and mandate further discovery be mandated to identify opportunities for change.

Minutes:

The Leader of Council presented a report on the scope and methodology of the Transformation Programme.

 

The Leader reminded the Cabinet that the Transformation Programme was initiated through the adoption of a scoping report on 3 December 2015. This report detailed the purpose, drivers for change and benefits statement for the Programme. It also outlined the authority’s approach to the management of change, including transformation methodology and project management. The arrangements to govern business transformation were detailed, alongside the four work streams for the Programme, which were:

 

            (i)         Customer Experience;

 

            (ii)        Business Culture;

 

            (iii)       Resources, Accommodation and Technology; and

 

            (iv)       Major projects.

 

The Leader stated that the Programme would recommend investments in technology and changes to working practices that would improve customer service and deliver efficiency savings. Major recommendations brought forward through the programme would be reported with fully costed business cases for either the Cabinet or the Council to approve any investment required. The Transformation Board had been established by the Chief Executive and was currently establishing teams to work on the following priority projects:

 

            (i)         Customer Experience (subject of the next report on the agenda);

 

            (ii)        a review of service accommodation;

 

            (iii)       project and programme management; and

 

            (iv)       the identification of relatively quick and easy projects to achieve the             Programme’s savings target of £100,000 for 2016/17.

 

The Leader emphasised the importance of the Transformation Programme and an update report on the initial progress would be submitted to the next meeting of the Cabinet. The initial programme would be co-ordinated by the Head of Transformation, with assistance from the National Management Trainee, from within existing resource budgets.

 

Decision:

 

(1)        That the purpose of the transformation programme and the benefits statement be agreed;

 

(2)        That the scope and approach to managing change and the transformation methodology be agreed;

 

(3)        That arrangements to govern the transformation programme, including the Transformation Programme Board and Programme Management Office, be noted; and

 

(4)        That the transformation work streams be agreed and further discovery be mandated to identify opportunities for change.

 

Reasons for Decision:

 

To establish a robust approach to govern and manage business transformation, including work streams, programmes and projects, aligned with the Corporate Plan.

 

Other Options Considered and Rejected:

 

To not proceed with the Transformation Programme; however, our residents expected modern, customer focused services that were well-managed and provided value for money.


Meeting: 03/12/2015 - Cabinet (Item 102)

102 Transformation Programme pdf icon PDF 160 KB

(Leader of Council) To consider the attached report (C-051-2015/16).

Additional documents:

Decision:

(1)        That the scope of the Transformation Programme be agreed;

 

(2)        That the appointment of the Head of Transformation from within existing resources be noted;

 

(3)        That the Programme was likely to identify significant changes to the way the Council delivered services, which might require significant capital investment, be noted; and

 

(4)        That the major changes recommended as part of the Programme be the subject of future reports to the Cabinet and supported by a fully evaluated business case.

Minutes:

The Leader of Council presented a report on the scope of the Transformation Programme.

 

The Leader reminded the Cabinet that Local Government was facing an unprecedented series of challenges as Central Government sought to reduce the budget deficit. Local Councils had already been working hard to improve efficiency and effectiveness and were being asked to do even more over this Parliament. Against this background of severe financial constraint, customer demands were increasing and advances in technology had led customers to expect that their local council would interact with them in very different ways.  In addition, the Council acknowledged the increasing pressure on services from an ageing population. Given this challenging environment, even well run Councils with strong reserves like Epping Forest had to accept that the current operating model was unsustainable in the long run.

 

The Leader stated that if the Council was to meet the challenge posed by increasing customer demands and reduced Revenue Support Grant then a fundamental review of the way that services were delivered was required; the Transformation Programme would seek to do just that. The broad scope of a programme of work was set out that would fundamentally question what the Council did and how the Council did it. The initial programme would last for 18 months and be led by the Council’s Leadership Team and be co-ordinated by the Head of Transformation within existing resource budgets. It was anticipated that the programme would recommend investments in technology and changes to working practices that would improve customer service and deliver efficiency savings. Major recommendations brought forward through the programme would be reported with fully costed business cases for either the Cabinet or Council to approve any investment required. After the initial period, the programme would be reviewed and consideration given to extending it. Bids for extra resources would be required if the programme was to continue to deliver transformational change.

 

The Portfolio Holder for Governance & Development Management acknowledged that there were risks with the Programme, and that the Council should look to implement some measures quickly to provide the Programme with some momentum. Two suggestions offered by the Portfolio Holder were:

 

            (i)         co-locate all the members of the senior management team in an open plan office;             and

 

            (ii)        relinquish the Members’ Room and for Members to use the Staff Recreation         Room directly beneath.

 

The Portfolio Holder for Technology & Support Services commented that the Planning Reception desk should be moved to the ground floor from its current location on the second floor, and that staff should be given the flexibility to work in the best location – whether that be at home or in the Civic Offices. The Leader of Council added that a federated version of a Combined Authority was being considered as part of the Essex devolution proposals.

 

The Chief Executive welcomed the comments and suggestions from the Cabinet, and re-iterated that the Programme would cover a wide range of issues, as would be shown by the next report. All comments and  ...  view the full minutes text for item 102