Target Operating Model High level summary Version date: 22 November 2018
Target Operating ModelHigh level summary
Version date: 22 November 2018
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The Target Operating Model (TOM) sets out the organisation we aim to become – so that we are fit for purpose and can
best deliver outcomes for residents with the resources available
The TOM builds on the vision for Surrey in 2030, the suite of strategies (organisation, financial, people) and the transformation
business cases. It creates a common understanding of how the council will operate – within and across functions - and the
overarching design principles that will guide this.
Purpose of the TOM
SCC 2030
vision
The vision sets out the ten ambitions for people and place, and the four strategic
principles that will be applied to enable delivery for the people of Surrey. The focus
throughout transformation will be on financial management, culture, people, becoming a
digital Council, customer experience, commissioning, data and insight, property and
governance.
The TOM sets out how to
transform the Council’s ways of
working and culture, and redesign
how services are delivered to
revolve around customer
experience
Transformation
business cases
A set of transformation business cases have been agreed to deliver significant savings
and reductions in budget pressures from 2019/20 onwards. They cover all the major
areas of Council activity and spend and a number key enabling capabilities.
The TOM brings together the
transformation business cases,
creates cross-organisation working
and aligns them to a consistent
end state
Delivery of
benefits
The delivery of savings and benefits is increasingly critical and urgent. Immediate tactical
savings to release quick financial benefits are being balanced with long-term strategic
savings and investment.
The TOM enhances financial
benefits by creating more
consistent digitisation,
consolidation and economies of
scale
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TOM development so far
Developing and delivering
The design principles and transition states will
be further communicated, developed in more
detail and delivered through a range of projects
and initaitives. Progress will be assessed at sic
monthly intervals.
High level TOM design
Developed a high level TOM design which sets out
the componants and capabilities of the organisation
that we will develop over a number of stages, or
transition states. Business cases have been
aligned to the TOM componants at a high level
Core Design Principles
Developed and agreed a high level set of core
design principles that we can use to shape and
test all design all activity across the
transformation programme
September 2018 October-December 2018 January 2019 onwards
See slide 4 See slides 5-13 Focus of work now
We will test all design activity across the transformation programme against the principles below.
TOM core design principles
Service Design
All service design focuses on prevention and early intervention,
therefore avoiding reliance on less effective and more
expensive statutory services
All service design enables individuals and communities to help
themselves and each other
All service design evaluates opportunities to work in partnership
to improve outcomes and value
Digital DesignDigital by design - we fully exploit digital capabilities in all we do
Finances Operate within available resources
Customer
Customer contacts and enquiries to be online or via single
contact centre, augmented by specialist contact arrangements
where these are considered necessary to best serve a specific
client group
Commissioning
All commissioning through the new strategic approach and
framework, ensuring it is co-designed with residents and
evidence based
Data and
insight
Data and insight to be captured and used in decision making at
all levels, enabling evaluation of impact and value
Property
All new and refurbished property to be multi-use for Council
services and wherever possible also shared with partners
Leadership
Clarity on the leadership and impact required in all roles, with
structured accountability for delivery on performance and
quality, finances, and people and culture
Organisation
Organisation structured with 6 spans and 6 layers as default
Cross cutting disciplines (inc. commissioning, project
management, data analytics, research, business support) to
be organised consistently using a head of profession and
centre of excellence model
People
A smaller, more productive and highly motivated workforce
which is flexible and mobile (able to operate with a desk ratios
of 10 to 5 as a default maximum)
Process
Processes are lean and are standardised where opportunities
exist, with any that do not add value stopped
Governance
All governance proportionate to risk exposure, underpinned by
effective democratic processes and partnership arrangements
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The overall TOM design describes “what” the council will be doing in the future – the componants of the organisation (not a structure
diagram) and the capabilities that will need to be developed (next slide)
Overall TOM design
6
Capabilities required in each TOM component
Provides information, intelligence and insight to a range of customers including
businesses, partners and staff within the organisation, to create a single version
of the truth, based on data that is of robust quality. It enables decision making
across the Council based on evidence.
ORBIS
Business & admi
n support
Stores &
distributio
n
Fleet & plant
management
Health &
safety
Master data
management
Strategic &
democratic core
Brings together the key capabilities of the Council to define its strategy, priority
aims and vision, and manage/support the delivery and monitoring of those aims
through a golden thread of KPIs. It will help the whole Council to think forwardly,
have a consistent approach. The role of Members sits at the heart of this.
Business
intelligence
Commissioning &
decommissioning
A consistent framework of business processes through which the Council makes
decisions about what it will deliver to achieve its strategic objectives, and how it
will deliver and manage those products/services. This includes commissioning,
de-commissioning, procurement and contract management.
Service delivery Services directly delivered by Council staff or indirectly through commissioned
partners/providers to residents and businesses.
Customer access
& management
Access point for customers (residents, businesses, partners) that gives a
consistent customer experience, service and outcomes across all channels. It
uses information intelligently to give a holistic view of the customer, and to
decide whether and how services are provided using rules based-assessments
Community,
partners & social
capital
Facilitates residents, communities, partners to work together to create and
strengthen Surrey’s ecosystem of assets. This component focuses on building
resilience in communities, empowering residents to support themselves and each
other, and creating opportunities in local areas.
Enabling &
support services
Standardised and consistent processes that are delivered in centres of expertise
(CoEs), to support the Council in operating effectively on a day-to-day basis,
taking advantage of economies of scale.
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The TOM will be developed over time through a number of stages, or transition states. The planned transition states have been
developed at a high level so far and these are presented in the slides that follow.
As we progress the work these will be adapted to refined in more detailed plans, in order to reflect the progress made and any new
challenges and opportunities.
TOM Transition States: high level
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The TOM and transformation plans will have a series of transition states
Communications to whole organisation issued
Activity baseline and detailed design complete
Telephony contact consolidated and children’s front door live
BI, PM, Research and Commissioning CoEs in place
HR and Finance restructured
Potential measures for successEnhanced capabilities in place
Staff understand strategy and what the KPIs are for success
across all layers, linked to the Surrey Vision for 2030
Early benefits release
Increased insight on customers and communities
Benefits tracking established, members and staff bought in
Simple transactions for all services live
Some agile working in place
Online communities live with IAG from partners
BPRE and Business Support CoEs in place
Whole cycle commissioning in place
Reduced demand into services and for contact
Continued benefits release
Increased proactive decision making
TOM brought to life for all service areas
Increased continuous improvement activity
Transactions with complex technology for all services live
Proactive information to targeted communities
Growth projects live
Some new service delivery models in place
Complete suite of BI dashboards live
Reduced demand into services and for contact
Continued benefits release
Improved outcomes for harder to reach groups
Increased productivity and staff morale
Staff still have clarity on strategy and KPIs
Complex practice interactions live for place services
Some dedicated resource active in communities
Further new service delivery models in place
Joint commissioning with partners live
CoEs fully live and being continuously improved
Reduced demand into services and for contact
Improved support for community groups
Increased customer satisfaction
Continued benefits release
Continued productivity increase
Complex practice interactions live for people services
Targeted work with partners for hard to reach groups
Further new service delivery models in place
Shared BI approaches with partners
Strategic alignment and some delivery with partners
Reduced demand into services and for contact
Improved outcomes for hard to reach groups
Improved partnership working and relationships
Continued benefits release
Continued productivity increase
T1
T2
T3
T4
T5
March
2019
October
2019
March
2020
October
2020
March
2021
The graphic and table on this page
describe the level of capability that will be
in place in at the end of March 2019 -
transition state one. This will be refined
during the detailed design stage.
The changes and percentages represent
enhanced capabilities from Surrey CC’s
current position, rather than a ‘zero’ state.
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Transition state one (T1): March 2019
. Overall: Agreed activity baseline against which to measure transformation impact. Completed detailed design of TOM
capabilities, calibrated with FBCs and prioritised into a single transformation programme. Quick win savings achieved
through tactical service improvements.
Community,
partners and
social capital
Customer access
and management
Service delivery
Commissioning
and de-
commissioning
Business
intelligence
Strategic and
democratic core
Enabling and
support services
Asset repository, customer segmentation, partnership
agreements and governance formalised. New
outcomes framework and any changes to grant
arrangements confirmed.
Customer segmentation and strategy completed.
Telephony contact from SEN, Adults and Highways is
consolidated. Children’s front door live.
Tactical FBC savings implemented in Highways,
Family Resilience and Adult Social Care.
Commissioning hub in place, detailed design for
whole cycle function complete, third party optimisation
implemented.
CoE set up, with existing capability baseline, standard
approach framework and delivering hypothesis-drive
insights for some capabilities.
Whole organisation KPIs defined, communicated and
tracked, Programme management set-up and driving
TOM programme, Research CoE live. Members
scrutiny aligned to priorities.
Tactical improvements and savings from FBCs
implemented e.g. Orbis VFM. Technology
architecture agreed, IT investment roadmap
Redefined role of manager as part of spans of control
project. HR and Finance restructure complete.
90% of Surrey mapped, increased insight into
communities and needs, outcomes and
governance agreed by partners.
Increased insight into customers, tangible
plan to address and nudge behaviours,
decreased transaction times.
Released transformation capacity, early
benefits release.
Benefits released from better commissioning
and third party spend management.
Capability leaders report data-driven decision
making and clarity on how to use insight.
All staff understand golden thread between
organisation and individual KPIs. Benefits and
milestone tracking in place, including
Members scrutiny. Dedicated TOM
transformation resource. Members signing off
TOM.
Early benefits released, technology agenda
owned and driven by IT.
10%
15%
10%
25%
25%
25%
10%
Enhanced capability in place Potential success measuresTOM component
Transition state one: March 2019
The graphic and table on this page
describe the level of capability that will be
planned to be in place in at the end of
October 2019 - transition state two.
This will be refined during the detailed
design stage.
Transition state two (T2): October 2019
. Overall: BI and strategic core centres of excellence are implemented to an intermediate level, driving direction across
SCC. Simple interactions are available through the customer access and management components and enabling services
are beginning to support staff. Staff have been put through adequate training to embed the new ways of working.
Community,
partners and
social capital
Customer access
and management
Service delivery
Commissioning
and de-
commissioning
Business
intelligence
Strategic and
democratic core
Enabling and
support services
• Online communities to facilitate community
capacity building, members leading
communication of community solutions. Growth
strategy and asset governance agreed.
• Simple, including partner IAG and rules based,
interactions for all services available through a
customer account.
• Further tactical savings from FBCs
implemented, agile ways of working in some
teams.
• Whole cycle hub implemented, with control
management of commissioning process.
• Limited suite of dashboards and reports for
capability specific hypotheses.
• Research and policy embedded and using
community knowledge. Member scrutiny
strengthened
• Further tactical improvements and savings from
FBCs implemented, Business support and
BPRE implemented to support BAU activity.
• Digital components rationalised.
• Impact from new grant arrangements,
reduced demand into services, increasing
insight of communities and needs, targeted
service interventions.
• Reduced demand into services, increased
self-service, increased customer
satisfaction.
• TOM is brought to life for all service areas
• Continued early benefits release, reduced
demand in to services, increased
productivity and morale.
• Benefits release from better commissioning
and third party spend management.
• Increased proactive decision making.
• Continued robust management of TOM
programme, proactive policy, use of
research and member scrutiny in decision
making.
• Increased workforce productivity, increase in
processes redesigned.
Enhanced capability in place Potential success measuresTOM component
25%
40%
30%
50%
60%
50%
30%
10
Transition state two: October 2019
The graphic and table on this page
describe the level of capability that will be
in place in at the end of March 2020 -
transition state three.
This will be refined during the detailed
design stage. These later transition states
have less clarity at this stage
Transition state three (T3): March 2020
. Overall: All components are in place to an intermediate to high extent, proactively managing demand from communities
and using data to make decisions.
Community,
partners and
social capital
Customer access
and management
Service delivery
Commissioning
and de-
commissioning
Business
intelligence
Strategic and
democratic core
Enabling and
support services
• Proactive push of information through online
and physical communities, target interventions
at hard to reach groups. Growth projects live.
• Interactions using complex technology (case
management) for all services available through
the single point of access, through customer
and staff accounts.
• New service delivery models for some place
services, with agile teams, digital processes and
flexible, mobile strengths-based ways of
working.
• Continued control over whole commissioning
cycle, proactive and strengths-based approach.
Joint commissioning with health in place.
• Complete suite of dashboards and reports for
capability specific hypotheses, staff operate with
data-driven culture.
• All CoEs working together to iterate and
communicate strategy and supporting KPIs.
Strengthened scrutiny function embedded.
• Some support functions work seamlessly to
enable all staff, further tactical improvements
and savings from FBCs, further procurement of
required technology.
• Improved outcomes for hard to reach groups,
increased community activity, reduced demand
into services.
• Reduced demand into services, increased self-
service and fulfilment, increased customer
satisfaction, increased staff productivity.
• Continued early benefits release, reduced
demand into services, increased productivity
and morale.
• Benefits release from better commissioning
and third party spend management.
• Increased proactive decision making.
• Continued robust management of TOM
programme, continued clarity on golden thread
between organisation and individual KPIs and
impact of scrutiny.
• Increased workforce productivity, increase in
continuous improvement activity, increase in
service performance.
Enhanced capability in place Potential success measuresTOM component
60%
70%
60%
100%
90%
80%
60%
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Transition state three: March 2020
Transition state four (T4): October 2020
. Overall: Most components are fully implemented, with streamlined and digitally enabled ways of working for most
communities and collaboration with partners throughout the operating model.
Community,
partners and
social capital
Customer access
and management
Service delivery
Commissioning
and de-
commissioning
Business
intelligence
Strategic and
democratic core
Enabling and
support services
• Council staff dedicated to community initiatives
which support and build community capacity.
Proactive push of information from partners
through digital communities. Members assisting
with partnership working.
• Complex practice interactions for place services
e.g. planning available through the single point
of access, through customer and staff accounts.
• New service delivery models for all place and
some people services, with agile teams, digital
processes and flexible, mobile strengths-based
ways of working.
• Whole cycle joint commissioning in place, with
continuous improvement.
• Full BI capability in place with continuous
improvement. Hypotheses driven dashboards
and ad hoc insight produced.
• CoEs work together in a structured model,
driven by strategy with continuous improvement
and Member scrutiny embedded.
• New models for most services are live with clear
roles, responsibilities, processes and systems.
• Improved outcomes for hard to reach
groups, increased community activity,
reduced demand into services.
• Reduced demand into services, increased
self-service and fulfilment, increased
customer satisfaction, increased staff
productivity.
• Reduced demand into services, increased
productivity and morale.
• Benefits released from better commissioning
and third party spend management.
• Increased proactive decision making,
improved outcomes.
• Continued robust management of TOM
programme, continued clarity on golden
thread between org and individual KPIs.
• Increased workforce productivity and staff
satisfaction.
Enhanced capability in place Potential success measuresTOM component
100%
80%
80%
100%
100%
100%
80%
The graphic and table on this page
describe the level of capability that will be
in place in at the end of October 2020 -
transition state four.
This will be refined during the detailed
design stage.
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Transition state four: October 2020
Transition state five (T5): March 2021
. Overall: The TOM is fully implemented with continuous improvement to iteratively drive BAU change. Demand is
managed jointly with partners, staff are digitally enabled and decisions driven by data and a county-wide strategy.
Community,
partners and
social capital
Customer access
and management
Service delivery
Commissioning
and de-
commissioning
Business
intelligence
Strategic and
democratic core
Enabling and
support services
• Proactive push of information through online
and physical communities, target interventions
with partners at hard to reach groups.
• Complex practice interactions for all services
e.g. social care available through customer and
staff accounts.
• New service delivery models for all services,
with agile teams, digital processes and flexible,
strengths-based ways of working.
• Whole cycle joint commissioning in place, with
continuous improvement.
• Shared hypothesis-driven analytics with
partners.
• All CoEs in place, strategic alignment and some
delivery with partners.
• New delivery models for all service are live with
clear roles, responsibilities, processes and
systems.
• Improved outcomes for hard to reach
groups, increased community activity,
reduced demand into services.
• Reduced demand into services, increased
self-service and fulfilment, increased
customer satisfaction, increased staff
productivity
• Continued early benefits release, reduced
demand into services, increased productivity
and morale.
• Benefits release from better commissioning
and third party spend management.
• Increased proactive decision making across
the county, improved outcomes.
• Economies of scale and improved
outcomes.
• Increased workforce productivity, improved
staff satisfaction.
Enhanced capability in place Potential Success measuresTOM component
100%
100%
100%
100%
100%
100%
100%
The graphic and table on this page
describe the level of capability that will be
in place in at the end of March 2021 -
transition state five.
This will be refined during the detailed
design stage.
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Transition state five: March 2021