corporate resources business strategy 2016 - 2020 · pdf filecorporate resources business...

Corporate Resources Business Strategy 2016 - 2020

Draft: January 2016

Building on our strengths

2 Corporate Resources Business Strategy

Brian Roberts Director, Corporate Resources

IntroductionCorporate Resources is a £75m business, generating £43.6m of income from a range of sources.

The successful delivery of our Business Strategy is vital to bring focus and success to our ambitions. As a department, we have a single purpose to continue to improve the services we provide both internally and externally. Although the financial challenge is immense, we want to use this opportunity to become a more efficient and effective department. Our 4-year business strategy sets out:

■ who we are

■ our business portfolio

■ our commissioning intentions by 2020 (e.g. areas of investment, disinvestment, new delivery models)

■ our first year priorities

In doing so, the aim of this strategy is to:

■ manage the demand for our support services (which is changing continuously as frontline services are being reshaped)

■ continue to achieve the required cost reduction to £61m gross by 2020 including minimising any non-value added activities and achieving further efficiencies

■ make the most of all the resources available and adjust our allocation of resources (including new investment) based on the council’s priorities and market opportunities

■ strengthen our skills and competencies (particularly in trading, commercial skills and contract management) as well as acquire new capabilities

■ exploit and develop our digital services so that we can enhance customer service and provide easy-to-access, low cost support to our customers

We have already made some significant achievements, so this strategy isn’t about starting from scratch – it’s about building on our strengths.

Corporate Resources Business Strategy 3

our vision To be an outstanding provider of public sector support services – known for our exceptional people and results

our mission We are trusted to deliver excellence in all that we do

We want to deliver excellent support to the council – so we can achieve our aims for the people of Leicestershire

What we have achieved so far

We continue to get the basics right…■ 82% of customers contacting the Customer Service Centre are satisfied

■ 94% of staff using ICT Service Desk are satisfied

■ 89% of customers with a Pensions query are satisfied

We continue to focus on efficient, quality services...■ income on track for School Food Support, LEAMIS, Central Print, external HR and Health,

Safety and Wellbeing

■ 89% of invoices were paid within 30 days by the Finance Service Centre

■ 37,316 queries were dealt with by the Employee and Finance Service Centres

■ Absence Rates lowered from 8.24 fte (Feb 15) to 6.29 fte (Oct 15)

■ Paper consumption reduced by 10.6% since 2014/15

■ 32 ‘Go Green’ Champions helped to drive our environmental commitments

We continue to drive transformation for the council...■ Our transformation Unit continues to support the achievement of savings

■ Our communications support key changes and builds trust amongst residents: 75% of residents say we offer value for money and 83% say they trust the council

■ Our work is enabling change – for example a new customer-focused website, and a County Hall Masterplan which will change the way we work

■ We have launched the commissioning toolkit and academy

Who we are


Three important principles There are three areas which are at the heart of all we do – our customers, developing a commercial approach and ensuring we are compliant with the various rules which govern how we work.

This is underpinned by the drive to continuously improve.

Customers Commercialism Compliance

Strong customer ethos Competitive cost base Ensure accountability and transparency

Add value for customers Lead trading to increase profit Use business intelligence to make decisions

Collaborate internally and with partners to deliver seamless services

Focus on core business Take appropriate risks to deliver

Promote Leicestershire’s economic growth

Capture opportunity Implement new governance to reflect partnerships

Continuous improvement

• High performance culture

• Simplify, streamline and standardise

• Digital by default

How it all fits together The council’s strategic plan sets out five priority areas for 2014 – 2018. These are:

1. Leading Leicestershire and transforming the way we work

2. Enabling economic growth

3. Better joined up care and health services

4. Supporting children and families

5. Safer communities and a better environment and place to live

Our role is to support the council’s departments to deliver these priorities. We are also key in leading and transforming the council.

This business strategy sets out how we will work with the wider council, partners, customers and communities. Central to this will be a focus on our customers, a commercial drive and a commitment to delivering excellent corporate services and robust governance. Our strategy provides a broad direction for Corporate Resources.

The Corporate Resources delivery plan will support the implementation of the business strategy. It will focus on building on our strengths across a number of priority areas. The delivery plan will feed into annual service plans. Actions will be reflected back in personal plans and development reviews.


corporate services

Transformation, commissioning and procurement support, resilience, HR, health and safety, organisation development, information & technology

commercial and customer services

Commercial, customer, digital and communications services

Finance

Strategic finance, internal audit, insurance investments

Strategic property and investment services

East Midlands Shared Services

To meet the challenges we are facing, each of our service areas has set out what we intend to achieve by 2020 (our commisioning intentions) and the rationale for doing so.

Leicestershire County Council’s Strategic Plan 2014 - 2018

Corporate Resources Business Strategy 2016 - 2020 Commissioning Intentions

Delivery Plan 2016 - 2017

3 - Service Division Plan – 2016 - 2017

Individual service/business plans for each service

MTFSCorporate Commissioning

Strategy

Corporate Services

Transformation Programme

Developing our target operating

model

Managing performance

Managing demand

Being more commercial

Developing organisation and skills

Developing commissioning

support capability

Customer and Commercial Services

Strategic Finance and Property Services

GO

LDEN

THR

EAD

Personal plans and development reviews

Our Business

This diagram below illustrates how the plans fit together:


Commercial services

Overview■ Trading generates more than half of Corporate Resources’ income

■ Extensive customer base including schools and academies, fire, police, NHS, universities, and other local authorities outside of Leicestershire

■ Diverse range of award-winning services trading, including facilities management, catering and school food, forestry, farms and industrial properties and printing services

■ Traded Services are also based in other areas of the department and across the council

Key drivers■ Already a mature external market for many of the traded services offered

■ Need to continue to compete in the changing marketplace

■ Some services are very sensitive to changes in government policy, departmental demand and increasing levels of competition

■ Need to increase efficiency and raise standards of delivery to meet budget targets and increasing customer expectations

■ Maximise the value of our traded services, by achieving greater profitability

■ Manage and develop these services on a genuinely commercial basis

By 2020■ Create a new sustainable commercial model for our traded services to compete more

effectively in the marketplace

■ Reduce costs in operational property by £2.145m

■ Secure market growth, particularly for operational property and school food

■ Create brand ambassadors amongst our staff and suppliers

■ Secure private sector investment to replace the council’s tree planting scheme

Commercial and Customer Services

Gross budget £36.68m Income £26.41m

Income mix External 64% Internal 36%

Trading within Corporate Resources generates more than £20m in income

£20mINCOME

GENERATEDBY CORPORATERESOURCES traded services, TO achieving greater profitability

GREATERPROFITABILITY

TO ACHIEVE

TRADEDSERVICES

£


Customer service centre, communications and digital

Overview■ First point of contact for customers for adult social care, highways and transport enquiries,

waste management, regulatory services and family information including schools’ admissions

■ Answers approximately 500,000 customer contacts across a range of channels per year (20% of all customer calls to the council)

■ Achieved the Customer Excellence Award for last five years

■ Rated very highly by customers for providing a great customer experience

■ Effective customer complaints service

■ 24/7 media management including social media, internal & external communications, campaigns & creative services

Key drivers■ Become more customer-focused

■ Increased customer expectations with customer needs extending beyond organisational boundaries

■ Need to streamline services and reduce the cost to serve

■ Move towards digital by default

■ Requirement to improve the quality of information, advice and guidance to help customers to help themselves

■ An ageing population creating increased demand for social care services

■ Implementation of the Care Act

■ Ensure basic levels of customer care across the council are maintained during ongoing austerity drive

■ Better use of social media in the CSC to reflect social trends

By 2020■ Increase number of customers accessing digital/online services

■ 4 star online service and accredited member of the Institute of Customer Service

■ Single customer contact number dealing with more customer contacts across a wider range of council services

■ Extended operating hours – with a more flexible workforce able to take calls from home

■ Join up our social care customer service operation with health

■ Invest in customer insight to help target our response

■ End-to-end review of processes to achieve further efficiences

■ Position the council as a trusted brand and protecting its reputation

500,000CUSTOMERS

ANSWERED

Answers approximately 500,000 customer contacts

5 YEARS

CUSTOMEREXCELLENCEAWARD

Has achieved the Customer Excellence Award for last �ve years

ACHIEVED


Corporate Services: Human Resources/Organisational Development

Overview■ Provision of strategic human resources (HR), organisation development (OD), learning &

development (L&D) and health, safety and wellbeing services to the council

■ Commercial trading with academies, schools and other partners

■ Well respected professional advisory service, working in partnership with customers

Key drivers■ Increasingly difficult recruitment market impacting on both recruitment and retention

■ Need to develop the organisation’s skills and capabilities to effectively manage the changes being made within the council and the wider sector

■ Modernising workforce practices including smarter working and productivity to increase efficiency

■ Need to support the implementation of different service delivery models

■ Need to drive forward cultural change

By 2020■ Further efficiencies delivered in HR, OD, Health, Safety & Wellbeing and L&D

■ A skilled and flexible workforce equipped to take the council beyond 2020 with employee performance measured on output and effectiveness

■ A fit for purpose service delivering priority services and adding clear value at reduced cost

■ A clear set of values and expected behaviours for the council that support its strategic direction

■ A clear ‘employment deal’ between staff and the council

■ Increased numbers of apprenticeships and work placement opportunities across the council

Corporate Services



Increasing demand for technology to support new ways of working

SMARTERWORKING

EFFICIENCY

& PRODUCTIVITY

TO INCREASE

ON OUTPUT& EFFECTIVENESS

EMPLOYEE

MEASUREDPERFORMANCE

Develop the workforce within EMSS


Corporate Services: Commissioning & Procurement Support

Overview■ Enhanced service specialising in providing customer-focussed support for strategy

development, service redesign, sourcing, supplier & contract management

■ £148m (42%) spent with suppliers in the Leicestershire sub-region to help support economic growth

■ Provision of Business Continuity services to all service departments across the council

■ Unique and strong multi-agency arrangement in place for emergency management services, covering all the major public sector services (16 partners) in Leicestershire, Leicester and Rutland (hosted by the County Council) to achieve better outcomes for our local communities

Key drivers■ Successful implementation of 4-year corporate Commissioning Strategy, including the need to

maximise value from existing and potential suppliers and from in-house services

■ Continuing to ensure that every penny spent improves the economic, social and environmental well-being of the local community

■ Developing a more commercially focussed culture to maximise service efficiencies and generate income

■ Meeting the requirements of the Civil Contingencies Act 2004, optimising our capability and capacity when planning for and responding to incidents

■ Supporting local communities and businesses to be more resilient and to be able to help themselves

By 2020■ A Leicestershire-wide approach to commissioning support (with increased collaboration

and shared services)

■ Increased support for the local economy as well as value for money for local taxpayers through an ongoing supplier management programme

■ An extension of the current partnership agreements (for the Resilience Partnership and for LLR Prepared) from 2019/20 onwards including an increase in income from selling our business continuity expertise

■ More resilient communities and businesses able to help themselves in the event of an emergency

Responsible for targeted investments generating an annual return of £1m which is put back into front line services

£148mSPENT WITHLOCAL SUPPLIERS

TO SUPPORTECONOMICGROWTH

LOCALSUPPORT

TO BE MORE

& BUSINESSESCOMMUNITIES

RESILIENT


Corporate Services: Transformation

Overview■ Dedicated unit supporting departments and providing expert advice to ensure that major

projects are delivered

■ Embedded governance and processes – unit now fully established and making a positive difference

Key drivers■ Need to instil programme and project management disciplines

■ Need for support to help shape pre-project transformational thinking

■ Requirement to ensure that there are appropriate levels of governance, monitoring, challenge and compliance

■ Need to ensure that expertise is available to support cross-cutting and cross-departmental programmes

By 2020■ Supported transformation of council services, facilitating the creation and delivery

of new services and delivery models and helped to facilitate the achievement of required MTFS savings

■ Programme and project management disciplines embedded across the council

■ The service will have actively supported the development and implementation of creative and radical solutions

PROGRAMME

& PROJECTMANAGEMENTDISCIPLINES

INSTILL


SAVINGSSUPPORT FOR


Corporate Services: Information & technology

Overview■ A business focused information and technology function

■ Going through a process of re-integration and consolidation, having been separated into strategic and operational functions

■ Managing more than 430 software applications, 50Tb of data, supporting 7000 devices, with 5500 active users across the network.

Key drivers■ Increased demand for technology to support new ways of working

■ A changing technology landscape

■ Emerging priorities – digital, cloud, mobile, analytics

■ Reducing cost and simplifying the I&T landscape

By 2020■ £4.1m of capital investment in the next 4 years to support a more digital and agile

organisation

■ Greater use of cloud services and commodity products

■ A service that works collaboratively with customers and shapes ideas, influences, and drives best practice

■ A service that actively supports and enables transformational change


5500ACTIVE USERS

ACROSS THENETWORK


£4.1m

£

4 YEARS

CAPITAL

IN NEXT

INVESTMENT


Strategic finance and assurance

Overview■ Support for annual budget of around £350m and a four-year capital programme of £230m

■ Responsible for targeted investments generating an annual return of £1m which is put back into front line services

■ CIPFA Platinum and CIMA Accredited for finance training

■ Strong financial management and planning

■ Productive and trusted relationship with the services it supports

Key drivers■ General uncertainty regarding future demand

■ Increasing financial risk and uncertainty

■ Need to better understand the organisation’s costs and outcomes

■ Increasing focus on other sources of income and need to improve the organisation’s commercial skills

■ New forms of governance such as combined authorities and joint working with NHS

■ Requirement to continue to strengthen financial controls over operational finance and systems

By 2020■ Costs reduced by £0.6m

■ Medium term financial planning is effective and supports the council’s strategy

■ Service managers are capable and confident with their budgets, and have a clear understanding of their financial responsibilities and the true costs of their service

■ Financial processes are automated wherever possible with increased self service

■ Improved financial systems and business intelligence - and stronger links between financial and non-financial data

■ Strategic finance is innovative and risk aware, whilst at the same time having a clear focus on the basics of financial control and management

Finance



Support for annual budget of around £350m and a four-year capital programme of £230m

£350m

£

ANNUALBUDGET

FOR AROUNDSUPPORT


GENERATES£1m ANNUALLY

£1m

TARGETEDINVESTMENT


Strategic property and investments

Overview■ Responsible for £361m currently invested in property, land, buildings and other assets

■ Manages assets to save money, generate income, create capital receipts and support economic development

■ Oversees 725 freehold and leasehold property interests (38% is school’s portfolio)

■ Responsible for 24% reduction in energy consumption between 2012/13 and 2017/18

Key drivers■ Requirement to generate more income and produce more capital receipts

■ Requirement to make the best use of public sector assets to support joined up working and deliver further efficiencies

■ Successful delivery of capital programme, in particular construction of new schools

■ Statutory requirement to reduce carbon emissions by 80% by 2050 and increase use of renewable energy

■ Supporting successful economic development and growth funding bids

By 2020■ Greater collaboration in property and property services across public sector partners on a

project by project basis

■ Continue to provide resource and expertise to the development and delivery of the council’s infrastructure plan

■ Increase the energy efficiency of our property estate through energy efficiency and renewable energy generation with a 1% year on year transfer to renewables

■ Invest in the development of workspace accomodation to support the development of new and small businesses in targeted areas of economic growth and development

■ Council recognised as having a lead role in shaping the local infrastructure and economic development of the county

24% reduction in energy consumption

24%REDUCTION

IN ENERGYCONSUMPTION

725FREEHOLD& LEASEHOLD

PROPERTYINTERESTS

725 freehold and leasehold property interests

INVESTED£361m

IN PROPERTY

& BUILDINGSLAND

£361m currently invested in property, land, buildings and other assets


East Midlands Shared Services

Overview■ Provide quality, affordable and resilient HR & Finance transactional support services to the

public sector

■ Finance service centre processes 230,000 invoices worth £1.6 billion

■ Employee service centre makes 750,000 payroll payments worth £588 million

■ Saved £0.5m since the service was launched

Key drivers■ Maintain excellent services for our customers and support partners and customers to become

‘intelligent customers’ of EMSS

■ Customer demand which is sensitive to departmental changes in staffing and contracts

■ Increase levels of standardisation and automation to support future integration and achieve cost efficiencies

■ Use quality performance management to provide clarity over who is doing what, where, how and at what cost

■ Develop the workforce within EMSS

■ Secure new business in a managed way

■ Work with partners to develop technology and systems that support ‘best in class’ services

By 2020■ Costs reduced by further £200k

■ Secure market growth through selling new services to existing customers and expanding the customer base

■ A strong offer on standardised processes that reflect industry best practice

■ EMSS recognised nationally as a leading brand for shared services

750,000

£588mWORTH

PAYROLLPAYMENTS

230,000

£1.6bWORTH

INVOICESPROCESSED

Finance service centre processes 230,000 invoices worth £1.6 billion

£0.5mSAVED

SINCE EMSS

LAUNCHSERVICE

Develop the workforce within EMSS


Our priorities

To achieve our priorities over the next 4 years, we have identified a range of activities to help us build on our strengths.

These are:

1. Developing our target operating model

2. Managing our performance

3. Managing demand on our services

4. Being more commercial

5. Developing our organisation and skills

6. Developing our commissioning support capability

For more detail see appendix 1

– Our year 1 delivery plan– Service plan template

An introduction to our year 1 delivery plan

P0641 JANUARY 2016

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