Detailed Summary of Progress with One Council Projects 2 - Det… · Executive 30 November 2010, Progress report 1 on the One Council Programme Annex 2 Detailed Summary of Progress

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Executive 30 November 2010, Progress report 1 on the One Council Programme Annex 2

Detailed Summary of Progress with One Council Projects

OCP1 Customer First

Project Sponsor Rob Dickson

Project Manager Dylan Champion

Review Headline Indicator GREEN

Headline Commentary

OCP1 continues to progress with the implementation of BPR decisions to achieve service improvements and realise individual savings. Environment, Housing and Culture & Lifelong Learning continue their implementation of the BPR process, and are progressing to the point of considering closure of their respective workstreams. The key areas for implementation are now Transforming Social Care and Income, Revenues and Benefits. It is currently the view of the project team that the 2011/12 target will be achieved, and that above target savings will be made in 2012/13. Fortnightly coordination meetings of the Implementation group address this and other issues, especially interdependencies with OCP3 Commissioning and OCP6 ICT. The three principle ICT issues being addressed are:

• The replacement of the Contact Management system (UCCX)

• A work package for diagnostic remedial CRM work followed by development work.

• Development of a business requirements document for Website development - work initial decision with potential suppliers to develop a specification to undertake the upgrade. The web development work is critical since it enables the achievement of 50% of customer Contact by 31 March 2011, fundamental to the Customer First strategy.

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Customer Contact continues to improve with the new Information and Advice Centre being ranked amongst the top performing council receptions areas in a recent London wide satisfaction survey. The survey, conducted by the Customer Services for London Group measured customer satisfaction with face-to-face services during May 2010. 96% of Kingston’s 245 respondents were either ‘Satisfied or ‘Very satisfied’ with the service they received at the Guildhall 2 Information and Advice Centre – the fourth highest score of the 19 participating London boroughs. Furthermore, 99% of Kingston respondents said that the person they spoke to was knowledgeable and helpful, and 98% said the environment was welcoming. As more activities become mainstreamed, the final phases of OCP1 are now being planned. The current project team will be re-organised in November 2010 to meet the demands of the work ongoing. Governance with be maintained by the OCP1 Project Board, which will continue to ensure measures are in place for closure and mainstreaming into service areas.

OCP2 Community Hubs


Project Manager Gary Walsh


Headline Commentary

This project is progressing well. Work has continued to build on the experience gained over the last year and with the implementation of Strategic Business the project is now ready begin to transition with remaining activity being mainstreamed into the Community functions of Strategic Business.

The Kingston concept of Community Hubs is developing well beyond the original focus on buildings, and more towards the concept of clusters, community networks and community activity taking place within local communities.

Our aim is to facilitate the creation and development of clusters of services that are offered in local settings. These new arrangements would make services more accessible, networked and improve the customer experience. The services offered in hubs could be provided by the Council, health, voluntary organisations and other Partners.

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The Neighbourhood Managers are working closely with all communities on a neighbourhood basis. Neighbourhood Community Plans are being developed with the aim of developing residents’ priorities and presenting local objectives, identifying where services are delivered and where there are gaps in service provision.

OCP3 Commissioning


Project Manager Nick Mathews

Review Headline Indicator Green

Headline Commentary

OCP3 is progressing well and is now the focus of significant transformation activity in preparing the options for recommissioned services for the future. The OCP3 Board is working with Directors and Service Management Teams to support the Executive recommissioning our services for the future. The OC3 Commissioning Programme has been agreed by SLT and is monitored and led by the board arrangements which include the Transforming Social Care Board. The Procurement Diagnostic implementation work has been agreed by SLT and is underway focusing on supporting our in year activity to close the budget gap. Significantly gateway arrangements are now in place for major spend areas and continued joint working with the financial community through OCP4 is essential through the 2010/11 financial year and to influence 2011/12. The Performance Plus project is now being prepared for transition into the Strategic Business service and planning is underway for the full roll out of the system as part of the work develop the components of our Strategic Business Cycle to be fit for the One Kingston future. The project will need to manage a significant range of work and embedding adequate resources in all commissioning projects and appropriate risk management as the work is designed and implemented will be critical. The support of the Strategic Business service is critical and is in place. Transition planning is now underway to embed our future commissioning and procurement approach into the Strategic Business service.

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OCP4 Finance

Project Sponsor Leigh Whitehouse

Project Manager Jane Hurt

Review Headline Indicator Amber

Headline Commentary

A new sponsor took over OCP4 before the last review and since August, there has been a new project manager in place. Workshops have taken place with board members to establish a high level finance model and staff seminars to engage with all staff over the vision and the agreed model for finance, have taken place in September. There is also a high level project plan outlining further “to be” design work until April 2011, with consultation and implementation by June 2011. SLT have approved the way forward (at their meeting on 2 September 2010) and a newly constituted Board and refreshed governance structure should ensure that momentum is maintained. The transitional structure for finance will also aid the progress of both the project and Finance “business as usual” so that the project does not have an adverse effect on this. Additionally, several work streams have been established to cover the priority areas such as Agresso development necessary to support other One Council projects. There is every indication now that by the next quarterly review, the project will be well on target.

OCP5 Assets

Project Sponsor Roy Thompson

Project Manager Peter Cordy


Headline Commentary

OCP5 has gathered considerable momentum in recent months, and is addressing the wide scope of Asset management with appropriate project management direction and discipline. The Project Manager has established the project team and project support, and Project Board governance is in place. Activities described in the initial PID are now complete; however the twelve work streams represent a very ambitious programme with clear resource constraints requiring a careful process of prioritising work. A report was taken to SLT on 10 August 2010 which updated on work in

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progress. It described the findings of each of the topic identified in the PID, including the baseline phase based upon the topic areas. OCP5 presented a report to SLT on User Requirement and the Office Accommodation Strategy for the future. The organisational review now underway is critical to establishing the new structure for Asset management, the Corporate Landlord function. The project has been engaging with Neighbourhoods on the Asset Management Plan (AMP), having consulted with partners and stakeholders. There has been a very positive response. The AMP was adopted by Executive on 29 September 2010. OCP5 has is reviewing the Repairs and Maintenance contract, and once the Building Maintenance Strategy is developed, will consider how the contract fits with it including the extended supply chain. The contract review includes benefits realisation with OCP3 Commissioning & Performance Management to undertake a thorough examination of the relevant contracts and identify a better gate keeper approach and agree the way forward. This includes the scope and performance of existing contracts. Work is also underway with the Repairs and Maintenance regarding Compliance and Business Continuity to provide assurance re compliance. The savings position marketing strategy has been put forward for disposals, and those already identified will proceed for disposal as planned. The project is also progressing other work strands such as Sustainability, ensuring appropriate links to the Low Carbon Management Plan and Carbon Reduction Commitment

OCP6 ICT


Project Manager Mike Fogaty


Headline Commentary

Good progress has been made. OCP6 ICT is now closing as a project. Implementation of the agreed structure has taken place, bringing together the previously dispersed resource from across the Organisation, with the few remaining vacancies being filled. The new strategic direction for the One Council Team is in place with work begun to implement the new ICT Strategy and to carry out work required on other One Council projects, most notably OCP1. A new governance structure for ICT decisions and development has been approved by SLT and is starting to be rolled out and communicated across the Organisation.

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Additionally, work is underway on succession planning to ensure that when the interim head of IT leaves, the new service will continue to be run effectively. The new One Council ICT Team is in place and will take forward the programme of ICT work required for the future.

OCP7 Organisational Dynamic

Project Sponsor Sheila West

Project Manager Jonathan Smale


Headline Commentary

The Project is on track and delivering a substantial programme of work. OCP7 Organisational Development has completed the implementation of Phase 1. OCP7 Strategic Business has now reached the implementation stage with recruitment complete and the Strategic Business Team now in place. OCP7 communications continues to operate and is planning for the adjustment of its remit to the One Kingston Programme environment. OCP7 Change Management continues to provide a HR change management function for the One Council Programme and has now supported the review of the majority of roles in the organisation. OCP7 Strategic Business Phase 2 is now underway with the PID agreed by SLT and the Project Team meeting, and the first engagement workshops with staff in scope held and the ‘As Is’ stage of the review begun. OCP7 Organisational Development Phase 2 is now underway; however the complexity of the budget realignment from Phase 1 has left significant challenges in achieving the targeted levels of savings.

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OCP8 One Council Manager

Project Sponsor Sheila West

Project Manager Jonathan Smale


Headline Commentary

The project is progressing well and SLT have now approved a revised approach to addressing the role of managers. The Leadership Academy, Leadership Development Programme and Evolve training and development opportunities are now in place. Organisational Reviews are addressing management roles in line with the new approach.

OCP9 SLT

Project Sponsor Bruce McDonald

Project Manager Andy Holder


Headline Commentary

OCP9 continues to make appropriate progress with the future role of SLT. SLT have continued to attend regular development sessions and there has been a seamless transition with the arrival of the new Director of Finance.

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OCP10 PMO


Project Manager Kevin Mitchell


Headline Commentary

The project is now in closing, having progressed in line with the SLT brief and delivered the key outputs set. A closure report is due to go to SLT in November 2010. The PMO have supported SLT in leading the design and delivery of the One Council Programme, the Strategic Housing Project and developing our Programme and Project Management Approach. Action to embed our Risk Management Approach is progressing well with the approach in place but requiring ongoing support. The PMO have supported SLT to enable One Council Projects to catch up where required and the One Council Programme is now fully underway and beginning to reach the closure stage for key components. The PMO function is now being transitioned to the Strategic Business service to support our transformation and programme activity.

Detailed Summary of Progress with One Council Projects 2 - Det… · Executive 30 November 2010, Progress report 1 on the One Council Programme Annex 2 Detailed Summary of Progress

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