The Breckland and Capita Strategic Alliance Phase 2 Overview ‘Platform Building and Business Transformation’
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The Breckland and Capita Strategic Alliance
Phase 2 Overview
‘Platform Building and Business Transformation’
2
Overall Strategic Objectives
“The key objectives of the Strategic Partnership are to:-• Develop the Council’s services in certain key areas so that income for
the Council and Capita can be generated through trading these services both with other local authorities and other public and private sector organisations;
• Ensure that the Council continues to provide high quality, value for money services to its residents and businesses; and
• Identify areas for potential improvement and working together toensure that benefits are realised.”
Source: Strategic Partnership Agreement
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Overview: The Alliance Phases
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ICT
Planning andBuilding Control
HR & Payroll
Economic Development
Mobile Working
Sales and Marketing
Front OfficeOptimisation
Preparing theorg for trading
EnvironmentalHealth Trans
Sales and Marketing
Planning and Building Control
CustomerContact Centre
HR & Payroll
Mobile Working
Sales and Marketing
ICT
Planning andBuilding Control
Customer Contact Centre
HR & Payroll
OrganisationalDevelopment
Economic Development
BPR
MobileWorking
Economic Development
BPR EnvironmentalHealth
Phase 1 Phase 2BDC
Phase 2Alliance Phase 3
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Phase 1 Achievements
• Information management strategy defined and supported by an initial set of IM policies • Full business case undertaken for the trading of Planning and Building Control• Draft business plan for trading the contact centre containing:
– 15 products for trading have been identified– Assessment of the market including a competitor analysis– Financial business plan developed
• Extended outline business case conducted to explore the opportunity to trade HR and Payroll services
• Transformation recommendations for 5 services including:– 30 opportunities targeted at increasing service levels– 51 opportunities targeted at increasing customer satisfaction levels
• Market research study was undertaken with 80 respondents from UK local authorities • Sales and Marketing plan has been established.• Key joint opportunities to ‘test’ the market have been explored.
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Phase 1 Benefits Identified
ICT• £325k efficiency savings from ICT improvements• 49 ICT projects identified as part of the ICT route map for the next 2 years.Planning and Building Control• Customer focused service delivery• Income generating activity through a trading companyCustomer Contact Centre• Trading potential and a reduction in operating costs• Improvements in service quality, availability and efficiencyHR and Payroll• The HR and Payroll service will be made ‘fit for purpose’• Provide a track record to enable future provision of shared servicesEconomic Development• Potential for trading income to cover the costs for service provision back to BDC• Opportunity to sell project management capabilities to deliver ‘Growth Point’ projectsBusiness Process Re-engineering• Release capacity by reducing the need for administration support• Increase efficiency and enhance customer service by streamlining processes and moving more into
the contact centre
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Phase 2: Objectives
Implement the recommendations from Phase 1 in order to:
• Develop services in certain key areas so that income can be generated through trading
• Ensure high quality, value for money services to residents and businesses continue to be delivered
• Improve efficiency in order to realise cashable benefits
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Phase 2 Alliance Components
Sales and Marketing
CCC
OD
EnvHealth
MaintainingCorporate
Performance
Implement required improvements, identified in Phase 1, to enable trading and improve efficiency
Prepare the organisation for trading and optimised service delivery harnessing the benefits from the wider transformation
Redesign the delivery of Environmental Health to improve service quality and improve efficiency to provide cashable budget savings
Ensure the changes being implemented do not adversely affect theperformance of the Council.
Progress the sales and marketing plan developed in Phase 1. Worktogether to develop joint opportunities
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Community &Commercial
ServicesCabinet People First Environment
BenefitsCapture
WS1: Front Office Optimisation
WS2: Organisational Re-Shaping
Sub WS3: Maintain Corporate Performance
EnvironmentalHealth Trans
£ £
£
£
£
WS3
: Cap
ita
Proj
ect M
anag
emen
t
Implement Directorate based activity from Phase 1
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WS1: Front Office Optimisation
Key actions• Identifying the best channel for customer contact for each query type and then
promoting that channel in the most effective way. • Resource against demand• Streamlining of Revenues and Benefits front office service, integrating with back office
systems.• Streamlining of Street Scene service• In scoping of Environmental Health customer contact• In scoping of Housing Service customer contact• Increase telephony capacityBenefits• Enable Trading• Improve customer service• Increase Efficiency
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WS2 Preparing the Organisation for Trading
Deliver Govern
Deliver Govern
Deliver Govern
Deliver Govern
Drivers• Become more responsive to customer
needs through competition• Challenge and change the current culture
and mindset• Maximise opportunities for efficiencies
through change• Create trading units capable of being
‘floated’ whilst being centrally governed• Achieve industry standards of service
Description• Move from a traditional Local Authority
structure of ‘delivery’ focus to one of enablement and governance.
• Ensure that the organisation can compete in the market effectively
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WS2 Preparing the Organisation for Trading
Core
• Move from a traditional Local Government ‘triangle’ to trading unit and core governance model• Prepare for the creation of a number of vehicles that best suit the industry and market• Form a slimmer, more responsive organisation
The traditional ‘LA’ Officer Triangle
Political Leadership Partners
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Environmental Health
Key actions• Streamline processes to realise operational efficiency and generate standardised
processes• Manage the forecast increase in enforcement activities and costs that have been
driven by legislative changes• Improve customer satisfaction by increasing resolution at first point of contact• Create a more pro-active service
Benefits• Reduce operating costs• Improve service standards• Deliver efficient, value for money services• A flexible service aligned to changing business needs
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WS3 Maintaining Corporate Performance
Description• A governance arrangement for Phase 2 to ensure that any performance issues are
recognised and mitigation plans are in place to address them• Linked to “at risk” element of third party fees.
Benefits• Ensuring that benefits can be obtained without detriment to services• Best practice can be shared• Confidence to proceed through WS stages
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Outcomes of Phase 2
At the end of Phase 2 BDC will have:
• A tradeable contact centre providing industry standard performance at significantly reduced operating costs taking pressure of the back office departments
• A slimmer, more responsive and commercially minded organisation fit for trading and governing the provision of services
• An optimised Environmental Health department which better suits the needs of BDC, its residents and businesses
• Maintain or improve corporate levels of performance
• The capability to trade other services
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Summary
• The Council needs to create a more responsive and entrepreneurial structure to trade
• The Contact Centre is the Council’s key asset in trading and needs to rapidly reach industry standards of service and cost to compete
• The Council’s current position, if no action is taken, will create pressure to increase Council Tax and the current budget does not accurately reflect spend and needs to be aligned
• The risks of Phase 2 are being shared within the Alliance with the benefits from Phase 2 expected to provide in the region of the required £1.5m with planned Phase 3 trading revenue as an additional benefit
Contract negotiations are now underway to ensure any remaining uncertainties are properly resolved
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Next Steps for the Strategic Alliance
Phase 2 BDC• Setting up the trading unit for P&BC using ARP model by the end of August• Delivery of Business Transformation Strategy and outcomes of Phase 1
Phase 2 Alliance• Completion of due diligence including relevant Council committees• Commercial discussions with Capita commencing Wednesday 8th August• Set up a meeting of the Create Task and Finish Group• Decision on way forward at 20th September Council
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