business plan 2017-19 · 16 more expert 19 more digital 21 more efficient 24 annex 1: table of...

BUSINESS PLAN 2017-19

Published 1 August 2017

© Crown Copyright 2017

Contents

2 Foreword

5 Introduction

7 Our core purpose and strategic objectives

8 The future VOA

11 Our commitments

12 More trusted

16 More expert

19 More digital

21 Moreefficient

24 Annex 1: Table of performance indicators

27 Annex 2: Managing our risks

1 Business Plan 2017-19 ValuationOfficeAgency

To deliver this plan will

require the skills and professionalism ofpeopleacrosstheAgency;Iamconfidentwewill rise to the challenge

ThisBusinessPlansetsoutourprioritiesforthenexttwoyears,includingourplanstocontinuetotransformourservicesforthebenefitofourcustomers,andtheperformancewearecommittedtodeliver.Thisplanbuildsonourachievementsofthelasttwoyearsindeliveringimportantpublicservicestolocalandnationalgovernment,businesses,individualsandthewiderpublicsector,whilechanginghowweworktomaketheAgencymoretrusted,moreexpert,moredigitalandmoreefficient.

Our performance expectations

Wehaveanambitiouschangeagenda,butweknowhowmuchourcustomersrelyontheservicesweprovideandsoourfocusonservicedeliverywillremainasdeterminedasever.Overthenexttwoyearswewillassesshowwellwe’redoingintermsofservicedeliveryagainsttargetsweagreewithourclientseachyear.Thesetargetscoverfourmainareas:

• volumesofworkcleared

• our timeliness in progressing our work

• the quality of our work

• thequalityofourcustomerservice.

Foreword by Penny Ciniewicz


Thesetargetscanbefoundinmoredetailinthemainpartofthebusinessplan.Inparticular,onbusinessratesappealsclearanceandcustomerservice:

• wewillfocusonclearingappealsagainst2010valuations.During2016-17,theValuationTribunalEngland(VTE)ranapilotinKentandLeicestershiretoprogressoutstandingappealsmorequickly.Thepilotresultedinappreciablyhighernumbersofappealsbeingcleared,aswellasfewerpostponements.WewillbeworkingwiththeVTEonarolloutofthenewprocessesin2017-18;

• colleaguesacrosstheVOAtakegreatprideinofferingasgoodacustomerserviceaspossible.Ourtargetsforimprovingcustomerserviceincludeansweringmorequeriesatfirstpointofcontact.Wehavemadegreatstridesinthisinrecentyears.Bytheendof2017-18,weexpecttodealwithatleast70%ofcustomerenquiriestoourkeycustomerservicepointsatfirstpointofcontact,increasingto75%bytheendof2018-19.

Transforming our services

Weoperateinachangingworld.Weneedtoremainresponsivetothegovernment’spriorities,aswellastochangingcustomerneeds,newtechnologiesorchangesintheeconomicenvironment.Werecognisewemustadaptsothatwecancontinuetodeliverwhatisrequiredofusinthefuture.

FromApril2018wewilloperatefromaneworganisationalstructure,designedwiththeinputofpeopleacrosstheorganisation,withtheaimofenablingustorespondflexiblytofuturechallenges.Inparticular,wewillreorganisemuchofouroperationalbusinessalongfunctionallinesmeaningwecanflextorespondtoworkloadsandequippeopleintheAgencytohandlemorevariedwork,helpingthemtoprogresstheircareers.

Anothermajorareaoffocusforuswillbethefurtherdevelopmentofthenewprocessforappealingbusinessratesvaluations-Check,Challenge,Appeal(CCA).Wewillcontinuetoworkwithcustomersanddeliverypartnerstoensurewelearnfromusers’experienceofthenewsystemandmakeimprovementstoitasweintroducenewfunctionalitytoourdigitalservice.


Foreword

Throughoutthisbusinessplanperiodwewillcontinueourjourneytobecomeadigitalbydefaultorganisation.Thismeansourcustomerswillbeabletoaccessourservicesdigitally,atatimeandfromaplacethatsuitsthem.Wearesettingouttoachievethisgoalinstages.Bytheendof2017-18,60%ofcustomertransactionswithuswillbedigital,increasingto70%bytheendof2018-19.

Finally,wewillalsocontinuetoimplementourDiversityandInclusionstrategy.IamimmenselyproudoftheambitionofthisstrategyandwhatitmeansfortheAgency.OurvisionfortheVOAistobeanorganisationinwhichcustomersandpeopleworkingintheAgencyfeelvalued,acceptedandrespectedwithoutexception.Customersandourstaffwillhavethesupporttheyneedinwhicheverguisebestfitstheirindividualneeds.Thiswillbedoneasseamlesslyaspossibleandwiththeaimofitbecomingbusinessasusual–nota‘diversityissue’.

TodeliverthisplanwillrequiretheskillsandprofessionalismofpeopleacrosstheAgency;Iamconfidentwewillrisetothechallenge.

Penny Ciniewicz Chief Executive 1 August 2017


Foreword

IntroductionTheValuationOfficeAgency(VOA)providesvaluationandpropertyadvicetosupporttaxationandbenefits.Aswellasundertakingcounciltaxandbusinessratesvaluationsfor326Englishand22Welshlocalauthorities,whichunderpinthecollectionof£26billionincounciltaxand£26billioninbusinessratesbylocalauthorities,wealsoprovidesupporttomorethan2,000otherpublicsectorbodies.Ourvaluationsalsounderpinthecollectionofproperty-relatednationaltaxesandproperty-relatedbenefits.

During2016-17,we:

Revaluation 2017

Revalued almost 2 million properties for business rates purposes

Find Your Business Rates Valuation service

Had more than one million unique visitors use our new Find Your Business Rates Valuation online resource

2010 List Appeals

Cleared more than 154,000 business rates appeals from the 2010 lists

Check and Challenge

Launched a new check and challenge service for customers to challenge their valuations

Property Services

Delivered property advice to wider public sector clients, with 94% of our Property Services customers satisfied with the services they received

Statutory Valuations Team

Undertook statutory property valuations for public sector clients, with our valuations at 95% against our internal quality standard

CPIH

Collected and provided housing rental data for CPIH, the measure of owner occupiers’ housing costs that the Office for National Statistics now uses as their most comprehensive measure of consumer inflation


ThisBusinessPlansetsouthowweexpecttodeliverourservicesduring2017-19.Italsoincludesdetailsofhowwearetransformingourservicesandsupportingourpeopletodevelopoverthenexttwoyears,whileensuringourcustomerscontinuetoreceivethestandardofservicefromusthattheyareentitledtoexpect.

Wehavesetourselvestargetsforimprovingourservicestoourcustomers.Thesetargetscover2017-18and2018-19.


Introduction

Our Core Purpose and Strategic Objectives

Core purpose

We are the public sector’s property valuation experts and advisers, helping people and businesses to pay the right property taxes and to receive the right financial support.

Our vision describes the Agency we need to be if we are to successfully deliver our core purpose in the future. To help us get there, we are prioritising work that will make us:

more trusted more expert more digital more efficient

Our vision

Our customers have confidence in our valuations and advice. We listen to and trust each other. Together, we make the VOA a great place to work.


The future VOA: bridging the gap between where we are now and where we want to be

Wehavebeguntransformingourselvesinrecentyearsto

becomeamoremodernorganisation.Newdigitalservicessuch

asFindYourBusinessRatesValuationongov.ukandBilling

AuthorityReportssubmissions(BARS)servicearemakingit

easierforourcustomersanddeliverypartnerstointeractwith

usinwayswhichareconvenienttothemandmoreefficient.

Betterdata-handlingandtraininghaveenhancedourability

toanswerqueriesatthefirstpointofcontact,andweare

embracingtechniquesthatenableustocontinuallyimproveour

approachtocustomerservice.


Wearecommittedtobecomingmoreaccessible,moretransparentandeasiertointeractwith,andwewantourcustomerstofeelreassuredourprocessesareefficient,consistentandprofessionallyrobust.Asweworkintransformedwaystodeliverourservices,wewillbecome:

• amorecustomer-centricorganisation;

• withconsistentprocesses;

• andskilledandtrustedpeople;

• thatsharesdataandinformationwhereitisrighttodoso;

• withresponsiveandreliabletechnology;

• inahigherqualityworkingenviroment;

Ourstrategicobjectivesaresettodriveourimprovementworkoverthecomingyears.Ifwearetobecomemoretrustedbyourcustomersandstakeholders,weneedtobecomeevenmoreexpert,moredigitalandmoreefficient.Andtoachievethat,weneedtocontinueourtransformationatpace,whilenotlosingthethingsthathavemadeussuccessfulthroughoutour100yearhistory,mostimportantlyourknowledge,skills,commitmentandprideinpublicservice.

Weareorganisingourtransformationactivityintoaportfolioofprogrammesdeliveringfrom2017-18onwards,withbenefitsclearlyidentified.Ourtransformationportfolioincludescheckandchallengeservices,ourEstatesStrategywhichwillberefreshedinthesummerof2017,ourfuturetechnologyinfrastructureprogrammeandourTargetOrganisationalModel(TOM).ThesetransformationactivitiesaresetoutwithinthefollowingsectionsofthisBusinessPlan.Theyarealldesignedtohelpustobecomethemodernpropertyvaluationorganisationgovernmentandthepublic,astaxpayersandcustomers,needustobe.Weoperateinachangingworld,andtoensureweareresponsivetothis,wewillcontinuetoreviewourtransformationportfolio.

Weanticipatethatby2019-20ourbudgetwillbe29%lowerinrealtermsthanitwasin2015-16,andsoweneedtomakeconsiderablesavingsoverthenextfewyears.Wherepossible,wearecommittedto

Our budget

Weanticipatethatby2019-20ourbudgetwillbe29%lowerinrealtermsthanitwasin2015-16,andsoweneedtomakeconsiderablesavingsoverthenextfewyears.


The Future VOA

makingthesesavingsthroughbecomingmoreefficient,ratherthanbyreducingservicelevels.Assuch,wewillneedtoreducethecostofprovidingourservices.

Lastyearourexpenditurewas£206mandweexpectthisexpendituretodecreasetoapproximately£195min2018-19.

Ourcustomer-facingworkisenabledandactivelysupportedbyarangeofcorporateservicesteamsincludingDigitalTransformationandLiveServices;HumanResourcesandLearning&Development;FinanceandPlanningandRisk;EstatesFacilitiesManagementandTransformation;andStrategy,Policy,andInformationandAnalysis.


The Future VOA

VOA

Aa

Aa

Our commitments


More Trusted

More Expert

More Digital

More Efficient

More Trusted

Weprovidepropertyvaluationswhichunderpinthepaymentof

localandnationaltaxes,andthereceiptofhousingbenefits.Our

customerstrustustodothis.However,weknowthereismore

wecandotobuildevengreatertrustinourwork.

Wetakeprideinourprofessionalvaluationskills.Wearecommittedtomakingitaseasyaspossibleforourcustomerstocommunicatewithus,toknowwhattoexpectfromus,andtoknowwhatwillhappenifwedonotgetthingsright.During2016-17,weimprovedthestructureofourwebcontentandintroducedanumberofonlineservicestohelpourcustomers.Wearenowfocussedonimprovingourcustomerserviceby:

• settingoutthecustomerserviceweexpecttodeliverandprovidingtrainingandtoolsforourpeopletomakethisareality;

• improvingourcapabilitytounderstandandmanagedemandforourservices,allowingustodeployourresourcesflexibly;

• improvingtheservicesweprovideatfirstpointofcontactsowecandealbetterwithcustomerenquiries;

• standardisingouronlineenquiryformsandcentralisingmoreprocessessocustomersreceiveaconsistentservicefromus;

• usingourGOV.UKsitetopublisharticlesandvideoclipsthatexplainmoreclearlyhowwereachourpropertyvaluations;

• launchinganewonlinecontactservicethatmakesiteasierforcustomerstofindonlineanswerstotheirquestionsandtocontactusonlineiftheystillneedhelp;

• developingourunderstandingoftheimpactofourservicesoncustomerstoidentifymoreclearlythosewhomayneedadditionalsupport;and

Customer Service training

We will provide training and tools for our peopletocreatethecustomerserviceweexpecttodeliver.


OurCommitments:MoreTrusted

Continue to deliver exceptional valuation quality

Wewillcontinuetodeliverexceptionalvaluation quality, ensuring our business rates andcounciltaxvaluationsareat94%oraboveonourinternalvaluationqualitycheck.

• ensuringpeoplehaveconfidenceinthedataweholdabouttheirpropertybydevelopingdigitalsystemstostorethatdata,anddigitalmeansofallowingcustomerstocheckthedata,forexamplethroughournewcheckandchallengeserviceforbusinessrates.

Wewillcontinuetoplayourpartintheeffectiveoperationofthecounciltaxandbusinessratessystems.During2017-18and2018-19,wewill:

• keepcounciltaxvaluationsandbusinessratesratingslistsuptodate;

• operateourpartofthenewCheck,Challenge,Appeal(CCA)system–thenewwayofqueryingbusinessratesvaluations.Wewillimproveandadapttheoperationofourcheckandchallengeserviceaswelearnfromourownandourcustomers’experiencesduringthefirstyearthenewsystemisinplace;

• clearthemajorityoftheoutstandingbusinessratesappealsthatwereceivedoverthelifeofthe2010list.Therearearound48,000appealsagainstthe2010ratinglistthatcannotcurrentlybeprogressed,pendingtheoutcomeoflitigationintherelevantcourts;and

• continuetodeliverexceptionalvaluationquality,ensuringourbusinessratesandcounciltaxvaluationsareat94%oraboveonourinternalvaluationqualitycheck.

Ourworkrelatingtothetaxespeoplepayandthebenefitstheyreceiveextendsbeyondlocalpropertytaxes.

Inaccordancewithrelevantlegislation,wecertifythatthehousingbenefitlevelsclaimedbylocalauthoritiesareappropriate.Lastyearweprovidedsome130,000decisionstosupportthiswork.Wedeterminedover96%ofthosecasesnotneedinginspectionwithinthreedays.Wherenoinspectionisrequired,wearecommittedtodetermining96%ofHousingBenefitreferralswithinthreeworkingdays.

OurHousingAllowancesteammanagearegisterofFairRents,settingthemaximumrentthatcanbechargedfora‘regulatedtenancy’inEngland.Lastyearwereceivedaround36,000requestsfromHousingAssociationstodetermineFairRentlevelswith100%resolvedwithin40workingdays.Wearecommittedtodetermining95%ofcaseswithin40workingdays.



Private Rental Data

TheOfficeforNationalStatistics(ONS)hasbeenusingCPIH,whichincludesameasureofowneroccupiers’housingcostsbaseduponourdata,astheirmostcomprehensivemeasureofconsumerinflation.

Wegatherdatatosupportourvaluations.Customerstrustustokeepthisdatasecure.Wewillcontinuetouserobustandproportionatesystemstokeepthedataweholdsafe.WearecommittedtohavingzeroincidentsthatresultinenforcementactionfromtheInformationCommissioner.

Aswellasworkingdirectlywithourcustomers,weprovideimportantservicestootherpublicsectororganisationstohelpthemdeliverfortheircustomers.

Wewillcontinuetogatherrentaldatafromresidentiallettingagents,landlordsandbodiesrepresentingpropertyownersintheprivaterentalsectorforusebyourselvesandotherpublicsectorbodies.FromMarch2017,theOfficeforNationalStatistics(ONS)hasbeenusingCPIH,whichincludesameasureofowneroccupiers’housingcostsbaseduponourdata,astheirmostcomprehensivemeasureofconsumerinflation.

WewillcontinuetoprovidecounciltaxdatatosupporttheprovisionofFloodRe,thefloodreinsuranceschemeforhouseholdsathighestfloodrisk.TheCensusTransformationProgrammerunbytheONSalsousesthecounciltaxdataweprovidetoenhancetheprovisionofpopulationstatisticsfrom2021.

Valuationservicesareattheheartofourdeliverytoourwiderpublicsectorclients.OurPropertyServicesteamhasdeliveredpropertyconsultancyadvicetothepublicsectorsince1910.Weusetheuniqueperspectivewegainfromoperatingwithingovernmenttoprovideinformedprofessionalexpertisethatisfreefromconflictsofinterest.During2017-18andbeyond,wewillcontinuetosupplyindependentandimpartialadvicewithastrongfocusonaddressingpublicinterestissuesanddeliveringbestvalueoutcomesforthepublicpurse.Wearecommittedtomaintainingour94%customersatisfactionrating.

OurStatutoryValuationsTeamwillcontinuetodeliverfairandimpartialvaluationadvicetoourclients.WewillsupportHMRevenueandCustomswithvaluationsandadvicetosupportnationaltaxes.Wewillalsoprovidestatutorypropertyvaluationsandadvicetootherpublicsectorclients.Theteamwilldeliverthisadviceinatimelyandefficientwayandonacost-recoverybasis.

Wewillcontinuetoprovidepolicyadviceandsupporttogovernmentdepartmentsastheyconsiderchangestothepropertytaxsystem.



Improving our leadership

InresponsetothelastPeopleSurvey,wewillcontinuetoimproveourleadershipandmanagementofchange.

Itisalsoimportantourdeliverypartners,forexamplelocalauthoritiesandvaluationtribunals,trustusaswell.

WewillfurtherdeveloptheLocalAuthorityInformationGateway,oursecuremeansofexchanginginformationwithlocalauthorities,whichweintroducedin2016-17.Thiswillhelplocalauthoritiesandustogettheinformationweeachneed,whileminimisingthetimeswhenratepayersareaskedtoprovidethesameinformationtobothparties.

Ourcustomers,publicsectorclientsanddeliverypartnerstrustusbecauseofthequalityofourwork.Wehavetheutmostconfidenceinoursurveyingandvaluationexpertise.ValuationsinourHousingAllowances,StatutoryValuationsandPropertyServicesbusinessareaswillcontinuetoachieve95%orhigheragainstourinternalqualitystandard.

Itisimportanttousthatourpeoplecontinuetotrusteachothertoo.Incommonwithothergovernmentdepartmentsandagencies,wewillconductannualPeopleSurveystohelpusunderstandhowpeoplefeelaboutworkingintheVOA.Wewillalsoconductregular‘pulse’surveystochartourprogresstowardsimprovingengagementandachievingourvision.Wewillcontinuetoactonthefindingsfromthesesurveysandbuildamoreinclusiveorganisationthatrecognisesandvaluesdifference.

In2017-18,inresponsetothelastPeopleSurvey,wewillcontinuetoimproveourleadershipandmanagementofchange.WewillstrivetomatchourleadershiptotheaimsoftheCivilServiceleadershipstatement,developinginspiring,confidentandempoweringleaderswhobuildengagementandensurewecontinuetodeliverforourclientsandcustomers.



More Expert

Werecognisetheimportanceofourvaluationexpertiseto

thepublicsectorandbeyond.Ourcustomersexpectusto

beexpertineverythingwedo.Wewillensurepeopleinthe

Agency,whatevertheirprofessionandrole,areabletodevelop

theirskillssotheycanplayafullpartindeliveringresponsive,

informedandinnovativeservices.Andwewillcontinueour

worktoensurethediversityofourpeoplereflectsthatofthe

communitiesweserve.

WeofferaminimumoffivedayslearninganddevelopmentayeartoeveryoneattheVOA,withtheaimofsupportingthemtodelivereffectivelyforourcustomers.

Wewillcontinuetofocusonprovidingexpertpropertyvaluationandadviceservicesbyinvestinginourcoresurveyingandvaluationskills.Wewill:

• continueourcommitmentto,atanypointintime,supportmorethan200peopletoworktowardsprofessionalqualifications;

• provideappropriateandtimelycontinuousprofessionaldevelopmentforalloursurveyorsandpropertyprofessionals;and

• complywiththeRoyalInstitutionofCharteredSurveyors(RICS)professionalstandardsinallourvaluationwork.

Royal Institution of Chartered Surveyors (RICS)

WewillcomplywithRICSprofessionalstandardsinallourvaluationwork.


OurCommitments:MoreExpert

Apprenticeships

Wecurrentlyhavemorethan100apprentices,andplantooffer90apprenticeshipsayear.

Wewillalsoinvestinthedevelopmentofotherpriorityskillsincludingdigitalcapability,programmeandprojectmanagement,andleadingandmanagingchange.WewillbuilduponthedigitalskillsandknowledgealreadypresentwithintheAgencyandsupportpeopletodeveloptheirdigitalskillsfurther.Forourspecialists,wewillgrowthebestpracticedigitaldeliveryfunctionwehavedevelopedoverthepasttwoyears.Wewillalsoplayourpartinthegovernment’sTransformationStrategybyensuringourplansalignwiththeCivilService’sdigital,dataandtechnologyplans.

During2016-17,wepilotedanewperformanceachievementschemeonbehalfoftheCivilService.Aspartofthisscheme,wetrainedallourlinemanagerstohavecoachingconversationswiththeirteamsandbeawareofunconsciousbias.Theaimhasbeentoequipourmanagerstogetthebestoutoftheirteamsforthebenefitofourcustomers.Wewillbuildonthisintheyearsaheadby:

• developinglinemanagers’leadershipskillsthroughregulardevelopmentworkshopsandarangeofprogrammes;

• ensuringlinemanagerscontinuetoholdmonthlyperformanceachievementconversationswithalltheirpeople;and

• supportinglocalperformancedevelopmentreviewpanelstoidentifyandsupportpeoplewithpotentialandaddressperformanceissues.

Aswellasinvestingintheexpertiseofourcurrentworkforce,wearecommittedtoinvestinginthetalentofthefuture.Wecurrentlyhavemorethan100apprenticesinpostandwereshortlistedforaCivilServiceAwardforourdigitalapprenticeshipschemelastyear.Wewillbuildonourexistingapprenticeshipopportunitiesindigital,surveyingandoperationaldelivery.Wewillalsointroducenewapprenticeshipsinprocurement,projectmanagement,teammanagementandbusinessadministration.Weplantooffer90apprenticeshipsayearforthenexttwoyears.

Aworkforcethatismorerepresentativeofthecommunitiesweservewillbemoreexpertandbetterequippedtounderstandourcustomers’diverseneeds.ThePublicSectorEqualityDuty(2011)requirespublicbodiestoagreeandpublishequalityobjectivesandreportonthemexternally.Overthenexttwoyears,wewill:

• improvethebreadthanddepthofourworkforcediversitydatatoenableustobetterunderstandourpeopleandtakeactiontobuildamoreinclusiveworkplace;



• nurtureandsustainaworkforcethatreflectsthecommunitiesweserveandcreatesaworkenvironmentthatfostersgoodrelations,valuesdifferenceandadvancesequalityofopportunityforeveryone.WeareworkingtowardsincreasingourannualPeopleSurvey’sinclusionandfairtreatmentscores,aimingfora5percentagepointincreaseby2020;

• developourunderstandingabouttheimpactofourservicesoncustomerstoidentifymoreclearlythosewhomayneedadditionalsupport;and

• actonthisimprovedknowledgeofourcustomers’needstoprovideservicesthatareaccessibleandusablebythewidestpossiblerangeofcustomers.Wewilltakestepstoensureallequality-relatedcomplaintsarecaptured,analysedandreported.



Online customer contact tool

Wewillimproveouronlinecontacttoolsocustomerscangettheirquestionsansweredmorequickly.

More Digital

Overthenexttwoyears,wewillcontinuetoworktowards

becomingadigitalbydefaultorganisation.Thiswillhelpusto

improveourservicetoourcustomers,tomaketheVOAagreat

placetoworkandtoreduceourcosts.OurDigitalStrategy,

agreedin2016,guidesour‘moredigital’work.

Ourcustomersexpecttobeabletoaccessourservicesdigitallyandtheseserviceswillbeintuitive,reliableandbuiltaroundtheirneeds.Wearecommittedtoprovidingservicesthatareaccessibleandusablebythewidestpossiblerangeofcustomers.

Specifically,wewill:

• continuetodevelopourcheckandchallenge,FindYourBusinessRatesValuationandRentandLeaseDetailsonlineservicesinthelightoffeedbackfromourcustomers;

• improveouronlinecontacttoolsocustomerscangettheirquestionsansweredmorequickly;

• understandhowwecanimproveourdigitalofferingforcustomerssotheycaninteractwithuseasilyandattheirownconvenience;

• exploreopportunitiestolinkourcustomer-facingplatformswiththoseofothergovernmentdepartmentstoprovideaconsistent,joined-upexperienceforourcustomers;and

• ensurewebuildonlineserviceswhichcanbeusedbyeveryoneandwhichmeetindustrystandardaccessibilitycriteria.


OurCommitments:MoreDigital

Becoming a more digital organisationOurDigitalStrategyalsofocussesonprovidingour people with modern tools that enable them to do their jobs, with the aim that our internal digital systems will enable us to work more flexiblytomeetourcustomers’needs.

Becomingamoredigitalorganisationisnotjustaboutprovidingservicesourcustomerscanaccessdigitally.Itisalsoabouthowweworkwithpartnerorganisations,howourinternaltechnologyandprocessesworkforourpeople,andhowweorganiseourselves.

During2017-18,wewillfurtherenhancedigitalservicessuchastheLocalAuthorityInformationGatewayandtheBillingAuthorityReportSubmissions(BARS)servicethatweandourdeliverypartnersusetoexchangeinformation.

OurDigitalStrategyalsofocusesonprovidingourpeoplewithmoderntoolsthatenablethemtodotheirjobsmoreeffectively,withtheaimthatourinternaldigitalsystemswillenableustoworkmoreefficientlyandflexiblytomeetourcustomers’needs.

In2016-17,westabilisedtheperformanceofourexistingsystems,providedbetternetworkstohome-basedworkersandrolledoutnewtechnologytohundredsofourpeople.

During2017-18,wewillbuildonthesefoundationsandcontinuetodevelopthemodernisedtechnologythatwillgiveusmoreuseful,reliableandrecoverableapplicationsforourwork.Thesewill,overtime,provideuswithmoreefficientandreliablewaysofworkingwithoutneedingtoenterthesamedatarepeatedlyorlogintolotsofdifferentapplications.

Wewilldevelopnewdigitalservicesforhowwemanageandanalyseourbusiness,includinghowwegatherinformationtoinformourimprovementwork.Wewillenhanceourback-endsystemtosupportthecheckandchallengeonlineservice,continuingtoenhanceelementsofournewcasemanagementsystemandmodernisedapplications.

Wewillprovidenewwaysforpeopletokeepintouchandshareknowledge,includingthroughcollaborationtoolsandnewtechnology.


OurCommitments:MoreDigital

Flexible rolesRoleswillchangeinfutureaspeopleworkacrossmoreservicesthantheydonow.Thiswillgiveustheflexibilityweneedtomanageworkpeaksaswebecomesmaller.

More Efficient

Todeliveroncommitmentsmadebygovernment,theVOA

-likeotherpublicsectororganisations-needstomake

considerablesavingsbytheendoftheSpendingReviewperiod

(2020-21).

Aswellasdeliveringimprovementsforourcustomersandourpeople,ourtransformationprogrammewillplayasignificantroleinhelpingustobecomemoreefficientasanorganisation.

Overthenexttwoyearswewillcontinuetransforminghowweareorganised.Wearemovingfromanorganisationstructuredaccordingtotheserviceswedeliver(forexamplecounciltaxorbusinessrates)tooneorganisedbyfunctions.Thesefunctionswillcover:

• customerservice;

• operationaldelivery(propertydatacollectionandcasework);and

• valuationandtechnicaladvice.

Thiswillenableustodeployourpeoplemoreflexiblytomeetcustomerdemand.

Wehavealreadyappliedthisfunctionalorganisationapproachtothewaywedeliverourcheckandchallengeservices.WealsohaveourChiefValuer,process,policyandtransformationfunctionsnowinplace.AcrosstheAgency,furtherworkisprogressingonjobdesignforcustomerservice,propertydatacollectionandcasework,aswellasonorganisationaldesignandmanagementfunctions.Roleswillchangeinfutureaspeopleworkacrossmoreservicesthantheydonow.Thiswillgiveustheflexibilityweneedtomanageworkpeaksaswebecomesmaller.Theroleswhichpeoplehavewillbemorevariedandinterestingasaresult.


OurCommitments:MoreEfficient

InlinewithourSpendingReviewcommitmentswearemanagingourstaffinglevelswithintheassumptionthatwewillemployaround1,000fewerfull-timeequivalentsattheendoftheSpendingReviewthanwedidin2015-16.Weareconductingourworkforceplanninginconjunctionwithourdrivetoorganiseourpeoplebyfunction.

In2015ourpeopleoccupied70officesacrossthecountry.Wenowoccupy53officesandourprogrammeoftransformingourofficeestatecontinues.During2017-18,wewillreduceourofficesto50,achievingfurtherannualisedcostsavingsof£275,000.ThisincludesfourofficeclosuresandtheopeningofonenewofficeinCroydon,wherewewilloccupyspaceintheHMRCRegionalCentre.During2018-19,weexpecttooperatefromaround40offices,achievingfurtherannualisedcostsavingsofaround£1.5million.

Wewillcontinuetoexplorefurtheropportunitiesforsharedserviceswheretheseofferbettervalueand/orreliabilitythanourexistingsolutions.Wehavealreadymovedtosharedservicearrangementsformosttransactionalservicesinhumanresources,suchaspayroll,HRrecordschangesandtransactionaladviceforlinemanagers.WearealsonowreceivingroutinehealthandsafetyadvicefromHMRevenueandCustoms(HMRC),althoughmorecomplexcasesarestillhandledbyourhealthandsafetymanager.Duringthefirstquarterof2017-18,wearetakingasimilarapproachwithourAccountsReceivablefunction.

WewillcontinuetomakesavingsacrossVOAcontractsoverthenexttwoyears.Ouraimistomakesavingsof£1millionacrossallourcontractsby2020.Wewillensurethatourbusinesscontractmanagershavetheskillstoeffectivelymanagerisks,issuesandopportunitieswithoursuppliers.WewillworkwithHMRCtomanageourexitfromtheASPIREcontractandtakeadvantageoftheopportunitythiswillbringustodevelopanddirectlymanagemoreflexiblecontractsforourtechnologyanddigitalfunctions.

Wearecontinuingtodelivercontinuousimprovementtrainingtoourpeopleinourcustomer-facingbusinessareas.Ourapproachtocontinuousimprovementiscentredonchangingandimprovingthewayweworkby:

• takingafreshlookatourbusinessprocessesfromthecustomers’pointofview;

• introducinganewdisciplinetohowwemanagetheseprocesses;

• gettingeveryoneinvolvedinfindingwaystodothingsbetter;and

• equippingourpeoplewithnewtools,techniquesandskills.

Number of officesDuring2018-19,weexpecttooperatefromaround40offices,achievingfurtherannualisedcostsavingsofaround£1.5million.



In2016-17,weprovidedcontinuousimprovementtrainingtomorethan1,000people,mainlyacrossourcounciltaxandbusinessratesmaintenanceteams.Ourcustomersarealreadybenefitingfromchangesputinplaceasaresult.In2017-18,wewillprovidethistrainingtopeopleworkingonbusinessratesappeals.Wewillalsotraincolleaguesworkingonthecheckandchallengeservice.



AnnexesAnnex1:tableofperformanceindicatorsOur approach to managing performance

WehavedesignedourapproachtoperformancemanagementwiththeaimofensuringtheBoard,managersandourpeopleallknowtheextenttowhichwearemeetingourcustomers’needsinanefficientandeffectivemanner.

Workingcloselywithourfunders,ourdeliverypartnersandourcustomers,ourBoardhasidentifiedaseriesofperformancemeasuresandtargetsthatwemonitoratourmonthlyAgencyperformancehub.

Additionalindicatorsaremonitoredatmanagementandteamlevel.

Our key performance indicators

Ourperformancemeasuresandtargetscoverfourmainareas:thevolumeofcasescleared;ourtimelinessindealingwithourwork;thequalityofourvaluations;andthequalityofourcustomerservice.

Whilewearecommittedtoimprovingourperformanceagainstthesefoursetsofmeasures,wehavehadtobalancethiscommitmentagainsttheanticipated29%reductioninourbudgetsby2020-21.

Insomeareasofourwork,ourtransformationprogrammewillallowustodeliverimprovedperformanceforourcustomersdespitereductionsinexpenditure.The‘servingourcustomers’targetssetoutwithinthetablebelowcommitustoayearonyearimprovementinperformanceforthenexttwoyears.

Inotherareas,wehavesettargetsthatprotectcurrentlevelsofserviceoverthenexttwoyears.

Our2018-19targetsareindicativeuntilfundingandagreementisreachedwithourdeliveryclients.

Everyyear,theVOApublishesanAnnualReportsettingouthowwellwehavedeliveredagainstourtargets.


Name of measure Our 2017-18 target Our 2018-19 target

Volumes

Counciltaxworkcleared(EnglandandWalescombined)

Bytheendof2017-18,weexpecttohaveclearedatotalof470,500reports,bandreviewsandproposals,and4,500appeals.

Bytheendof2018-19,weexpecttohaveclearedatotalof468,000reports,bandreviewsandproposals,and4,700appeals.

Business rates work cleared(EnglandandWalescombined)

Bytheendof2017-18,weexpecttohavecleared278,000maintenancereportsand124,500appeals.

Bytheendof2018-19,weexpecttohavecleared260,000maintenancereportsand80,000appeals.

HousingAllowancelettings – the volumes of lettings collected

Weexpecttocollect480,000itemsoflettingsdataayearover2017-18and2018-19.

Timeliness targets

Business rates Ourpreviousbusinessratestimelinesstargetdidnotreflectthevolume,complexityanddiversenatureofthechangesrequiredtotheratingliststomaintainthem.Wewillreviewourbusinessratestimelinesstargetsaspartofawiderconversationwithlocalauthoritiesandotherstakeholders,andduringthefirsthalfof2017-18wewilldeveloparevisedapproachandcustomer-facingtarget.Inadvanceofthenewtargetbeingagreed,wewillcontinuetohandlebusinessratescasesinatimelymannerandwillproactivelymonitorourperformance.

Check,Challenge,Appeal

Check–Wewillcompleteorsubstantiallyrespondto90%ofcheckswithinthreemonthsofreceipt.Challenge-Wewillcomplete90%ofchallengeswithin12monthsofreceipt.

Inadditiontomonitoringthesetimelinesstargets,wewillproactivelymonitorperformanceofthenewcheckandchallengeservicesfromacustomerperspective.Wewillpublishinformationoncustomers’engagementwithourservicessixmonthsintothesystem’soperation,andagainattheendofthefirstyearofoperation.

Counciltax Wewillclear:

• 50%ofreportswithin8workingdays;

• 75%ofreportswithin25workingdays;and

• 99%ofreportswithin90workingdays.


Annexes

Name of measure Our 2017-18 target Our 2018-19 target

Timeliness targets

HousingAllowances Wherenoinspectionisrequired,wewilldetermine96%ofHousingBenefitreferralswithinthreeworkingdays.

Fair Rent Wewilldetermine95%ofcaseswithin40workingdays.

Statutory Valuations team

WewillclearallinitialappraisalsforHMRCwithinanaverageof5workingdays.

Wewillreport80%ofDWPcaseswithin7workingdays.

Valuation quality

Valuation quality – a checkonthequalityof our valuation, processcomplianceand timeliness in making a valuation decision

OurHousingAllowances,StatutoryValuationsandPropertyServicesbusinessareaswilleachachievevaluationqualityof95%orhigher.

Ourbusinessratesandcounciltaxteamswillachievevaluationqualityof94%orhigher.

Serving our customers

Digitalservice-proportion of overall Agencytransactionscarriedoutusingournewdigitalservices

Byendof2017-18,60%oftransactionswithuswillbethroughdigitalchannels. Byendof2018-19,70%oftransactionswithuswillbethroughdigitalchannels.

Howwedealwithcustomerenquiries

Wewilldealwithatleast70%ofenquiriestoourcustomercontactpointsatfirstpointofcontact.

Wewilldealwithatleast75%ofenquiriestoourcustomercontactpointsatfirstpointofcontact.


Annexes

Annex2:ManagingourrisksTheAgencyismaturingitsapproachtomanagingrisksthroughouttheorganisation.Weareenhancingourapproachtoriskidentificationandmanagement.

TheBoardandexecutiveteamalsoreviewthestrategicrisklandscapeandidentifysignificantAgencylevelriskstoourstrategicobjectivesalongwithcurrentandfutureperformance.TheserisksareactivelyownedandmanagedatexecutivelevelandkeptunderreviewbytheAuditandRiskAssuranceCommitteeandtheBoard.

Where issues emerge these are managed in issue management forums, either at business stream level or, if theyfitsetcriteria,atAgencylevel.

ThetableonthefollowingpagesetsouttheAgency’skeyriskareas.


Annexes

Risk description There is a risk to the Agency that…

Meetingcustomerneeds PlannedlevelsofconcurrentchangeadverselyaffecttheAgency’sabilitytodeliveragreedcustomer

servicecommitments.

Managingourresources Wefailtounderstandtherightnumbersofpeople,skillsandknowledgerequiredtodeliverourservices

inthefuture.

Engaging with our people OurpeoplebecomedisengagedwiththefuturedirectionoftheAgencyand/ortheworktheyaredoing.

Leadership Ourleadersandmanagersdonothavethecapabilityorconfidencetomovetheorganisationfrom

whereitisnowtowhereitneedstobeinthefuture.

Cyberthreatsandsecurity Wefailtoimplementandmaintaineffectivecybersecuritycapability,controlsandresponse.

Valuations Ourcustomersdonottrustourvaluationsandpropertyadvice.

Paceandscaleofchange WefailtoplanforandmanagethepaceandscaleofchangerequiredinordertodelivertheAgency’s

SpendingReviewcommitments.

EffectivemanagementofriskisvitaltothesuccessfulworkofanyorganisationandtheAgencyisnoexceptiontothis.OurworkwillinevitablyinvolveadegreeofriskandwearerobustinouridentificationofrisksandmanageandescalatethemthroughvariousGovernanceBoardandCommittees:

• TheVOABoard–thisBoardsupportstheAccountingOfficerandtheChiefExecutiveinthedischargeofheraccountabilitiesandresponsibilities.ThescheduleofmattersreservedfortheBoardinclude:strategy,performance,people,financialreportingandcontrols,strategicrisk,corporategovernancemattersandpolicies.


Annexes

• TheAgencyPerformanceHub–thisforumoverseestheAgency’sperformance,bothintermsofimmediateandfutureobjectives.Withinadedicatedperformancehub,displayingperformanceindicatorsagreedbytheBoard,itanalysesVOAperformanceagainsttargetsandmeasuresandconsiderswaystoimproveperformanceinallareas.

• TheAuditandRiskAssuranceCommittee–thiscommitteeischairedbyaNon-ExecutiveDirectoranditsremitistoadviseandsupporttheAccountingOfficerandtheBoardwiththeirresponsibilitiesforissueofrisk,controlandgovernancebyreviewingthecomprehensivenessofassurancesandreviewingthereliabilityandintegrityofthoseassurances.

• TransformationCommittee–thiscommitteesupportstheTransformationPortfolioSeniorResponsibleOfficerinthedischargeoftheiraccountabilitiesandresponsibilitiesthroughprovidingseniorgovernanceandensuringeffectivedeliveryoftheAgency’sTransformationPortfolio.

TheBoardsandCommitteeslistedabovehelpustoeffectivelymanagetheriskswefaceinavaluablewayandhelpmaketheVOAabetter,moreefficientplacetowork.

Throughopen,honestandcollaborativediscussionaboutourrisks,wecreateaculturewherepeoplearecomfortableinescalatingrisksandconcerns.Doingsohelpsinformbusinessdecisions;enablesamoreeffectiveuseofpreciousresources;enhancesstrategicandbusinessplanning;andstrengthenscontingencyplanning.


Annexes

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