Transformation, Business and Performance Improvement Donna Hall Chief Executive Esd toolkit event – 27th Sept 07

Introduction Local Context Chorley’s Business Architecture Project The journey so far….. Next steps Any Questions?

Local Context New Chief Executive – New Leader Major restructure in first 3 months - £1m saving Some great people and services Operating in a strategic vacuum Fair CPA in 2004 3 star AC score on Customer Focus 2005 Value for money a real priority – council tax freeze

Background and Context Resource constraints mean re-focussing what we have more effectively – 3% cashable 71% BVPI’s continually improving Over 50% in top quartile Blend of outsourced/in-house services “Can do” culture an appetite for improvement Some strategic alignment but in bits… Needed a big idea!

Business Architecture Blueprint THE VISION “By the end of the project the Council will have a better understanding of everything it does in order to identify duplication, opportunity for synergy to optimise resources and focus them more effectively on customer need.”

Aims of Project To understand the functions of each Directorate – Common units of work/activities. To develop a blueprint model for a transformed Council To identify options for changes to the structure of the council To identify a common process for unit cost comparison

Deliverables: Business Process Architecture of a council Blueprint of a transformed district council Change programme Guidance and methodology for councils.

Methodology: Political/senior staff buy in DCLG grant High level process mapping “Blue sky” workshops with directors Blueprint produced Quality assurance with others Options considered

A New Structure: Assistant Chief Executive (Policy & Performance) Assistant Chief Executive (Business Transformation) Chief Executive Corporate Director (Business) Corporate Director (Neighbourhoods) Corporate Director (People) Tackling the needs of the customer by wrapping the business of the organisation around the customer

The Approach We have: identified all the core business processes carried out by a district council linked them to customers and staff. Arranged them into the main areas of work of the council to design a new organisational structure. These areas define what it is to be a district council.

The Blueprint The blueprint challenges traditional organisational/functional boundaries and structures. It outlines the potential structure of a district council in becoming more customer focused Establishes core components of a customer focused organisation • Vision • Planning change and support • Delivery • Access

Visioning Function - Policy To ensure VFM and Accountability To drive through change To provide leadership and vision Provide customer insight and identify customer need: Citizen, businesses, neighbourhoods, groups Develop corporate policies and strategies

Planning Support and Change Provision of support services (HR, IT, Finance) to other parts of the organisation in one place More focus on planning and change management. Delivery Delivering excellent services 3 customer blocks

Access – Customer Services Represent the customers in dealing with the organisation. The key changes to the traditional structures are: The blueprint essentially creates ‘customer champions’ A Corporate support mechanism focusing on change rather than traditional support.

Key Findings There is an appetite for this level of change from staff (Sunday Times Best Councils to Work for) and Members One size fits all is not the answer - It depends on your organisation maturity and culture Recognises the importance of strategic service planning

Summary The approach is relatively new and untested In many respects it’s common sense and builds upon what many of you will know about your council already. It brings structure to the thought process in relation to meeting the some of the challenges of managing a modern council. Can be applied to an LSP/LAA setting Eg – vulnerable households project

Any Questions? donna.hall@chorley.gov.uk