for general release report to: scrutiny and overview committee · the council’s current ict...

For general release REPORT TO: Scrutiny and Overview Committee

11th April 2012

AGENDA ITEM: 6SUBJECT: Review of the Council’s ICT (Information &

Communication Technology) Strategy

LEAD OFFICER: Aiden McManus, Director of Corporate Services

CABINET MEMBER: Councillor Sara Bashford, Cabinet Member for Customer Services, Culture and Sport

PERSON LEADING AT SCRUTINY COMMITTEE MEETING:

Aiden McManus, Director of Corporate Services John Gladman, Head of ICT

ORIGIN OF ITEM: This item is contained in the Committee’s work

programme

BRIEF FOR THE COMMITTEE:

To review the service requirements of the Councils Contract for IT services (including mobile working) and the performance and accessibility of the website

1. EXECUTIVE SUMMARY

The Council’s current ICT Strategy “Transforming Croydon through Technology” is a five year strategy which covers the period 2009-2014. It was launched in September 2009 after being endorsed by Cabinet. The strategy was formulated through consultation with services to ensure it was business rather than IT driven. The full strategy is included at Appendix 1.

The strategy is designed to underpin and enable the Council’s transformational journey by providing the link between the aims of the Council and the ICT required to deliver those aims. The benefits of better technology for our Customers and Staff include greater choice and flexibility in how our services are delivered to our communities. It also enables our Staff to work smarter not harder, to help them work better in the partnerships we have across the borough and make what can be tough jobs that bit easier.

The delivery of the ICT strategy is being achieved through a strategic capital investment programme of £18m to fund a well-defined range of technology enabled projects and programmes working to a common goal of innovation and sustainable transformation to ensure the aims are met.

This report provides a summary of progress in the delivery of the Councils ICT strategy including the service requirements of the Council’s contract for IT

services (including mobile working) and performance and accessibility of the Council’s website.

2. REVIEW OF THE COUNCIL’S ICT STRATEGY 2.1 “Transforming Croydon Through Technology” ICT Strategy

The five themes at the heart of this strategy focus both inside and outside the organisation. A continuing desire to provide the best services possible, in the best way possible, is what drives these themes. The drivers within this strategy came from the organisation – significant engagement took place with departments, through workshops with staff and through interviews with many executive directors and directors. The fives themes are:

1. Excellence in customer service 2. Improving access for citizens and communities 3. Transforming services for children and young people 4. Increasing resources through efficiency 5. Enabling a high performing organisation

The diagram below gives an outline of the interdependencies between the themes.

2.1.1 The strategy proposes investment in CRM (Customer Relationship

Management) with a particular focus on a single view of the customer. To achieve effective customer data integration a programme of system rationalisation will take place. In addition, further development of the web is

emphasised. The web is split into two strands – transactional which includes increasing bookings and payments and transformational which includes participation, engagement and collaboration tools via the web.

2.1.2 Building on this, is the focus on finding different and more ways of enabling our

customers to contact and engage with us. Investment in access points across the borough as well as skills development around technology will mean not only are we enabling our customers to contact us but we’re also providing them with the skills and confidence to make the most out of the technology available to them.

2.1.3 A key focus is on services for children and young people, part of this means

further investment will be made in increasing the mobility of social workers. In addition, strong links will be made to the Transforming Croydon Schools programme, with the aim of creating a culture of learning anytime, anywhere.

2.1.4 Creating a more agile workforce and a more responsive organisation means a

focus on increasing mobile and flexible working, rolling-out an electronic document and record management system (EDRMS) and putting in place more modern equipment. Where, for education, it’s about learning anytime, anywhere, in this context it is about working anytime, anywhere.

2.1.5 The future sourcing model for the Council is of prime importance. The contract

with the current outsourced partner, Capgemini, is due to expire in May 2014. This means that significant time and effort is needed get the Council to a place where it has a clear direction in relation to future sourcing arrangements and a clear map of how to get there.

2.1.6 Better governance is the final key to transforming the organisation through

technology. A number of principles have been developed which will enable the organisation to better prioritise ICT projects and programmes. This will result in a clearer focus and ensure the strategic direction of the Council, in relation to ICT, is assured.

2.2 Technology Projects & Programmes

Each of the five themes in the strategy are being delivered through a well-defined range of technology enabled projects and programmes. The current status of these projects and programmes are outlined below.

2.2.1 ICT strategy theme one: Excellence in customer service

Key projects • CRM development • Development of a single customer view • Bookings and payments • Geographical Information System (GIS) – phase two

2.2.1.1 Customer Access Strategy

The Customer Access Strategy is currently underway and has successfully delivered a new and modern CRM platform (Microsoft Dynamics CRM) to underpin the delivery of a single customer view, on-line bookings and payments

which are integral to achieving the Councils aims of improved Customer access and satisfaction.

A detailed report on the Customer Access Strategy and Performance of the Council’s Website including development plans and benefits achieved was presented to the Scrutiny and Overview Committee by Graham Cadle, Director of Customer Services and Communications on 20th September 2011. A copy of this report is included at Appendix 2.

2.2.1.2 Geographical Information System (GIS)

The Geographical Information System (GIS) phase two project completed in 2011 and successfully delivered improvements to the Council’s corporate GIS system including an easy to use “About Your Area” facility on the Council’s website to allow customers to graphically locate information about Council services near to their homes and businesses.

2.2.2 ICT strategy theme two: Improving access for citizens and communities

Key projects • Development and rollout of Croydon mobile web (MOBI) • Online consultation and engagement • Further website development • Increased access points across borough • Skills development for citizens

2.2.2.1 Web site

The Council’s website was redeveloped in 2011 and includes improved search capabilities for customers to find information about Council services and conduct on-line transactions using self-service. A detailed report on the performance and current development plans of the Councils web site is included in the Customer Access Strategy Scrutiny and Overview Committee report at Appendix 2.

A new draft web strategy is currently under development by the Electronic Communications Manager in Customer Services and Communications. This draft strategy is still work in progress and includes 3 themes:

Web strategy theme 1: The right communications and information about our services

1. Following the centralisation of content editors, commence a programme of content streamlining and rationalisation. This will feed heavily from customer feedback work, service knowledge and best-practice website content.

2. Open data – build on current work to expand on the functionalities around

open data, generate data sets and provide information in reusable formats.

3. Microsite review – review all current existing websites and portals that are currently under council control. Aim to rationalise into a core set of tools minimising content, maximising the right technologies.

4. Maximise as much as possible a consistent design and user experience –

ensure external web systems adhere to agreed web standards.

Web strategy theme 2: Exploiting self-service at every opportunity 1. Launch a take-up campaign to promote new and existing service as they

come online. Raise awareness of the potential and sell to our customers.

2. Up skill internal resources to increase online transactional capability – bring this back in house to enable agile transactions development alongside rapid response to changing customer demands.

3. Explore opportunities for further channel development and look at

different modes of content delivery. Look to deliver content that is platform independent, for example across mobiles and tablets, and ensure we keep abreast with existing technologies.

4. Expand GIS functionality to allow customer input, and further integration

into back office systems to deliver more functionality to the user - i.e. location detection, issue reporting.

5. Support the delivery of a customer portal.

Web strategy theme 3: Delivering effective 2-way communication

1. Develop our social media requirements and deliver plans for their use.

2. Review requirements around community engagement and the current tools available, primarily www.croydononline.org. Look to redevelop this based on user requirements.

2.2.2.2 Online consultation and engagement

The Customer Engagement System has been implemented to undertake on-line consultation and engagement. To date the system has been used to undertake 99 consultations a list of which is included in Appendix 3. The system is available at the web link below:

http://www.croydon.gov.uk/democracy/consultations/consultations-engagement 2.2.2.3 Increased access points across borough

In 2009 the Primary Care Trust (PCT) received a grant from the Department of Health, a proportion of which was allocated to the deployment of four internet kiosks. As part of the Council’s cabinet report dated 14 June 2010, it was recommended that the tenant’s interaction with the new ‘CarelinePlus’ Service would be further facilitated by the introduction of information kiosks. Kiosk access points have been successfully piloted in two sheltered housing sites at College Green and Beech House, and kiosks are now planned to be installed in four more sites including Allington Court, Cedar House, Bridge Place and Purvis House.

2.2.3 ICT strategy theme three: Transforming services for children and young people

Key projects • Further development of ContactPoint • Improve mobility for social workers • Develop Croydon Youth Tube using Web 2.0 • Develop transition aspect of systems between CFL and DASHH • Develop integrated children’s IT systems/ data • Increase use of technology in schools (link to Transforming Croydon’s

Schools) 2.2.3.1 Further development of ContactPoint

Development of the National ContactPoint IT system was stopped by Central Government in 2010 and therefore no further development has been undertaken.

2.2.3.2 Improve mobility of social workers / develop integrated children’s IT systems

Mobility of Children’s social workers was successfully introduced as an integral part of opening the Integrated Children’s service hub at Jeanette Wallace House in 2011. This included scanning and secure offsite storage of all current Children’s case files and implementation of Electronic Social Care Records (ESCR) as part of a new Integrated Childrens System (ICS). This project has supported and enabled the Refocus and Reform improvement programme to be delivered within Childrens Services and is allowing Children’s social workers to spend greater face-to-face time with children and families, as well as more effective sharing of information between individual Childrens social workers and teams to further improve safe guarding of children in Croydon.

The Council’s Education Management System (EMS) is also being upgraded to support the improvement of business processes and improved integration with schools. The benefits of this upgrade to date include:

• Case records more easily transferred between teams including targeted support i.e. exclusions, absence, etc

• More effective data sharing has been proven to build organisational and

multi-agency cultures that promote integrated working and more intelligent decision making.

• Workflow timelines can generate letters to parents and schools etc, this

is now being used by teams to monitor statutory process.

• Accurate financial information for the SEN service (from April 2012 onwards) will be able to provide estimated and actual costs on SEN provision.

2.2.3.3 Develop transition aspect of systems between CFL and DASHH

Adults Information System (AIS) and ESCR including scanning and secure offsite storage of current Adults case files will be implemented in 2012. The

expected benefits of this project are similar to those already being achieved for Childrens Services to spend greater face-to-face time with Adult clients, as well as more effective sharing of information between individual Adult social workers and teams to further improve safe guarding of vulnerable adults in Croydon.

2.2.3.4 Increase use of technology in schools

Schools are being upgraded to the London Grid for Learning Version 2 network by the Croydon Education IT (CredIT) team which is providing them faster broadband performance and improved services at a reduced price.

2.2.4 ICT strategy theme four: Increasing resources through efficiency

Key Projects • Develop sourcing strategy • Business case development for each project element of the ICT

programme • Benefits Realisation Management (BRM) put in place • Business process improvement programme across the Council • Implementation of information management strategy

2.2.4.1 Develop sourcing strategy

A future ICT sourcing strategy was developed and approved by the Council’s Management Team in 2010. The strategy includes multi-sourcing of ICT services through a prime agent with the aim of addressing the main limitations of the existing Capgemini PFI contract specifically:

• Improve VFM by making further ICT savings and efficiencies • Improve agility to make changes quicker • Improve flexibility to make changes simpler and easier • Improve innovation to keep us ahead • Improve partnership working and enable better collaboration • Improve anywhere technology to better support New Ways of Working

An ICT re-procurement steering group was created in 2010 and a project team with the relevant specialist skills and experience has been established. A Prior Information Notice (PIN) was published in February 2012 to give advance notice to ICT suppliers of our intention to re-procure as part of our future ICT sourcing strategy. In March 2012, ICT suppliers were invited to a Market Warming event held at Fairfield Halls and addressed by the Council Chief Executive. This generated considerable market interest from ICT suppliers and 167 representatives from 100 ICT suppliers attended the event. The OJEU notice for the Council’s new ICT contract/s will be published in May 2012 with a planned award in June/July 2013, followed by service transition and cut over complete by May 2014.

The timetable for the ICT re-procurement is below:

ICT Re Procurement Project Journey ……… the next 3 months

May 10 Project Board Formed

Sourcing Strategy Approach

Approved by CMT

Nov 10

Nov 11 Engage

Senior PMBusiness & ICT Requirements Gathering & Documentation

Business Case Production

Procurement Strategy Production

Jan – May

Project Start up Dec 11 – May 12

Sourcing Strategy

DevelopedSept 10

Detailed Project Planning Dec – Jan

Business Engagement Feb ‐March

Procurement Strategy approach to CCB on15th April for approval

Business Case sign‐offEnd March

Communication Plan sign‐offEnd March

PIN & MarketWarming

Feb ‐March

PostAdvert May 12

2012

PQQ & Evaluation Approach agreed End April

Consult with staff and unions regarding service delivery optional services

.

ICT Re Procurement Project Journey ………Procurement May 2012 ‐ July 2013

Contract Award

July 2013

PostAdvert May

Pre QualificationMay – July

Competitive Dialogue3 Stages

July 12 – March 13

2013

Invitation to Submit Final Solution

March – May 13

Preferred BidderMay 13

Contract completion and Internal Sign offJune – July 13

Transition Planning August ‐ October

13

Service Commencement

May 14

Transition Period Oct 13 ‐May 14

2014

Service Transition August 13 – May 14

Due Diligence by biddersand Council

Dec 12 – March 13

Agree retained Client Team Sept 13

Consult with staff and unions regarding service delivery optional services

2.2.4.1 Business case development for each project element of the ICT programme / Benefits Realisation Management (BRM) put in place

All technology projects require a business case to be approved by the Council’s ICT Steering Group (see section 2.3 Governance) before funding is released for the project from the strategic capital programme budget. The business case includes identification of benefits and a record is maintained by the ICT Steering group of the realisation of these benefits.

2.2.4.2 Business process improvement programme across the Council

A training and development programme of Business Process Improvement based on the six sigma methodology has been implemented through Business Change Managers.

2.2.4.3 Implementation of information management strategy

Within the Information management programme there are several key projects in flight, ensuring that the Information management strategy of the council is delivered. Of particular note are projects around embedding Information management as part of business as usual in the council, seeing reviews of policies procedures and delivering compliance with all legislations governing information and its use.

The Council compiled an Information Asset Register in May 2011 and now has a register of all information we hold, the owners of that information and key information around retention and policy requirements. Subsequently we have commenced the roll out of Microsoft SharePoint 2010, which is an Electronic document and records management system, which has many other benefit areas such as improving collaboration, automation of processes, an extranet, replacing our shared drives and enabling the required reduction in physical paper storage. To date over 300 staff have had the system rolled out, we have also procured back scanning services to migrate paper documents and records to SharePoint and other corporate Line of Business applications.

The programme is also conducting further rounds of Information storage audits currently in support of the Transforming our Space (ToS) programme and developing business case for a centralised postal hub, all of which are intended to reduce the paper dependency and make information available electronically to the right people at the right time, enabling improved performance, staff productivity and space savings.

2.2.5 ICT Strategy Theme Five: Enabling a high performing organisation

Key Projects • EDRMS implementation (see Information management strategy 2.2.4.3) • Roll out of new equipment • Roll out of new security framework (GCSx) • Mobile working • Skills development programme

2.2.5.1 Rollout of new equipment

A technical refresh of all the Council’s IT equipment was successfully undertaken in 2010/11 including new laptop and desktop PC’s, new mobile phones and BlackBerry PDA’s, multi-functional printers, computer servers and network equipment.

A technical refresh of Councillors computer equipment is due in 2012. Councillors will be consulted in advance of this refresh to determine what computer equipment they require.

2.2.5.2 Roll out of new security framework (GCSx)

The Council successfully achieved Government Secure Extranet (GCSx) accreditation in 2010 and was subsequently reaccredited in 2011. The enables the Council to securely access central government computer systems such as the government secure email service (GCMail) and DWP systems by the Council’s Revenues and Benefits team. A new secure internet email system call Egress has been procured and is currently in the process of being implemented. Egress offers significant benefits over the government secure email service which only allows secure emails to be sent between GCSx accredited government bodies. Egress encrypts emails allowing them to be sent securely across the internet to Council partners including voluntary organisations who are not GCSx accredited government bodies.

2.2.5.3 Mobile working

The New Ways of Working (NWoW) programme has been running in the Council since July 2011, the organisations Target Operating Model is underpinned by a clear set of design principles, with a clear vision for changing the way we work, New Ways of working consists of two primary areas of work around Information Management and Mobile/ Flexible working, based on the implementation of our corporate design principles, ICT, Mobile Working and Information Management strategies.

The two key outcomes of the New Ways of Working programme are to improve staff productivity and realise space savings in support of accommodation rationalisation programme and thereby enabling our Transforming our Space programme. These outcomes will be achieved by introducing agile working, improving collaboration and communication, improving information management, improving customer service, improving work life balance and transforming business tools and technologies to enable a higher performing organisation

The Mobile/flexible working programme first phase finishes at the end of March 2012 and the programme is currently in the process of agreeing the benefits and future ICT solutions with the heads of services whose teams have been through the process. As at 28th March 2012, 792 of our staff have been through the mobile working programme, excluding the 400 CFL staff that the programme equipped and supported moving into Jeanette Wallace House, identifying their future work styles and the ICT needs that these staff will have in thee future, their have been successful pilots/proof of concepts which have

identified potential benefits that will be achieved as mobile/flexible working is rolled out across the Council by March 2013.

The work to date has identified opportunities to improve staff productivity, customer service and responsiveness, achieve process efficiencies and simplification, resulting in lower costs of processes and service delivery to the council. The process has also identified a shift from the current work styles of staff who are predominantly fixed to enable a future 3:2 desk ratio in Bernard Weatherill house, the programme has identified service by service savings around the number of required desks, this has been quantified and enables some other work around restacking of our current buildings and rationalisation of our property.

There are other benefits for our staff in terms of a better work life balance and improved communications and collaboration, using new business tools and technologies, such as Microsoft Lync and new ICT devices to support the new ways of working. The output of all of this work is to include a more agile workforce more able to meet changes in demand levels for our services and improve our performance.

2.2.5.4 Skills development programme

A core ICT skills development programme was run in 2011for 200 DASHH staff and will be extended to CFL staff in 2012. This programme is being delivered by CALAT.

2.3 Governance

An ICT Steering Group was established in 2010 and is the body that oversees the development and successful delivery of the Council’s ICT strategy. The ICT Steering Group is composed of senior management from across the Council with a mix of business and ICT and is chaired by the Director of Corporate Services.

The ICT Steering Group acts as the decision maker, answering questions such as:

• Is our Strategy up to date and is the work programme being delivered? • What is the return on the ICT investment and how is it be realised? • What further ICT initiatives should we do or not do? • Where, and how much, of our ICT resources and spending do we

allocate among major goals and business programmes? • What initiatives should be continued, even if goals or situations change?

What should not be continued? • What needs really are a priority? What has more priority or less priority?

It has ownership and control to:

• Oversee delivery of the ICT Strategy Work Programme and the Information Management Work Programme

• Ensure that ICT work programme is suitably prioritised in line with ICT Strategy and organisational capacity.

• Review / approve business case for ICT initiatives for execution and delivery.

• Ensure that there is sufficient support for, and ownership of, ICT elements within business change programmes.

• Gain organisational acceptance of the risks associated with selected initiatives and provide continuing oversight of these risks to ensure containment.

• Maintain ongoing oversight for all major ICT initiatives and for decision making concerning their continuation and funding.

• Participate in organisational goal setting and planning. • Ensure ICT / IM strategies are kept up to date.

The Business Case for any proposed investment will be presented to the group. No ICT development investment will be made without approval from the ICT Steering Group.

Appendices Appendix 1 – Transforming Croydon Through Technology – ICT Strategy

2009-14 Appendix 2 – Customer Access Strategy and Performance of the Council’s

Website - Scrutiny & Overview Committee Report 20 September 2011

Appendix 3 – On-line consultations undertaken using Customer Engagement System

All appendices can be found at www.croydon.gov.uk/agenda CONTACT OFFICER: John Gladman, Head of ICT (ext 63647) BACKGROUND DOCUMENTS: None

Transforming Croydon through technology

A five year ICT strategy2009 - 2014

Transforming Croydon through technology 3

Contents

List of tables and figures 4

Foreword by the chief executive 5

1. Executive summary 6

2. The wider context 8

3. The themes of the ICT strategy 113.1 Theme one: Excellence in customer service 11

3.2 Theme two: Improving access for citizens and communities 15

3.3 Theme three: Transforming services for children and young people 19

3.4 Theme four: Increasing resources through efficiency 23

3.5 Theme five: Enabling a high performing organisation 27

4. Delivering and monitoring the ICT strategy 304.1 Key principles 30

4.2 Governance arrangements 33

4.3 Funding the strategy 35

4.4 Service provision 36

4.5 ICT milestone plan 38

4.6 Risk analysis 39

Transforming Croydon through technology4

List of tables and figures

Figure 1 Diagram of interdependencies between themes 7

Figure 2 Balanced scorecard for the ICT strategy 25

Table 1 Table of ICT strategy principles 31

Figure 3 Decision making flow-chart for managers 32

Figure 4 Gartner’s IS-Lite model 33

Figure 5 LBC ICT governance structure 34

Table 2 Detailed explanation of governance structure 34

Figure 6 Overview of service provision 36

Figure 7 Overview of ICT journey 2009-11 37


Foreword by the chief executive

This five year strategy will help ensure we have the strongest foundation possible on which to continue our journey from good to excellent. An effective ICT strategy provides the essential link between the aims of the organisation and the information, communication and technology needed to deliver those aims.

This is not just about doing IT better but rather about doing it differently – trying more innovative ways of working, identifying funding streams and working more with our partners across the LSP to ensure economies of scale. To purely focus on this as an ‘IT strategy’ would be a mistake. Technology has the ability to become a lever for organisational and borough-wide change. Our customers will reap the benefits of better technology enabling our staff to work smarter not harder, to help them work better in the partnerships we have across the borough and by making what can be tough jobs that bit easier.

This strategy also looks at how technology can be used out amongst the communities we serve and in particular, how technology will help the Transforming Croydon Schools programme. As such, it sets out some huge aspirations but that is what sets Croydon apart. A range of well-defined technology-focused projects working to a common strategic goal of innovation and sustainable transformation will ensure these aspirations are met.


1. Executive summary

The five themes at the heart of this strategy focus both inside and outside the organisation. A continuing desire to provide the best services possible, in the best way possible is what drives these themes. The drivers within this strategy have come from the organisation – significant engagement has taken place with departments, through workshops with staff and through interviews with many executive directors and directors. A balance of investment in infrastructure, mobility, collaboration/engagement, self-service and automation was a consistent message from all the workshops and interviews and this balance will be needed in order to progress the organisational transformation journey. The diagram on the next page gives an outline of the interdependencies between the themes.

In line with best practice, the strategy has three strands – demand, as outlined by the themes; control, as outlined by the governance, principles and budget; and supply, as outlined by systems and architecture.

The strategy proposes investment in CRM with a particular focus on a single view of the customer. To achieve effective customer data integration a programme of system rationalisation will take place. In addition, further development of the web is emphasised. The web is split into two strands – transactional which includes increasing bookings and payments and transformational which includes participation, engagement and collaboration tools via the web. Building on this, is the focus on finding different and more ways of enabling our customers to contact and engage with us. Investment in access points across the borough as well as skills development around technology will mean not only are

we enabling our customers to contact us but we’re also providing them with the skills and confidence to make the most out of the technology available to them.

A key focus is on services for children and young people, part of this means further investment will be made in increasing the mobility of social workers. In addition, strong links will be made to the Transforming Croydon Schools programme, with the aim of creating a culture of learning anytime, anywhere.

Creating a more agile workforce and a more responsive organisation means a focus on increasing mobile and flexible working, rolling-out an electronic document and record management system (EDRMS) and putting in place more modern equipment. Where, for education, it’s about learning anytime, anywhere, in this context it is about working anytime, anywhere.

The future sourcing model for the Council is of prime importance. The contract with the current outsourced partner, Capgemini, is due to expire in 2013. This means that significant time and effort is needed from autumn 2009 to get the council to a place where it has a clear direction in relation to future sourcing arrangements and a clear map of how to get there.

Better governance is the final key to transforming the organisation through technology. A number of principles have been developed which will enable the organisation to better prioritise ICT projects and programmes. This will result in a clearer focus and ensure the strategic direction of the council, in relation to ICT, is assured.


Excellence in customer service

Increasing resources through efficiency

Transforming services for children and young people

Enabling a high performing

organisation

Increasing access for citizens and

communities

Infrastructure

Mobility

Collaboration/Engagement

Automation

Self-service


2. The wider context

Croydon is the largest town without city status in Western Europe and constitutes a large local economy in its own right. It’s a vibrant place with a distinct identity and as such, both the organisation that is Croydon Council and the wider place needs technology that enables it to not just meet but exceed its aspirations.

These aspirations are delivered through the Local Strategic Partnership (LSP) a family of partnerships between public sector agencies, the business sector and community and voluntary organisations. Their aspiration is for Croydon to have safer, stronger and more sustainable communities, better outcomes for children and young people, increasing economic growth and prosperity, improved health and wellbeing, a better environment and high quality public services with better value for money.

At the moment, work is apace on developing the Local Development Framework (LDF) which will provide a spatial framework for land use and the development of the built environment. In addition, the Transforming Croydon Schools programme has begun which is part of the wider Building Schools for the Future programme across the UK. This will see an investment of £350million in new academies, federations and school mergers hosted in a wave of new buildings across the borough. Technology will also play a key part in the TCS programme, ensuring that children have the skills they need to see them succeed in an ever increasing global and technology-focused job market.

Outside of Croydon, across London and the wider UK increasing emphasis is being placed on improvement and efficiency, transformation and social inclusion. The Regional Improvement and Efficiency Partnerships (RIEPs) have a role in supporting councils to deliver efficiency savings and improved outcomes. The London RIEP may provide an opportunity for funding in relation to some of our technology-related efficiency projects.

Delivering Digital Inclusion (2008) from the Department of Communities and Local Government (DCLG) sets out to ensure that all citizens, particularly those who are disadvantaged, realise both the direct and indirect benefits of digital technologies. The ethos of this has been included in theme two of this strategy (Increasing access for our citizens and communities). In addition, Communities in control: real people, real power (2008) from the DCLG sets out the aim of passing power into the hands of local communities and supporting people to become more active citizens or volunteers. There are strong links with the digital inclusion agenda. Therefore, participation and other forms of engagement have also been factored into this strategy.

“Customers expect simple access to services, with an appropriate, efficient choice of consistent entry points and with seamless handovers across channels…” (Transformational government, enabled by technology, 2005)


3. The themes of the transformation strategy

3.1 Theme one: Excellence in customer service

A large London borough such as Croydon, with a diverse range of customers, requires systems that enable it to instantly and accurately determine what a customer needs, when they need it. At the heart of the new customer service strategy is the focus on understanding our customers (gaining better insight), connecting with our customers (improving access) and serving our customers (enhancing the customer experience). These three pieces of the jigsaw come together as a way of providing great customer service and thereby, improving customer satisfaction.

Technology plays a crucial role in this agenda. This requires us to create a single view of our customers across the Council’s many systems and databases. This means that we use our existing information a lot more effectively in order to ensure our services meet the needs of our different customers.

Technology also plays a role in supporting the Council to fulfil its role in emergency planning. With joined up and resilient systems, better telephony, better networks and better IT equipment we will be able to minimise the economic effects of emergencies. This will be through the contribution of uninterrupted business via Internet and telephone channels across the borough and possibly beyond. This means we will be able to use the technology available to us to support our local communities in their times of greatest need.

At this point in time there are limited links between the systems used across the various departments. Where there are, these are mainly financial interfaces. There are also few links between the systems used by customer facing services, such as adult services and housing and the ‘back office’ functions, such as the customer contact centre. In other words, the various systems do not ‘talk’ to each other as much or as well as they could do. With the arrival of the new Geographic Information System (GIS) there is huge opportunity to understand more about trends across the borough and link this to the disparate systems across the organisation.

To get to where we want to be, with that single view of the customer, a comprehensive piece of work will take place which will review all the systems currently in place, how well they are used and whether they should be kept or not. Once we have a clearer idea of where we are and have reduced the number of systems currently in use, we will be able to start integrating these systems to our customer relationship management (CRM) system. Part of this will require the purchase of some ‘middleware’ (software that connects software components or applications). In parallel with all of this, will be a review of our current CRM system provision. At the moment, the customer services division believes they are not getting the best out of the system. This could be down to the system itself, a lack of business process improvement, lack of investment or high integration costs or a combination of all of these. That review will then help us determine the best course of action, such as whether we need to procure a new CRM system or not.

Key projects

• CRM development

• Development of a single customer view

• Bookings and payments

• GIS – phase two


3.1.1 Case study: What does this mean for our customers and staff? A typical day in 2013...

Veena Bhatti calls into the Public Service Delivery Hub, the new central office for Croydon Council, to pay her council tax. However, she is also looking for information on whether she can place a skip outside her house as she is having a new kitchen fitted in a couple of weeks time.

She asks the customer adviser, who explains that Veena needs a permit and that this can be arranged immediately. He explains the process to Veena and advises that she can complete the application form on the Internet using the computer located in the Internet Cafe located directly behind her. Alternatively, she could complete the form at home if she has her own computer or the adviser could complete it on Veena’s behalf. Veena decides to complete it there and then, in the Internet cafe. The completed application is immediately routed through, electronically, to the department responsible for issuing the licenses.

Veena is given a unique reference number and a password to enable her to track the progress of the application from her own PC at home. She is also given the number of the Contact Centre, should she prefer to telephone to check the application.

During the conversation, the customer adviser asks Veena if she would like him to check that she is claiming all the benefits that she is entitled to. Veena agrees and the advisor uses the CRM system to review Veena’s benefit status and alerts Veena to the fact that she is entitled to help with her council tax, as she has recently become the only occupant of the house she owns.

“The ‘prize’ of digital inclusion is not the technology itself but the capability of that technology to connect individuals to new life-enhancing opportunities, to develop stronger communities, and deliver better, more efficient and effective services”(Delivering digital inclusion, 2008)


3.2 Theme two: Improving access for citizens and communities

This theme is about strengthening and improving our current consultation, involvement and engagement methods with voluntary and community groups to ensure the Council delivers appropriate services and empowers communities. Pressure mounts for local authorities to provide a choice of methods by which citizens can obtain information about and transact with their Council, at a time and place that suits them. Croydon takes this seriously, particularly in relation to the social inclusion agenda.

The Internet, in particular, offers many opportunities in relation to this theme but we need to be mindful that there is a sizeable correlation between social and digital exclusion. Therefore, this theme has three strands to it. The first is about increasing access by providing access points across the borough. The second relates to giving people the skills necessary to make better use of technology. The third relates to increasing citizens’ ability to participate and engage with the agendas that matter to them and that are often led by the Council or its partners. All of these strands mean that we will ensure all citizens and communities across Croydon can enjoy the benefits of the Internet and other methods of communication.

The white paper ‘Communities in control: real people, real power’ (2009) aims to encourage every local authority to use participatory budgeting mechanisms and to promote more voting in elections. It also states the importance of every local authority having a system of accessible, interactive contact for citizens to raise concerns.

By looking more closely at the opportunities offered by technology we will be able to tackle the continuing problems associated with social inequality. With a diverse population in terms of ethnic background, we need to ensure that we use technology in a way that enables two-way communication,

particularly where a customer’s first language is not English. This is also true in relation to disability where there are now many assistive technologies which can ensure we are helping people to participate equally in society, engage with the Council and others and receive equal levels of service. Examples of these assistive technologies include on-demand sign interpretation for deaf customers and software packages that convert speech to text.

Further development of the web is at the heart of all of these aspirations. Therefore, the web-site will undergo further development, improving the look and feel and ultimately, the user’s experience. There needs to be more user-testing, getting real people from across the borough to help us test the updated web, meaning that we’re responding to the feedback of our customers. Once we have the basics right, such as an improved search engine, we can then move to using more online consultation and engagement tools. Whilst we must always be mindful of reputation and security, we cannot afford to ignore the fact that one of the typical ways people engage with each other is via the social networking phenomena with Facebook, Twitter and Skype just a few options out of many. However, we are getting the basics right first. All of this work maps directly into the e-Communication Strategy (in development).

One of the first visible ‘wins’ to emerge through this strategy is the development and roll out of a mobile web provision (Croydon MOBI) will enable more people to access the Council’s website whilst on the move. This provision has already been successfully piloted with another London Borough with great success. The bulk of the funding comes from Transport for London which means that Croydon is able to have a maximum impact through the web at a minimum cost.

Key projects

• Development and rollout of Croydon mobile web (MOBI)

• Online consultation and engagement

• Further website development

• Increased access points across borough

• Skills development for citizens


3.2.1 Case study: What does this mean for our customers? Pat’s story (Feb 2012)…

Pat, 75, lives in New Addington and began learning how to use the Internet and email in 2010 by taking part in Croydon Council’s Switch On project. Pat says, “My son had tried to show me how to use the computer but would get impatient with me when I couldn’t use the mouse immediately, so I gave up. When a Switch On trainer came to our local housing office, I shocked myself with how quickly I could learn. I’m pretty stubborn and I just sat in front of the computer every opportunity I could find, fiddling around.”

Pat then became a Switch On Ambassador to encourage other housing tenants to use the computers. Her knowledge of IT has helped some of her friends and neighbours; in her own sheltered scheme she is the focal point of information and help. She has also participated in four launches of Switch On events in other parts of the borough – Purley, Thornton Heath, Selsdon and South Norwood. She demonstrates the Internet, talks about what it can do and answers questions. “Most people I speak to are often frightened of making fools of themselves; they worry about breaking the computer, about the dangers of identity theft and dodgy sites. I just reassure them through my own experience and then say ‘you know what, it’s your choice… you can’t break it, so have a go!”

3.2.2. Case study: What does this mean for elected members? A typical day in 2013...

The Council has been running an e-Consultation exercise on the Council’s website relating to a specific ward in Croydon. The Councillors for the ward receive an automated email informing them that the e-Consultation exercise has received over 1000 responses.

Using her high speed broadband connection from her home office, one of the Councillors logs in to the system to learn more about the concerns of citizens in the ward, establishing that the issues is the proposed re-development of a brownfield site.

The Councillor then uses the Council’s web based local information system to better understand the vicinity of the proposed development. Then, with a single click of a mouse, the Councillor switches to the members’ portal within the Tagish complaints system to review details of all the complaints which have originated from her ward in the past month.

She notices a lot of calls relate to the removal of a recycling point which covered a large part of the ward. She sends an email to the Head of Streetscene and asks for an explanation of the problem and how they propose to rectify the situation. Finally, she posts a Councillor blog on her webpage telling people what she proposes to do to support the citizens with their concerns and how she can be contacted about the matter.

“No barrier, no bureaucracy, no buck-passing should ever get in the way of keeping children safe”(Ed Balls, Children’s Secretary, 2009)


3.3 Theme three: Transforming services for children and young people

In a recent document by the Children, Young People and Learner’s (CYPL) department (Reform and Refocus, 2009) it states that the majority of Local Area Agreement (LAA) targets fall within CYPL, with many specifically relating to services provided by social care. This coupled with the Joint Area Review (JAR) comment that there was a lack of consistency in social workers for many children who were looked after means that there is an unprecedented amount of pressure on the department.

As such, the department is now working on a transformation agenda which sees amongst it priorities better use of technology to transform service delivery. The ultimate aim, however, is to maximise the face-to-face time social workers spend with children and their families. This theme aims to support that agenda and in turn, ensure that the department is successful in its aim to offer excellent services for children and young people.

A key project will be to increase the mobility of social workers. This has links with the Information Management strategy and in particular, investment in an electronic document and records management system (EDRMS). Investment will also need to be made in the equipment available to social workers, more tablets and light pens which enable the conversion of written notes into electronic format on the spot. Technology that enables security of data, such as encryption is a must. The aim is to make a tough job slightly easier through technology. If less time is wasted on writing notes by hand then having to go back to the office to type them up then it means more time can be spent with children and their families.

The other half of CYPL relates to Education. For a long time now, around one in three pupils leaving Croydon primary schools - including many of the most able - have not gone on to a secondary school in the borough. The council wants to change that. It wants to see more emphasis on achievement and discipline and an enhanced programme for gifted and talented children so that all parents have the confidence to send their children to their local school. Technology is one of the factors that can help this agenda.

As technology evolves, it becomes ever more important that children and young people learn to take advantage of the benefits technology can offer. If young people are unable to engage with new technology, for whatever reason, they risk falling behind their peers in education and will ultimately, suffer in what is increasingly a technology-dependent global job-market. The key in helping them achieve their maximum potential is enabling them to learn in their own way and at their own pace. The Transforming Croydon Schools programme has technology at the heart of it. This is not just about the bricks and mortar of new schools but also about the technology in place to support that learning. Technology can also be used to help parents know more about their children’s progress and learning. Investment in video conferencing (multi-point access for schools), virtual classrooms and more e-learning tools, including laptops for pupils, will see Croydon schools be the best in London. The aim is to help every school in Croydon to aspire to achieve the BECTA-accredited ICT Mark, a national accreditation scheme which recognises schools for their achievements in reaching a standard of maturity in their use of technology.

Key projects

• Further development of ContactPoint

• Improve mobility for social workers

• Develop Croydon Youth Tube using Web 2.0

• Develop transition aspect of systems between CYPL and DASH

• Develop integrated children’s IT systems/ data

• Increase use of technology in schools (link to Transforming Croydon’s Schools)


3.3.1 Case study: What does this mean for young people? Elliot’s story (September 2011)…

A collaboration between Croydon’s Turnaround Centre and Interplay Theatre aimed to help disadvantaged and disaffected young people to realise their potential. Working together, they’re helping young people use technology to explore and change their lives.

Elliot, 16, has been going to the Turnaround Centre for about a year and is working towards NOCN multi-media qualifications. He explains, “I first got kicked out of school in Year 7. I used to get really angry and hit people, including teachers. I don’t really know why. I never went back ‘til Year 9. Secondary school scared me – it felt too big and I felt too small. To get through, I’d make sure people knew I was the hard man. It all came to a head when I ended up getting arrested for ABH. This is when I started coming to the Turnaround Centre. The centre is great and I’ve had the chance to learn about multi-media and stuff like that. It’s hard work but that’s okay ‘cos it’s really interesting. No-one makes me feel stupid.

“At the moment I’m doing some DVing – putting visual effects to a music track – like a music video. And there’s all these computer programmes you do it on, and edit it and stuff. I love it.

“Doing my music on the computers keeps me calm. If I hadn’t been given the opportunity to come here, I reckoned I’d be banged up in some youth prison somewhere and I definitely wouldn’t be getting qualifications. I now feel like I’ve caught up with the others I went to school with and turned things around.

My mum is well chuffed with me. She’s seen my stuff and talks to my aunties about it all the time. In fact, I’m pretty chuffed with myself and I can see the direction I’m headed now.”

3.3.2 What does this mean for our staff, partners and children? A typical day in 2013

Jay, a children’s social worker arranges to meet with a colleague from the PCT to discuss a case they are working on. Jay goes online to book two adjacent hot-desks in the Public Service Delivery Hub.

They both arrive in the hot-desk area, near to one of the teams from CYPL, and connect their laptops. The Intelligent Network automatically checks that the laptops have the latest patches and virus definitions installed on them. It then identifies which organisation each laptop belongs to and connects the users to their relevant systems (after they have supplied their personal security credentials).

As a result of their conversation, Jay needs to send some information relating to the case to the colleague from the PCT. He does this using secure, encrypted email sent over the Government Connect (GCSx) network. Once this is done, he then goes to visit the home of a foster parent, in South Norwood, to check on the progress of a child placed in their care. From there Jay is able to send a report on the child’s wellbeing, via the secure network, direct to the integrated children’s database. Because Jay no longer has to duplicate his effort by typing his notes up when he goes back to the office, he can spend more time with the foster family and the child placed in their care thereby building a stronger relationship with them.

“We need to rethink the very way that we organise local services, particularly those with which the public directly access. This could be the secret to finding radical opportunities to increase efficiency and also provide more customer-focused services”Siobhan Coughlan, IDeA (2009)


3.4 Theme four: Increasing resources through efficiency

This theme has several strands to it. The first relates to the sourcing model Croydon Council needs to ensure its place as one of the best local authorities in the UK. The contract with Capgemini ends in 2013, one year before the end of this strategy. Therefore, it makes sense to include the future sourcing model as part of this strategy document.

Multi-sourcing is one option, where internally and externally delivered services are blended seamlessly, governed closely and evaluated continuously for effectiveness and efficiency. This could present an opportunity to set up an ICT shared service centre providing ‘common’ ICT services such as help desk, email, infrastructure, server hosting and desktop support across several London boroughs.

To get us to a place where we are agile enough to take on something like this, the Council needs a common infrastructure. Indeed, there is significant scope for rationalising HR, finance and ICT by introducing standard systems and processes. Examples of possible systems include Oracle or Microsoft. If we have an infrastructure that is common to some of the other local authorities in London there will be the opportunity to have joined-up solutions and therefore, leverage investments and shorten any implementation timeframe for change.

Ultimately, the development of a sourcing strategy will be a comprehensive piece of work in itself with the aim of identifying the best model for Croydon Council and one that is as future-proof as possible. Within this, there is the opportunity to do more work with our partners across the borough, such as the Primary Care Trust (PCT), the police and the voluntary and community sectors. This is the second strand.

We need to develop appropriate technology solutions and delivery models together. Not only does this provide better economies of scale and provide more options in relation to disaster recovery, more importantly it presents a united face to the people who live and work in the borough, delivering seamless services to them. Therefore, we will strategically plan with our partners across the borough about improving access points, network strategies, levels of kit and software and training. This makes particular sense where there is a cross-over of responsibility amongst staff in the Council and others, such as the PCT. In addition, we will develop a security and authentication approach which enables staff from partner organisations to utilise joint access, infrastructures and platforms appropriately.

The current policy of one size fitting all, in relation to the allocation of PCs, laptops, PDAs etc. needs to be reviewed so that provision can be made in relation to the criticality of roles. For example, all social workers have their own equipment rather than sharing, unless they’re part time or job share. In addition, all lone workers should receive a PDA or a mobile.

Key projects

• Develop sourcing strategy

• Business case development for each project element of the ICT programme

• Benefits Realisation Management (BRM) put in place

• Business process improvement programme across the Council

• Implementation of information management strategy


The third and final strand relates to project and programme management of technology and transformation initiatives. The new structure of the service transformation division sees the creation of a relationship manager role. Each relationship manager is responsible for ensuring all technology and transformation activities are aligned to their respective part of the ‘business’ and vice versa. As standard, relationship managers will develop rigorous business cases to support any project that comes out of this strategy. These business cases will include thorough investment appraisals and identify clear benefits, which will then be tracked via benefits realisation management. This will help us achieve more appropriate investment and greater value for money from any partnership we are in.

Benefits will not just relate to cost-savings but also to the environment. As such, the Council aims to become carbon neutral where ICT is concerned. This is about lowering the power consumption of equipment used. ICT will also support the wider sustainability agenda by reducing emissions through business process improvement, minimising transport use through home working and reducing waste through minimising paper use.


An ICT strategy balanced scorecard

Internal Process perspective

Goal MetricsEst. cost savings p.a.

Reduce duplication of effort

- Decrease in duplication of processes by 75%

£200k

Effective EDRMS in each department

- 100% departments to have a business case for EDRMS with clearly defined benefits

£500k p.a.

Environmental perspective

Goal MetricsEst. impact (£ or %)

Carbon neutral organisation

- Reduce travel across the borough for staff and customers

- Amount of paper used reduced

- CO2 emissions reduced

-25% by 2014

-25% by 2014

-10% by 2014

Customer perspective

Goal MetricsEst. increase in satisfaction

Increase customer satisfaction

- Speed up response time in contact centre by 15%

- Reduce number of complaints by 10%

+3%

Increase customer access to services

- Increase number of services available through the web by 50%

+5%

Financial perspective

Goal Metrics Est. cost savings

Reduce operating costs

- Reduce occupancy of central civic offices by 30%

- Reduce number of staff by 10% through automation

£200k

£2.5m by 2014

Increase in efficiency

- Reduce admin costs by 20%- All teams to have an

objective that relates to process improvements

£200k p.a.£500k p.a. savings

Vision and

Strategy

“A high performing organisation is one that builds strong customer loyalty, increases customer satisfaction year on year, attracts and retains skilled staff, has a performance-oriented mindset amongst its workforce, finds and develops talented leaders, is flexible in responding to changing conditions, manages risk effectively, deals with the regulatory environment well, generates excellent value for money from superior technology investment and encourages innovation across the organisation”People Management magazine, CIPD (2008)


3.5 Theme five: Enabling a high performing organisation

The quote above may seem like a mountain to climb but the Council is already well into its journey with regard to become a high performing organisation. Whilst it has done excellent work in relation to developing its staff and brining in better performance management, many systems and processes in the organisation are still paper-based and staff-intensive. This theme is about creating a culture where processes are made easier and more streamlined. This is partly achieved through technology but also through mind-set. Therefore, a programme of skills development will take place across the organisation where a percentage of staff will be trained in one of the belts of Six Sigma (black is advanced, green is intermediate and yellow is basic). The ultimate aim is to create critical mass to a point where the norm in the organisation is for staff at all levels to not only look out for what process are not working but make suggestions for how to improve these processes. To do that, however, we need to give people the right tools and techniques.

The move to the new Public Service Delivery Hub in 2012 offers an additional opportunity to streamline how we work and also to modernise. With less occupancy and less storage, the levers are already in place for moving to new and better ways of working. Whilst this requires significant investment, it has the benefit of feeding in to the green agenda. As we move to the new building and the opportunities it offers we will look to reduce the overall number of desktops and increase the number of more mobile technologies such as laptops and tablets. We will also rationalise the amount of printers used in the organisation, replacing these with multi-functional devices (printer, photocopier and scanner in one), using green defaults such as double sided and multi page printing.

To support the roll out of new equipment the Council will be looking to increase average server capacity utilisation to achieve a minimum of 50% where possible.

Many systems are designed as ‘islands’ with their own data, infrastructure and security and identity procedures. This means it is difficult for departments to work with each other as easily as they could or for other sectors to leverage our capability and delivery channels. By embarking on an intensive programme of scanning, storing and dumping records and documents, we will be able to streamline everything we have through an electronic document and record management system (EDRMS). There are already a couple of parts of the organisation that use an EDRMS but the results are patchy and usage is not consistent. Indeed, EDRMS needs to become more visible and normalised across the organisation. Ultimately, this will increase our speed of intervening with and on behalf of our customers and reduce duplication of effort. This combined with a product such as Microsoft Sharepoint will ensure that all members of staff will have access to the information they need to do their jobs at the time they need it.

With multi-agency working increasing, our staff need to be as mobile as possible and be able to access back-office systems from multiple locations. This means staff can deliver services directly to customers in their home and to capture and send back information on the move to front end customer information systems, in real-time. This is about reducing administrative burden so that staff can focus on the customer and their needs, thereby deliver consistently excellent service.

Key projects

• EDRMS implementation

• Roll out of new equipment

• Roll out of new security framework (GCSx)

• Mobile working

• Skills development programme


For some staff, home working will be the norm. This has already been successfully trialled home working in Revs and Bens and this strategy will now seek to build on this across other parts of the organisation. With the right technology, the right management approach and clear objectives, productivity can increase significantly through home working. To support the home working agenda, more work will need to be done to improve the interface of the Virtual Private Network (VPN) which provides access to the Council’s system. In particular, improve the interface for non-managed PCs.

The Information Management Strategy for the Council has been compiled as a companion to this strategy. The two strategies are complementary in that key ICT systems will provide for better information management - this in turn will create efficiencies in accommodation, better use of technology by staff by providing flexible access to relevant information and the storage or destruction of irrelevant information.

Information management is crucial to ensuring the Council meets its corporate priorities. By reducing the amount of wastage from printing and unnecessary physical storage, any savings can be put back into essential services. By having a more effective way of managing information, staff will be able to access what they need much quicker, thereby helping the customer in a more expedient manner. Examples of this include the introduction of CHRIS (the e-HR information system) and the corporate GIS (geographic information system). On the horizon will be an integrated children’s database and an enhanced CRM (customer relationship management) system. By further developing our CRM capability we will be able to rationalise systems across the Council which in turn means we will be able to determine the key data to feed into the CRM system. Ultimately, without effective information management the five themes of the ICT strategy will be difficult to achieve.

Through the strategic deployment of technology, we will enable or staff to work in more effective, efficient and creative ways in order to consistently deliver excellent services to our customers. This is about providing both access and flexibility of working options for all our staff, including those who may span other organisations as well as our own. This strategy has to work in harmony with the Council’s People Strategy, Customer Strategy, Improvement & Efficiency Strategy and Communications Strategy. Together these strategies will ensure that Croydon Council is an outstanding local authority with regard to its customers and an employer of choice for future generations.


3.5.1 Case study: What does this mean for our staff? A typical day in 2013...

Beatrice works from her home in Thornton Heath this morning, finishing a report that needs to be in tomorrow. She connects to her email and various folders using his Council laptop (the secure network and infrastructure means that Beatrice notices no difference at home compared to working from a Council building).

Beatrice is able to use the same Internet link for her work telephone calls using the Internet Protocol Telephony (IPT) installed by BT across the Council a few years previously. She checks the status of each of the people she needs to call and notices that her line manager is in a meeting until after lunch. This means she knows to wait until that time to make the call, rather than waste time leaving a voicemail.

After lunch, Beatrice has planned to call in to the Public Service Delivery Hub to join a video conference. Arriving slightly earlier than she anticipated, Beatrice goes to the cafe on the seventh floor, grabs a coffee and hooks her laptop to one of the points around the venue. Here, she is able to use the building’s wireless network to connect securely to the Council’s network and finishes off her report.

Beatrice needs to refer to a paper document to inform her report, so she accesses the Electronic Records Management System (Filenet) to retrieve it. The rollout of Filenet means that staff no longer need to be near traditional paper files, instead, all incoming records and documents are scanned (where necessary) and indexed. This is used in conjunction with Microsoft Sharepoint which acts as a collaborative tool for teams across the organisation, as well as between partner agencies. Therefore, once Beatrice has finished her report she highlights this via her team’s Sharepoint page, asking her team to make any final contributions before she closes the report off. She then goes off to the video conference where none of the attendees needed to print off any papers as they can be seen on the large screen available in the room. The video conference is multi-agency. As Sharepoint is also being used in the videoconference, it means that any changes to the relevant documents can be made in real-time by all participants there and then.


4. Delivering and monitoring the transformation strategy

4.1 Key principles

There needs to be more professionalism in terms of planning, delivery, management, skills and governance of IT enabled change in Croydon. This will result in more successful outcomes and outputs, fewer costly delivery failures, and increased confidence by citizens, politicians and staff in the delivery of change across the council.

A set of principles have been developed which will:

• Better align our technology investments with key business needs, focusing on customer centred delivery

• Better prioritise technology investment and therefore, maximise the return on investment

• Minimise risk

• Improve how we work with our outsource partner, Capgemini

• Better plan our resource needs through reliable project delivery

• Monitor and report on performance, improvement and quality outputs

• Quickly identify and prevent duplication of effort

• Remove redundant or duplicate systems

• Demonstrate how technology can improve efficiency and value for money

The principles are outlined on the next page (page 31) and a help guide for managers, in the form of a flow chart, is on page 32.


(1) Alignment with strategic priorities

(2) Alignment with improvement and efficiency agenda

(3) A programme of system rationalisation and integration

(4) A clear sourcing approach

(5) Closure and evaluation

Any ICT initiative must align with the Transforming Our Space programme and seek to:

- Address mobile/flexible working

- Be consistent with the information management strategy, including compliance

- Enable electronic document and records management

- Be web enabled- Integrate with any CRM

solution

Any ICT initiative must align with the shared services agenda and seek to:

- Be part of the shared ICT platform, whatever that might be

- Enable data exchange and be Open Systems (XML) compliant

Any ICT initiative must align with the integration agenda and seek to:

- Enable data exchange and be Open Systems (XML) compliant

- Build joined-up services and improve customer services

Any ICT initiative must have a clear business case before starting which includes well articulated:

- Financial investment and benefits

- Customer benefits- Process improvements- Staff benefits- Environmental benefits

Any ICT initiative must have a benefits realisation map in place with:

- A clear baseline before project starts

- Realistic targets, either in terms of cost savings or percentage improvement

- Agreed milestones for measuring benefits

All parts of the organisation must seek to:

- Integrate their systems with other systems elsewhere in the organisation

- Rationalise systems that are at odds with the integration agenda

- Ensure adequate security is in place with all systems in compliance with Government Connect (GCSx)

- Demonstrate that a system risk assessment has been carried out

- Replace non web-based systems with web-based

- Ensure front-office and back-office systems are aligned

- Croydon will be a Microsoft/Oracle ‘house’

- Any ICT partner will have the prime focus of infrastructure provision and support

- Croydon will have control of its own network

- Croydon will have a preferred supplier list in relation to transformation programme and project support

- The governance model will be used to close any ICT related projects and programmes

- Any ICT project or programme will be required to produce clear evidence relating to return on investment


Has your ICT need come from one or more of the following:

- Service improvement?- Statutory obligation?- Risk register?

Do you have a clearly defined business case for your ICT need?

Does your ICT need tick at least one of the corporate objectives and ICT strategy themes?

Does the business case have a clear investment appraisal with benefits outlined?

Yes Yes YesYes

No

Yes No

NoNo No

YesNoNoNo

Stop! - if

the need is not derived from any of the above it is unlikely to

progress

Stop! - if

you haven’t already, speak to your department relationship mgr

Stop! -

business case needed with budget

and business sponsor in order

to progress

Stop! - if

the need is not aligned to the strategy it is unlikely to

progress

Stop! - clear costs and benefits

are needed to progress

Act

ion

take

n

Act

ion

take

n

Act

ion

take

n

Are you bringing in a new system?

No

Have you identified an appropriate level of security for your ICT need?

Yes

Have you identified how your ICT need will integrate with other systems in the Council?

YesIs your ICT need available as a web based application?

YesIs your ICT need purely about infrastructure and support?

Act

ion

take

n

Supplier must be ICT partner

Don

’t k

now Stop!

- Could it be available

as a web-based application in

the future

Stop! - you need

to demonstrate how you’ll meet

statutory regulations (Government

Connect)

Stop! - can you justify

why a new system is needed as opposed

to using a pre-existing systems in

the Council?

Stop! - look at other services that

you might share common agendas

with

Act

ion

take

n

Act

ion

take

n

Act

ion

take

n

Act

ion

take

n

Sourcing possibilities

Partnership with another council

Hybrid: Internal and external mix

External company

Internal resourceGateway one: Corporate priorities and transformation themes

Gateway three: Systems assessment

Gateway two: Improvement and efficiency

Gateway four: Sourcing

ICT decision making tree


4.2 Governance arrangements

Governance should not feel unnecessarily bureaucratic or unwieldy. An effective governance structure should enable us to make timely and responsive decisions, based on sound business cases. The governance proposed below should act as a pipeline. As a proposal goes through the chain it should become more refined so that when it comes to final sign off all the right questions have already been asked (and answered). The governance will also enable us to have a better relationship with our ICT partner. The new structure of the service transformation division offers strong foundations on which to take forward a challenging and exciting agenda. This new

structure and the structures already in existence across the organisation can be used in a smart way, rather than create a governance model that is odds with how the organisation works.

The model shown on this page is recommended by Gartner for helping to determine both governance but also future sourcing decisions.

The governance model for Croydon Council is given on the next page (page 34).

1. IT leadership2. Architecture development3. Business enhancement4. Technology advancement5. Sourcing management

Driving innovation in the business and aligning IT strategy

Embedded in the Business

Internal & External Service Providers

Delivering change to the business

The Three IT Macro-processes

Supplying and supporting

infrastructure

IS-Lite Model

Supply Side Demand Side1

2

3

4

5


Detailed explanation of governance structure

Name of board Chaired by Membership Frequency Purpose Reports to Authority

ICT Steering Group

Executive Director Directors or Heads of Service from all service departments and Cap Gemini Account Director

Bi-Monthly To oversee the development and successful delivery of the Council’s ICT Strategy

CMT Delegated authority to approve business cases up to £50k

Project Board/s Project Sponsor Project Sponsor, Project Manager, Senior Users, Senior Suppliers, Assurance

Monthly or at each major project decision stage

To oversee the successful delivery of the project business case benefits

ICT Steering Group

Delegated authority within approved project budget/s

Project Team/s Project Manager Project Manager, Project Team Members

Weekly or fornightly as required by each project

To successfully deliver the project to the agreed time, budget, scope and quality

Project Board Delegated authority within approved project budget/s

Technical Advisory Board

Technical Design Authority

LBC Technical Design Authority, CapGemini Technical Design Authority, Technical Staff, others as required

Monthly To lead the development of technical strategy, policy and standards

To provide advice on technical and design matters to the ICT Steering Group, Project Boards and Project Teams

ICT Steering Group

As delegated by the ICT Steering Group on a case-by-case basis

LBC ICT Governance Structure

CMT

Chair Chief Exec

Project Board

Chair Project Sponsor

Project Team

Led by Project Manager

Project Board


Project Team


Technical Advisory Board

Chair Technical Design Authority

Project Board


Project Team


ICT Steering Group

Chair Exec Dir


4.3 Funding the strategy

The capital funding needed between 2010/11 and 2014/15 is put at £5m. This breaks down as:

Activity Estimated cost

CRM £1,300,000

Integrated children’s system £500,000

EDRMS £1,000,000

Croydon MOBI (mobile web) £50,000 (start-up)

Social worker mobility £250,000

Mobile working (wider org) £500,000

Bookings and payments £200,000

GIS – phase two £200,000

Borough-wide access points £500,000

Business process improvement programme

£500,000

Total £5,000,000

The capital expenditure through our main ICT outsourced provider is outlined below:

Yearly Asset Total

2008 1,380,585.80 1,380,585.80

2009 3,069,901.45 3,069,901.45

2010 707,049.19 707,049.19

2011 744,612.00 744,612.00

2012 744,738.82 744,738.82

2013 253,581.63 253,581.63

Total 6,900,468.90 6,900,468.90

This is currently paid by the council through a unitary charge (revenue budget).

The new role of technology, innovation and partnership manager has been developed to focus on any gaps there may be in funding. This could be through any of the following:

• RELEASE bid

• Pump priming

• Grant funding

• RIEP investment

• EU funding

• Capital Ambition


4.4 Service provision

Service transformation and support services management structure Technology and transformation service provision

Transformation programme office responsible for:

- The on going integrity of business cases for projects that have an impact across the transformation portfolio

- Forward planning and visibility of business impact of programmes

- Definition of required IT portfolio across ICT

- Ensuring benefits realisation tracking occurs

- Custodian of project management capability

- Internal support to the division

Strategy and innovation team responsible for:

- The development of the ICT and Information management strategies and policies

- Alignment of ICT with business strategies

- Identification of technologies that can be used to support the future enterprise architecture and business requirements

- Technology direction and contributing to the transformation agenda of the Council

- Development of Business Cases for ‘proof of concept’

- Benefits realisation mapping- Helping departments

move forward with their transformation and improvement programmes

ICT team responsible for:

- Establishing and maintaining strategic supplier relationships with any other partner

- Operational and financial performance of the ICT function and services provided

- The definition and management of operational service levels

- The interface for ICT and delivery of technology related solutions to the customer

- Custodian of technical architect capability within ICT

- The definition of the enterprise architecture and technical standards that are required to deliver the Council’s objectivesTPMO consists of:

Head of service x 1 FTE

Programme management officers x 2 FTE

Strategy and innovation consists of:

Head of service x 1 FTE

Technology, innovation and partnership manager x 1 FTE

Relationship managers x 5 FTE

ICT consists of:

Head of service x 1

Project delivery team - x 7 FTE

Service delivery team - x 24 FTE

Contract team - x 3 FTE

Enterprise & Info Architecture team - x 4 FTE

Aiden McManus

Director, service transformation and

support services

Yvonne Watson

PA to director

ICT partners

(external to Croydon Council)

Note: Parts of this structure may be subject to change as part of phase three consultation


The first two years: 2009-2011

Enquiries

PCT Disability Schools Shared Services External Agencies

Contact Centre (CC) The Web One Stop Shop

Office/Home working Systems Mobile working

Self Help Progress EngagementSubmissions & Payment

Customer

Bac

k O

ffice

Fro

nt O

ffice

Part

ners

&

Co

nsul

tees

Back Office Service Requests Tech

Ref

resh


4.5 ICT strategic plan – key milestones

Technology refresh – new telephony and hardware 3 3

Master data management phase one (system rationalisation) 3 3 3

Transition between CYPL and DASH systems 3 3 3 3

Investment in schools technology 3 3

OHMS decommissioning – new system/supplier 3 3

Automation

Master data management phase two (systems integration/creating single view of customer) 3 3 3

CRM system – development of current or procurement of new 3 3 3

Integrated children’s IT systems/data 3 3 3 3

Roll-out of EDRMS across whole council 3 3 3

Mobility

Roll-out of Croydon MOBI 3 3 3 3

Social worker mobile working project 3 3 3 3

Roll-out of information management strategy 3 3 3 3

Government Connect (GCSx) roll-out including encryption of all devices 3 3

Mobile working for wider organisation 3 3 3

Engagement/Collaboration

Development of online consultation tool 3 3 3

Further development of the Council’s main website 3 3 3

Skills development for citizens 3 3 3

Development of Croydon Youth Tube 3 3 3 3

Self-Service

Development of bookings and payments systems 3 3 3 3

Phase two of GIS 3 3 3

Increased access points across the borough 3 3 3

Performance and improvement

Development of sourcing strategy 3 3

Business process improvement activities 3 3 3 3 3

Benefits realisation mapping for all projects 3 3 3 3 3

2009

Them

e 1

2011

Them

e 3

2013

Them

e 5

2010

Them

e 2

2012

Them

e 4

Theme 1: Excellence in customer serviceTheme 2: Increasing access for our citizens and communitiesTheme 3: Transforming services for children and young peopleTheme 4: Increasing resources through efficiencyTheme 5: Enabling a high performing organisation

Infrastructure


4.6 Risk analysis

Risk Likelihood (L) Impact (I) L x I Proposed controls

Insufficient executive sponsorship 2 5 10 Ensure strategy has CMT approval and regular progress reports are given to DMTs through relationship managers.

Change in administration or business priorities means strategy no longer aligned with the Council’s focus

2 5 10 Ensure strategy aligned to wider corporate and community objectives – alignment with community strategy and corporate plan

Insufficient staff resources to deliver the strategy

4 5 20 Governance process must ensure consideration of staffing issues for all new projects and ensure a plan is in place. Projects should not be approved if a staffing place is not in place.

Scale of change is too great 4 5 20 Ensure that proposed programme is deliverable and maps into other programmes such as Transforming Our Space to ensure economies of scale.

Insufficient finance to deliver 4 5 20 Governance process must ensure a budget is in place which is part of a well developed business case. All costs must be considered, including ongoing maintenance and year on year costs. Projects should not be approved if funding is not in place.

Insufficient business involvement 2 5 10 Governance process must ensure that a clear business sponsor is in place for all projects and programmes.

Poor project management/control 1 5 5 Ensure projects are managed in line with the approved Council methodology (PRINCE2) and that projects are managed by exception to prevent projects stalling.

Sourcing strategy impacts on relationship and quality of delivery from current ICT outsourced provider

3 5 15 Ensure proper client management through contracts team. Governance process must ensure that any issues are escalated as quickly as possible, dependent on the severity of the issue.

9074

5

2. EXECUTIVE SUMMARY 2.1 The Access Strategy is a step change project which aims to improve customer

satisfaction, whilst providing significant efficiencies through improved access to services for our residents.

2.2 The program of work is based on a detailed analysis of our customers which provides an

understanding of which residents are using which services and then maps those services against their preference for communication and contacting us.

2.2 The project aims to deliver a new customer relationship management system (CRM) as

an enabler to better manage customer contact, allow more enquiries to be resolved in the contact centre at the first point of contact and provide a single view of our residents across a number of key services.

REPORT TO: SCRUTINY AND OVERVIEW COMMITTEE TUESDAY 20TH SEPTEMBER 2011

AGENDA ITEM:

SUBJECT: CUSTOMER ACCESS STRATEGY AND PERFORMANCE OF THE COUNCIL’S WEBSITE

LEAD OFFICER: Director customer services and communications

CABINET MEMBER:

Cllr Sara Bashford Cabinet Member for Resources & Customer Services

WARDS: All

CORPORATE PRIORITY/POLICY CONTEXT: Providing appropriate access to our services for all residents is a key requirement for the organisation to ensure we are providing the right support and advice. As well as improving customer satisfaction, which is a council priority, it also allows the organisation to deliver efficiencies through reducing avoidable contact and enabling the most effective and efficient contact channel.

FINANCIAL SUMMARY: Details of the costs of the work are included in the report

FORWARD PLAN KEY DECISION REFERENCE NO.: Not Applicable

1. RECOMMENDATIONS 1.1 That members note progress and next steps

2.3 The project will also further support the development of the council webpage to allow

residents 24hour access to a number of service information, transactions, bookings and payments.

2.4 A key element of the project will be a number of service reviews which will look at where

we can improve processes and move services onto the web and into the contact centre to improve customer service and provide efficiencies to the organization.

3 INITIAL ANALYSIS AND PROJECT PROCESSES 3.1 An initial analysis of our residents was undertaken to fully understand how we should

shape access to meet their needs. Appendix 1 shows the overview of how our customer segments match against the different services we offer and then their preference for contact and service access. As well as this summary there is a detailed analysis of each customer segment and each geographical location.

3.2 In order to fully understand how and where we needed to provide our face to face

services the analysis was matched to the current service offering. This is shown geographically in Appendix 2 where the areas marked as red show those residents who favour face to face contact and where their needs are best served through that channel.

3.3 Finally in order to ensure we had understood customer needs correctly a survey of local

residents was undertaken to confirm the initial findings and to define the key requirements of each channel to ensure our residents would be able to use the services provided in the most effective manner. Appendix 3 details an overview of those findings.

3.4 The recommendation from this work was for 4 workstreams as below;

1. Council Design and Service Migration • 4 phases of service review and migration (Appendix 4 shows an example of

this approach) 2. Channel Shift and Web Re-design

• Channel shift campaign targeting specific customer groups to encourage the use of self serve and telephony channels

3. Avoidable contacts • Identified avoidable contact opportunities have been consolidated in to

three core programmes of work as outlined below: • Misdirection – improved routing and hand-off of customer enquiries • Progress chasing – contact volumes reduced and consistently managed • Document enquiries – simplified customer correspondence and reduced

documentation requests 4. Face to face channel configuration

• Rationalise F2F service provision through 2 core locations (Central Hub and Central Parade)

• Provide outreach services in Coulsdon Library (surgeries)

3.5 A business case was then pulled together which defined the costs and the benefits of this piece of work. The costs included the new technology required to support the services, process reviews of the key services where there was opportunity to improve the current offer and project management to oversee such a large corporate change program

3.6 The table below summarises the total costs and expected benefits of the project; yr 0 yr 1 yr 2 yr 3 Total

2010/11 2011/12 2012/13 2013/14

£000’s £000’s £000’s £000’s £000’s BENEFITS 0 -1782 -4523 -5745 -12051 COSTS

ICT Capital 1,190

390

220 1800

Implementation

458

1,050

909 2417

ICT Maint & support

80

295

415

415 1205

Redundancy - 370

290

25 685

Total costs 1728 2105 1834 440 6107 3.7 Appendix 5 details the initial understanding of where those savings would be made. It is

important to note that for each service workstream the detailed work will be undertaken with the department to confirm actual opportunities. The RAG status shows the progress to date.

4 PROGRESS TO DATE AND NEXT STEPS 4.1 CRM implementation 4.1.1 The project commenced in July 2010 with the initial steps of ensuring the right project

management was in place and commencing the procurement of the base technology – customer relationship management system (CRM).

4.1.2 Following a detailed market and product analysis the Microsoft Dynamics CRM product

was chosen and procured. Implementation commenced in December 2011 with the expected go-live in March 2011.

4.1.3 In order to properly implement the system a Microsoft gold partner (2E2) were engaged

through a further procurement exercise to move all the current processes (in the contact centre) onto the new platform.

4.1.4 Progress was initially slow and there have been some performance issues with our ICT

partners. These have now been addressed and the new system is now live in the

contact centre. We have also been able to move the corporate complaints processes onto the system as part of a system rationalisation program which has reduced costs and improved the functionality provided.

4.1.5 A further roadmap for the system development is now being progressed. 4.2 SERVICE REVIEW 4.2.1 As detailed in Appendix 5 service reviews have commenced and are now in 1 of four

stages 4.2.2 Those marked as green have had the service review completed, the efficiencies have

been agreed and the businesses changes are now being implemented. 4.2.3 The most advanced of the reviews is in the Revenues and Benefits service where the

changes are now live and the efficiencies have been fully delivered. The service improvements form that work have been significant as detailed below;

• Reduction in abandoned calls 28% • Additional phone enquiries handled 19% • % face to face customers seen in 15mins 54% • % enquiries resolved at first point of contact 9%

4.2.4 Those services marked as amber are currently in review and the teams are working to

confirm the potential changes and efficiencies. 4.2.5 Those services shown without a rag status (white) are to be undertaken in the future and

the project team are now starting initial conversations to confirm which services might be reviewed next and the timing of that work

4.2.6 There have been a number of services identified in the initial model, where savings

opportunities have not been found. In many instances this has been due to wider changes or reductions in service delivery since the initial analysis. In some instances efficiencies have not been found to be significant and/or the investment required to deliver them has been too high.

4.2.7 The project teams are working with services to see whether other opportunities can be

found to ensure the overall project budget can be met. Some opportunities have already been identified but further work is underway.

4.3 Webpage development

4.3.1 The council’s external facing webpage is already part way through an improvement program. The bullet points below detail the recent changes to date;

2009/2010 • RSS feeds – automated feeds added to news and events • Google search – improved search facility using • Transaction improvements – increased transactions numbers from 180 to 300 2010/2011 • E-bulletins – launched six e-bulletins including: - Your Croydon - Bigger, stronger society - Emergency Alerts - Parks to be proud of - Crime and safety news - Help those affected by civil unrest • Website re-design – revised interface for the main corporate website. New website launched on 27 June 2011 • About your area – launched mapping facility including ‘Find my nearest…’ on 8 August 2011 • Social media – launched support Croydon Facebook page. Now over 2,700 ‘likes’. Your Croydon twitter account with almost 2,500 followers.

4.3.2 The improvements to date have already resulted in improvements in customer usage and feedback as below;

Website visits 2011

100000

120000

140000

160000

180000

200000

220000

Jan Feb Mar Apr May Jun Jul Aug

Customer feedback on website 2011

0

20

40

60

80

100

120

140

160

Jan Feb Mar Apr May Jun Jul Aug

No o

f com

men

ts

Good commentsPoor comments

SOCITM Better Connected report

National Out of 433

London Out of 33

2010 position 195th 30th 2011 position 18th 5th

4.3.3 Appendix 6 provides a summary of the next steps to further progress the webpage, as

aligned to the overall access strategy and service reviews.

5. FINANCIAL AND RISK ASSESSMENT CONSIDERATIONS 5.1 None specific to this report. 6. RISKS & ISSUES 6.1 In order to improve customer satisfaction it is critical we listen to and understand

customer feedback and priorities and feed them into service design and delivery. 6.2 By not doing so customers will feel less informed and involved and satisfaction will fall

further. 7. COMMENTS OF THE COUNCIL SOLICITOR AND MONITORING OFFICER 7.1 None

8. HUMAN RESOURCES IMPACT 8.1 As each service review is undertaken and potential efficiencies are defined the councils

normal process and policy for any restructure or staff reductions will be applied and progressed with HR&OD support and sign-off.

9 CUSTOMER IMPACT 9.1 Included in the report. CONTACT OFFICER: Graham Cadle, Director of customer services and communications Ext. 63295 BACKGROUND DOCUMENTS: None

APPENDIX 1;Understanding Croydon’s customers

4% F2F23% Web59% Telephone


202

175

0

137

35

90

104

40

639

151

177

144

92

154

206

281

228

186

Weak

Weak

WeakStrongG Low income families living in estate based social housing

WeakNeutral Positive

F People living in social housing with uncertain employment in deprived areas



202

175

0

137

35

90

104

40

639

151

177

144

92

154

206

281

228

186

Weak

Weak

WeakStrongG Low income families living in estate based social housing

WeakNeutral Positive

F People living in social housing with uncertain employment in deprived areas




99

127

90

38

78

11

53

30

46

89

88

96

31

44

30

38

34

103

241

386

97

126

250

188

165

165

Neutral Negative

Weak

Neutral Negative

Neutral NegativeStrong

J Independent older people with relatively active lifestyles

WeakStrongI Older people living in social housing with high care needs

Neutral Negative

Neutral Positive

H Upwardly mobile families living in homes bought by social landlords




99

127

90

38

78

11

53

30

46

89

88

96

31

44

30

38

34

103

241

386

97

126

250

188

165

165

Neutral Negative

Weak

Neutral Negative

Neutral NegativeStrong

J Independent older people with relatively active lifestyles

WeakStrongI Older people living in social housing with high care needs

Neutral Negative

Neutral Positive

H Upwardly mobile families living in homes bought by social landlords

6% F2F40% Website37% Telephone

11229563108 7764 8842Strong Neutral PositiveWeak

E Educated, young single people living in areas of transient populations

6% F2F40% Website37% Telephone

11229563108 7764 8842Strong Neutral PositiveWeak

E Educated, young single people living in areas of transient populations


12012547103 155125 8263112Neutral NeutralNeutralD Close-nit inner city and manufacturing town communities


12012547103 155125 8263112Neutral NeutralNeutralD Close-nit inner city and manufacturing town communities




57

80

45

18

53

44

110

86

176

102

120

119

114

47

35

112

129

47

89

48

96

38

62

23

Neutral Positive

Strong

Strong

Neutral PositiveNeutralC Older families living

in suburbs

StrongWeakB Younger Families living in newer homes

StrongWeakA Career Professionals living in sought after locations




57

80

45

18

53

44

110

86

176

102

120

119

114

47

35

112

129

47

89

48

96

38

62

23

Neutral Positive

Strong

Strong

Neutral PositiveNeutralC Older families living

in suburbs

StrongWeakB Younger Families living in newer homes

StrongWeakA Career Professionals living in sought after locations

• Telephony / Web• Transactional Based

Service needs• Schools

• Telephony / Web• Transactional Based

Service needs• Schools

Engagement Survey Preferred

Channel

Council Tax

Parking

Planning

Environmental

Children

Schools

Adults

Housing

Benefits

Web TelephoneF2FMosaic GroupEngagement

Survey Preferred Channel

Council Tax

Parking

Planning

Environmental

Children

Schools

Adults

Housing

Benefits

Web TelephoneF2FMosaic Group

• Telephony / Web• Transactional – Case Based

Service Needs

• Telephony / Web• Transactional – Case Based

Service Needs

• Strong Web• Transactional Service Needs

• Strong Web• Transactional Service Needs

• Telephone / Web / F2F• Case Based Service Needs

• Telephone / Web / F2F• Case Based Service Needs

• F2F / Telephone• Case Based Service Needs

• F2F / Telephone• Case Based Service Needs

11

22

33

44

55

APPENDIX 2; FACE TO FACE SERVICES

3 miles/ 20 minutes travel time

3 miles/ 20 minutes travel time

APPENDIX 3; DRIVERS FOR CUSTOMER SATISFACTION

Drivers of satisfaction

Website

All ChannelsTelephone

F2F Search function or A-Z menu of services

Ability to make a payment on-line

Ease of navigationAbility of staff to

answer questions

Convenience of opening hours

Proximity of council office to public

transport services

Ability to track the progress of a request or

complaint

24%

10%

10%

13%

13%

34% 21%

11%

12%

13%

22%

26%Convenience of opening hours

Proximity of council office

to public transport services

Ability to track the progress of a

request

Ease of navigation

Search function or A-Z menu of services

Availability of on-site internet access / self-

serve

Availability of

information on other public

services

Drivers of satisfaction

26% 45%

30 %

25%

22%

52%

42%

36%

31%

22%

17%

17%17%

17%

APPENDIX 4; SERVICE DESIGN AND FULLFILMENT SHIFT

APPENDIX 5; Analysis of initial savings opportunities (1 of 2)

savings being progressed currently WIP but some No further work planned andinitial questions savings not realised

Customer services and corporate resources FTE Executive office FTE Care, health and housing FTE Children, families and learning FTE Planning and environment FTE

Phase 1 Revenues and Benefits 11.5 Registrars 1 Responsive repairsChildrens centres/family placements Planning (Dev and control) 1.5

Accounts Payable Electoral registration Housing tenancy extended schools Spacial planningAccounts Receivable Housing rents/mgmnt 14.5 School admissions 3.2 EnforcementRevenue control youth offending/YOT Building controlCustomer contact 4.3 Youth and social inclusion Member enquiries

Social learning & learning access Parking 4.4Connexions Licensing 3.3

Streetscene 5.8

Access to education now identified 7 Sports and green spaces 5.9community safety 1.1Street lighting mtce 0.2Regulatory services 2highways mtce 1highways DSO 1.3

Phase 2 Benefits Mayoral services Options (needs and renewals) 7.5 Arts and heritage 2.6 Waste collection 0.4Land charges Elections Advice Libraries 12.9 Bereavement 1.5Concessionary travel Education appeals housing register Governers services Pollution control 0.6Insurance claims Homelessness Early yearsAvoidable contact 23.9 Allocations Education and social inclusion

Mobility SEN & DIS

Adult learning- CALAT 8.8 Service for children with disabilitiesWelfare benefits Passenger transport serviceOperational finance Communication support services

Development & care: Education psychology service

Inclusion services

Free schools meals

APPENDIX 5; Analysis of initial savings opportunities (2 of 2)

Customer services and corporate resources FTE Executive office FTE Care, health and housing FTE Children, families and learning FTE Planning and environment FTE

Phase 3 Benefits Special sheltered housing Croydon music service

channel shift 15.3 Sheltered housingLearning and schools (leadership & mgmnt)

Homes for the future Croydon educ bus partnershipPrivate housing - enforcement Primary teaching and learningLoans and grants secondary strategy teamStock investment queries Improvement services

14-19 strategyEducation healthTraining services

12.6 PPC; childrens QASocial work: safeguarding/asylum seekersPPCUworkforce development

Phase 4 Safe and sustainable communitiesLearning disability community team & commissioningSubstance misuse & dual diagnosis 21.8Supporting people

Social inclusion and adult in needPerformance and quality assuranceSafeguarding adultsCare management/Social workBrokerage unitExtra care housingstartMayday (Care mgmnt)ACOT (Occ therapy)MHOA Care managementMHOA Day servicesHeavers courtCommunity access servicePD assistive technologyEquipment service

TOTAL 55 1 43.4 47.5 29TOTAL 176

Augmentation and remining services from release 3

APPENDIX 6; Roadmap for E-comms

Review all external facing websites, portals and tools

Define needs, target markets, governance and strategy

Define technical systems and support arrangements to deliver online and integrate access strategy

Draft business case, approval and tendering

The right mix of software and resources to meet Croydon’s online requirements

Website/content analysis

Develop content strategy

Define our requirements

Source requirements

Deliver one solution

Customer engagement system download 29/03/12 As at 29/03/12 – 99 consultations / engagements recorded

1 / 19

Engagement title Purpose Start date

End date Status

Croydon Question Time 2012 - Norbury

Would you like to have the chance to talk to the people that make the decisions for Croydon Council face to face? Are there any issues that you would like to see the council tackling more, or are there any areas of Croydon that you think could do with some extra attention from the council? Croydon Question Times give you the opportunity to come and speak to members of the cabinet and senior council officers about the issues and services that matter most to you.

25/09/2012

25/09/2012 Draft

Croydon Question Time 2012 - Purley


18/09/2012

18/09/2012 Draft

Croydon Opportunity Planning Framework Public Consultation

To provide opportunity to comment on the draft OAPF prior to adoption by the London Mayor and Croydon Council

02/07/2012

10/09/2012 Draft

Croydon Question Time 2012 - Waddon


22/05/2012

22/05/2012 Proposed

Croydon Question Time 2012 - South Norwood


15/05/2012

15/05/2012 Draft


2 / 19

Tenants' Conference To consult Council tenants and leaseholders on our proposed tenancy strategy and allocations policy. To conduct annual housing performance assessment.

16/04/2012

16/04/2012 Proposed

Commissioning Strategy To provide the opportunity for members of the public and key stakeholder groups to comment on the draft strategy and shape the final version before sign-off by cabinet.

16/03/2012

27/04/2012 Draft

Inclusive Forum Information and consultation for adult social service users regarding self directed support and managing personal care budgets.

15/03/2012

15/03/2012 Recently closed

Croydon Question Time 2012 - New Addington


13/03/2012

13/03/2012 Recently closed

Mid Croydon Masterplan (mini consultation on Park Street Neighbourhood)

Having completed a full public consultation exercise on the draft Masterplan for Mid-Croydon in Sept/Oct 2011 Nestle have since left their headquarters at St George's House. Upon their advice the draft Masterplan that we consulted on showed St George's House remaining in place. Now they have left we have revised a section of the Masterplan (the Park Street Neighbourhood) which contains that site. 3 development options have been drawn up for particular block and we are seeking views from anybody as to which may be the preferred option.

05/03/2012

02/04/2012 Current

Engagement title Purpose Start date End date

Status

Future Burial Needs Assessment

Faced with a shortage of burial land and limited funds, Bereavement Services are seeking to maximise the usage of these resources for all faiths, denominations and residents of Croydon. To help us achieve this, we want to find out the burial needs and preferences of our faith and other groups within the Borough via the Faiths Together in Croydon (FTiC) forum.

20/02/2012 31/03/2012

Draft


3 / 19

The Croydon Opportunity Area

Provide the opportunity for public comment and response to a draft planning framework and associated documents for the Croydon Opportunity Area, for inclusion as Supplementary Planning Guidance to the Mayor's London Plan.

06/02/2012 23/03/2012

Recently closed

Draft Equality Objectives 2012 - 2016

We have an important role in creating a fair society through the services we provide, the people we employ and the money we spend. Equality is integral to everything we do and are committed to making Croydon a place of opportunity where everyone can belong, addressing the needs and aspirations of all those who live and work in the borough. As part of this commitment and in line with the Equality Act 2010 we are developing a new Equality Strategy that will provide a framework for the council’s equality objectives. Developing a new Equality Strategy will help us to promote social inclusion and reduce inequalities in Croydon. To make sure that this Strategy and policy is effective and makes a real difference we want to hear your views. We want to know what you think the main equality issues are in Croydon and how our new approach can best advance equality of opportunity, foster good community relations and eliminate discrimination.

06/02/2012 16/03/2012

Recently closed

Change of Service delivery at Day Activity Centres

Consultation regarding change of Service delivery at Day Activity Centres

23/01/2012 30/03/2012

Current

Transport in adult social care The council is committed to providing help to the most vulnerable people in the borough, including provision of transport where appropriate to enable people to be and to remain mobile. There are now more people in Croydon who need this help and the cost of providing this service is increasing. As a result we are finding increasingly difficult to pay for these services that people need to get about. So we have been thinking about different ways we could find the money and also looking to see if there are other better ways that people can get to the different places they need to go.

16/01/2012 30/04/2012

Recently closed

Community Infrastructure Levy(CIL)- The Draft Charging Schedule

To provide the opportunity for comment on the Draft Charging Schedule before it is submitted to the Planning Inspector for independent Examination.

16/01/2012 13/02/2012

Recently closed

Shopfront Security Addenda to Supplementary Planning Guidance No.1 (SPG No.1)

To provide the opportunity for comment on the Draft Addenda to SPG No.1 before it is submitted to cabinet for adoption.

16/01/2012 27/02/2012

Draft


4 / 19

Proposed Core Strategy Development Plan Documnet for Publication- Revision to Policies CS2,(On site provision of Affordable Homes). CS4,(Tall Buildings), and CS5,(Health and Well being).

To provide the opportunity for representations on soundness and legal conformity of the Proposed Submission Core Strategy DPD, on the revisions to Policy CS2,CS4 and CS5. Revisions made subsequent to previous representations made on the publication in September 2011. To comply with the Planning & Compulsory Purchase Act,2004, the representations on soundness and legal conformity will be submitted alongside the Submission Core Strategy Development Plan Document to the Secretary of State for Independent Examination.

16/01/2012 27/02/2012

Recently closed

Proposed changes to the original plan for short break services for adults with learning disabilities

The original plan for the short break service, which was agreed in October 2010, needs to change because of some new difficulties, which will be explained later, and that the funding needed to complete this plan is no longer available. After re-looking at the situation a new revised plan for the future of the short break service has been written.

09/01/2012 27/02/2012

Recently closed

Re-provisioning Short Breaks Services for Adults with Learning Disabilities

This engagement will consult on a new proposal for the re-provisioning short breaks services for adults with learning disabilities. This new proposal has been developed following the loss of capital funding and a change in the service operating environment. The consultation will provide clients of the service and their carers the opportunity to comment and give feedback on this proposal which aims to provide a modern, flexible and quality service that is able to provide best value to the council.

09/01/2012 27/02/2012

Recently closed


Status


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Consultation on the future of Croydon's children's homes

We want to look at the options for providing young people with good quality residential care placements. The options being considered are: 1. Keep the homes as they are although they are at a very high cost. 2. Close one home to reduce the high cost of residential care in total, but keep one home open. 3. Close both the homes and provide young people with residential care in independent homes carefully matched with the individual needs of the child at less cost. Young people resident in the homes, their social workers, and staff of the homes will have the opportunity to complete questionnaires and take part in workshops to feedback on these options in January and February 2012. In March the options will go to Cabinet Committee for consideration. The views from the questionnaires and workshops will also go to Cabinet Committee in the form of an Equalities Impact Assessment, so that opinions and the impacts in line with these options being progressed are included in the decision of the Cabinet Committee.

04/01/2012 08/02/2012

Recently closed

SEN Travel Assistance Policy To encourage feedback to the proposed changes in the above policy from a range of stakeholders. A questionnaire will be used to record and analysis feedback to assess understanding of the changes and measure level of agreement.

03/01/2012 02/03/2012

Recently closed

Budget consultation You've told us what your priorities are and we've listened. We're now at the stage of proposing what this means for our budget and services. We now want any further comments you may have on these proposed changes. We are all currently experiencing one of the most financially difficult times and realise the importance of retaining a 0% increase in council tax. We know that every little helps and that a 0% increase will help households across the borough, such as yours, keep costs down.

16/12/2011 17/02/2012

Recently closed


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Children's centres consultation Croydon Council is considering reducing funding for children's centres. Therefore the way in which services are delivered needs to be redesigned. In order to inform the redesign we need to collect information on how possible changes to children's centre services might effect families and the wider community.

13/12/2011 31/01/2012

Closed

New Addington OLF Christmas Event

To engage with and consult the local community in respect to the Mayoral Outer London Fund.

13/12/2011 19/12/2011

Recently closed

Consultation on the housing waiting list rules

The council is consulting on changes to Croydon's housing waiting list rules, known as the allocation scheme. People on our current housing waiting list outnumber available properties by almost ten to one. Many of these people will never get an offer of a council or housing association tenancy - no matter how long they remain on the waiting list. Because of that we are proposing changes to the waiting list to ensure that those with the most urgent needs and who will benefit most from a council or housing association tenancy get priority.

05/12/2011 27/02/2012

Recently closed

Blue Badge Fee Consultation We are seeking the views of blue badge holders, carers of people who use blue badges and those who work with older people or disabled people about whether to increase the fee charged for the issue of a blue badge.

28/11/2011 31/12/2011

Closed

Developing our Housing Strategy Together

We want a new local housing strategy which takes into account and responds to changes in the governments approach to housing policy. We also want to get the views of residents and organisations. It will not be possible to satisfy every point of view. But this consultation will help us to produce a better strategy. We will consult on our housing strategy proposals during December 2011 and January 2012.

28/11/2011 23/01/2012

Recently closed

Housing strategy/Allocations policy/Tenancy Strategy/Supporting People

To consult with stakeholders on development of a new housing strategy. Also to consult on proposals to revise the housing allocations scheme. To commence consultation on a new Tenancy Strategy (statutory). Also to consult on options for improving the provision of housing related support in Croydon.

28/11/2011 23/01/2012

Recently closed


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Croydon Adult Learning and Training Service (CALAT) Consultation

To get feedback from current and potential customers, on the future operation of the CALAT, because the Council is seeking to reduce spend on this service.

15/11/2011 12/12/2011

Recently closed

Engagement title Purpose Start date End date Status Autumn 2011 customer satisfaction temperature check

To measure customer satisfaction levels on five key priority themes during November 2011. Eight locations across the borough will be visited and customers asked the following questions: How happy are you with the way Croydon Council runs things? To what extent do you think Croydon Council provides value for money? How satisfied are you with Croydon Council keeping public land clear of litter and refuse? How confident are you that Croydon Council tackles antisocial behaviour? Do you think people from different backgrounds get on in this area?

14/11/2011 02/12/2011 Draft

Housing disability panel The panel meets three times a year and provides tenants and leaseholders with a forum in which housing related disability issues can be raised. Panel dates are scheduled as follows: 22/3/12 Minutes from previous meetings can be found via the link below.

09/11/2011 16/10/2012 Current

North area perceptions surveys

To gauge the views of residents on particular estates in the north of the Borough around perception of crime, anti social behaviour and safety in their homes and local area

08/11/2011 30/03/2012 Current

Ongoing customer satisfaction survey Concessionary Travel Service

To monitor customer satisfaction levels on an ongoing basis and to actively seek feedback and suggestions for improvement in order to continuously improve performance. Half yearly results will be displayed on our web pages.

01/11/2011 30/04/2012 Current


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Supporting People and The Turnaround Centre consultation with young people

To gain feedback from young people in regards to their experiences of supporting people services and the Turnaround Centre. This consultation will involve a number of workshops with young people during October and November. The outcomes will inform the review of information and guidance services offered at the drop in zone (Turnaround Centre) and will inform the specification for any new supporting people provision at future schemes. Attendance at these workshops will be on an invitation basis. For further information about this consultation. please contact Andrea White 020 8726 6000 x63688

31/10/2011 02/11/2011 Closed

Sheltered housing panel This panel meets three times a year at the Town Hall and is attended by an elected representative from each of the council's sheltered and special sheltered blocks across the borough. They meet with officers to discuss ideas and to try to resolve common problems. Panel dates are scheduled as follows: 15/03/12 Minutes from previous meetings can be found via the link below.

25/10/2011 12/09/2012 Current

Shrublands & Monks Hill community housing panel

This panel is ward based and meets three times a year to allow residents an opportunity to discuss local housing service delivery matters with the officers responsible for delivering those services. This will include services such as caretaking, or the level of anti social behaviour on a particular estate. Membership is open to all residents who live on a council owned estate or in council owned properties. Panel dates are scheduled as follows: 18/10/11 21/02/12 19/06/12 Minutes from previous meetings can be found via the link below.

18/10/2011 19/06/2012 Current

Your Croydon, Your Say - Question Time - Selsdon

Would you like to have the chance to talk to the people that make the decisions for Croydon Council face to face? Are there any issues that you would like to see the council tackling more, or are there any areas of Croydon that you think could do with some extra attention from the council? During September and October you will have the opportunity to come and speak to members of the cabinet and senior council officers about the issues and services that matter most to you at the Croydon Question Time roadshows.

18/10/2011 18/10/2011 Closed


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Citizens' Panel Yoursay survey

To obtain the views of a closed panel of residents living in the Croydon borough. The group are the Citizens' Panel Your Say members (formerly Talkabout). The views sought from members are on a range of priority council topics such as residents' local areas, community cohesion, crime and safety issues. Equalities data is already held on panel members.

17/10/2011 11/11/2011 Draft

Broad Green, Fairfield & Waddon community housing panel


12/10/2011 26/06/2012 Current

Engagement title Purpose Start date End date Status Parking Services Customer Survey

This survey will be carried out to Parking Services customers. It will be a closed consultation to customers who have already engaged with Parking Services so they can provide feedback on the services they received.

12/10/2011 31/10/2011 Draft

Your Croydon, Your Say - Question Time - West Croydon


11/10/2011 11/10/2011 Closed

Performance monitoring panel

A small group of residents meets with housing managers to discuss the recent performance of the division. Panel dates are scheduled as follows: 20/02/12 Minutes from previous meetings can be found via the link below.

11/10/2011 16/10/2012 Current


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Your Croydon, Your say - Supporting recovery - South Croydon

We have set up dedicated meetings in those areas affected by the disorder seen across London in August. At these meetings, you will be able to talk directly to the council and police about the disturbances, and how we can work together to continue the borough’s recovery.

06/10/2011 06/10/2011 Closed

Norbury, Thornton Heath & Upper Norwood community housing panel


05/10/2011 13/06/2012 Current

Your Croydon, Your say - Supporting recovery - Thornton Heath


29/09/2011 29/09/2011 Closed

Your Croydon, Your Say - Question Time - Purley


20/09/2011 20/09/2011 Closed


11 / 19

Bensham Manor, Selhurst, South Norwood & West Thornton community housing panel


20/09/2011 22/05/2012 Current

Your Croydon, Your Say - Question Time - Norbury


13/09/2011 13/09/2011 Closed

Addiscombe, Ashburton & Woodside community housing panel


13/09/2011 15/05/2012 Current


Status


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Consultation on the expansion of Primary Schools in Croydon

Croydon has experienced a significant rise in demand for primary places. Our data on the birth rate in Croydon and the number of families moving into the borough shows that even more primary school places will be needed in future. We are therefore consulting with 7 school communities on the possibility of expanding the school by one additional class of children. Of the 7 schools where consultation is being carried out we expect that 6 will be recommended for expansion.

12/09/2011 21/09/2011 Closed

The Proposed Submission Core Strategy Development Plan Document

To provide the opportunity for comments on soundness and legal conformity of the Proposed Submission Core Strategy Development Plan Document, a key document of the Local Development Framework. To comply with the Planning Compulsory Purchase Act, 2004. The comments/feedback on soundness and legal conformity will be submitted alongside the Core Strategy Development Plan Document to the Secretary of State for independent Examination.

12/09/2011 24/10/2011 Closed

Mid-Croydon Masterplan The purpose of this engagement is to invite public comments on the draft Masterplan for Mid-Croydon

12/09/2011 24/10/2011 Recently closed

Community Infrastructure Levy Preliminary Draft Charging Schedule

This is the first step in setting the Community Infrastructure Levy (CIL), which the council must produce and adopt. CIL allows the council to raise funds from new local development to pay for infrastructure needed as a result of the development. CIL sits alongside the Local Development Framework ,and in particular the Core Strategy, and helps deliver the council's development objectives. Feedback to this first consultation will inform the proposed charging schedule. A further consultation will be undertaken on the proposed submission draft of the CIL in Spring 2012. For further information please email: [email protected]

12/09/2011 24/10/2011 Recently closed

Your Croydon, Your say - Supporting recovery - West Croydon


08/09/2011 08/09/2011 Closed


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Leaseholder panel To provide a forum for council leaseholders to meet with officers and discuss common issues. Minutes from previous meetings can be found via the link below.

07/09/2011 16/07/2012 Current

New Addington & Fieldway community housing panel


06/09/2011 08/05/2012 Current

Neighbourhood services survey

To obtain residents views and priorities for estate services

01/09/2011 31/10/2011 Closed

Addiscombe Local Centre - Public Realm improvement project

To consult local residents, businesses and all users of the local shopping area along Lower Addiscombe Road in connection with the preliminary design for the proposed public realm improvement project. The aim of the consultation is to get feedback on the proposed design and collect information on any specific needs/concerns from the consultees. Where practicable, suggestions from consultees may be incorporated into the final detailed design. Consultation starts on 22 August 2011 and runs until 9 September 2011. During this time there will be a display at Ashburton library where customers are encouraged to leave comments. There will be a public exhibition with staff available to answer questions and take feedback from customers at the district centre on Wednesday 24 August 2011 from 10am to 5pm, and Thursday 8 September 2011 from 12pm to 7pm. This will take place in a mobile unit located in Lower Addiscombe Road at its junction with Blackhorse Lane. More information about this consultation will be available on the website from 22 August 2011. If you require any further before then please contact Sue Ritchie on 020 8726 6000 Ext 63823 [email protected], or Clive Whittle on 020 8726 6000 Ext 61836 [email protected]

22/08/2011 09/09/2011 Closed


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Food Waste Roadshow As of October 2011 household waste collections in Croydon will change. We are introducing a weekly food waste collection for households – with the aim of reducing the remaining contents of your landfill bins, after normal recycling, by 30%. This will cut the amount of waste we send to environmentally damaging and expensive landfill sites. Houses and small blocks of flats will be the first to get the new service, followed by larger blocks of flats before March next year. We will also be collecting one of your recycling boxes each week, meaning that we only have to collect landfill rubbish every other week. If you want to find out more about how this change will affect you can come and talk to us at one of our August and September roadshows – please click link below for locations and dates.

18/08/2011 17/09/2011 Closed

Engagement title Purpose Start date End date Status Your Croydon, Your Say - Question Time. Shirley Methodist Church - Shirley

Would you like to have the chance to talk to the people that make the decisions for Croydon Council face to face? Are there any issues that you would like to see the council tackling more, or are there any areas of Croydon that you think could do with some extra attention from the council? During June and July you will have the opportunity to come and speak to members of the cabinet and senior council officers about the issues and services that matter most to you at the Croydon Question Time roadshows.

19/07/2011 19/07/2011 Closed

Your Croydon, Your Say - Question Time. Old Coulsdon Congregational Church - Old Coulsdon


12/07/2011 12/07/2011 Closed


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Your Croydon, Your Say - Question Time. Parchmore Community Centre - Thornton Heath


28/06/2011 28/06/2011 Closed

Your Croydon, Your Say - Question Time. Wolsey Junior School - New Addington


14/06/2011 14/06/2011 Closed

Consultation on School Admissions

The purpose of this survey is to inform the development of new communications for School Admissions. This includes the brochure, web page and DVD guide. By talking to parents who have recently applied or are about to apply for a school place, we aim to better understand the challenges and improve the process by better communication from the Local Authority. We hope to achieve a balanced set of views by interviewing both those parents who have had positive experiences of the admissions process, and those who have had difficulties, so that we can incorporate challenges and build on strengths. The consultation will take place between June – July, to inform the development and user testing of the final web page, brochure and video production which will launch to parents in September 2011, for application to school places in 2012. To submit any comments in regards to this consultation or for more information please email [email protected]

09/06/2011 31/08/2011 Recently closed


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Giving you a say in Croydon's spending

Would you like to have a say in how your council tax is spent next financial year and tell us which council services are most important to you? Last year 2,500 residents told us which services they would prioritise and this year we want even more people to give us their views. Throughout June and July you will be able to use our online tool to try and balance the books. We will then look at how you would spend money on services and use these results to help us to set the new budget in March 2012. During June and July we will be carrying out a number of customer engagement activities giving our customers an opportunity to have their say. For more information about this please contact the customer strategy and development team on 020 8604 7124.

07/06/2011 29/07/2011 Closed

Green Lane/ Norbury Hill - Speed Table

Following complaints from residents about noise and vibration over the years and various measures to alleviate the problem it has been agreed to carry out consultations to determine the extent of the problems and agree a way forward. The results of the consultation will be reported to the Traffic Management Cabinet Committee for members to decide a way forward

06/06/2011 24/06/2011 Closed

Cherry Tree Green Housing Perception Survey

To gain knowledge of any issues or concerns from the residents of Cherry Tree Green Housing estate

01/06/2011 11/07/2011 Closed

Grounds Maintenance Satisfaction Survey

To gauge residents views on grounds maintenance carried out on council housing estates

18/05/2011 10/06/2011 Closed

Landlord survey To understand better the response to changes in housing benefit by private landlords

16/05/2011 16/06/2011 Closed

Engagement title Purpose Start date End date Status A new primary school in central Croydon

In the light of the ongoing demand for additional primary school places in Croydon, we are starting consultation on proposals to open a further new primary school in central Croydon.

13/05/2011 01/07/2011 Closed

New Addington and Fieldway Community Housing Panel

This panel is ward based and meets three times a year to allow residents an opportunity to discuss local housing service delivery matters with the officers responsible for delivering those services. This will include services such as caretaking, or the level of anti social behaviour on a particular estate. Membership is open to all residents who live on a council owned estate or in council owned properties

10/05/2011 10/05/2011 Closed


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Telephone interviews with parents who have children with special educational needs

To understand parents' values and to get feedback on current SEN transport service

04/05/2011 08/06/2011 Draft

Parking Services Customer Survey

To get feedback from customers and to measure levels of satisfaction.

11/04/2011 30/04/2011 Draft

Housing Responsive Repairs Customer Satisfaction

To measure customer satisfaction with the housing repairs service.

04/04/2011 31/03/2012 Current

Baselining the Proud to Serve customer promise

The Proud to Serve promise has been launched and we are engaging with customers to baseline where they think Croydon Council currently is in line with these promises.

04/04/2011 15/04/2011 Closed

Ongoing customer satisfaction survey -Concessionary Travel Service

To monitor customer satisfaction levels on an ongoing basis and to actively seek feedback and suggestions for improvement in order to continuously improve performance. Half yearly results will be displayed on our web pages. Please see link below.

01/04/2011 31/10/2011 Closed

Croydon Translation & Interpreting Service customer satisfaction surveys

to provide an opportunity for our customers to tell us how we are doing. Surveys are done on a quarterly basis via an e-mail link sent to all customers. Customers are contacted for further information when negative results are submitted

01/04/2011 30/09/2011 Recently closed

Accounts Receivable Customer Survey

To receive feedback directly from our customers and use where possible to improve the service provided

01/04/2011 31/03/2012 Draft

Accounts Payable Survey To receive feedback on our service directly from our suppliers and where possible improve the service

01/04/2011 31/03/2012 Draft

Engagement title Purpose Start date End date Status Resident Association & Conservation Area Advisory Panel Questionnaire

To review the removal of the automatic referral of a planning application when an objection is received from an RA/CAAP.

28/03/2011 09/05/2011 Recently closed

Big changes conference To inform residents about proposed revisions to social housing policy.

17/03/2011 17/03/2011 Closed

Croydon Controlled Parking Zone (CPZ) North permit zone (Northern area) proposed increased operational hours

To consult on the increase of operational hours of the North permit zone for certain roads in the Croydon University Hospital area.

16/03/2011 06/04/2011 Closed


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Croydon Council Communications Benchmark Survey

Quantitative research that will provide benchmark data against which to measure changes in a number of key areas, specifically: residents' views on how well informed the council keeps them about services and benefits; how residents obtain information, their preferred channels and frequency; levels of satisfaction with the opportunities to participate in decision-making provided by the council.

15/03/2011 05/04/2011 Recently closed

Housing disability panel The panel meets three times a year and provides tenants and leaseholders with a forum in which housing related disability issues can be raised

15/03/2011 15/03/2011 Closed

Community Safety Strategy To seek the public view on what concerns them most about crime and anti-social behaviour locally

02/03/2011 30/03/2011 Closed

Housing and Council Tax Benefits Customer Surveys

The purpose is to find out customer satisfaction among the housing and council tax benefit customers in Croydon and also ask them for their feedback on how we can improve the service to them. Feedback and results with the be used to measure the service and to make outcome based changes to improve the customers experience and reduce avoidable contacts.

01/03/2011 01/04/2011 Draft

Local Implementation Plan (LIP) Consultation

To prioritise LIP objectives and identify additional challenges and opportunities facing Croydon.

23/02/2011 04/04/2011 Recently closed

Growing a bigger stronger society - The Big Debate on the Big Society

The consultation is designed to help shape Croydon's future big society programme. The consultation outcomes will feed into the development of the strategy which will be available January 2012.

28/01/2011 30/04/2011 Closed

Housing sounding board satisfaction survey

Consulting Council tenants and leaseholders registered on the housing sounding board on their satisfaction levels with various housing services.

07/01/2011 04/03/2011 Closed

Engagement title Purpose Start date End date Status Revenues Customer Satisfaction Survey

To gauge customer satisfaction and find out what improvements our customers would like to see, as well as their preferred method of contact The results form part of outcome-based improvement plans, linking to staff, process, access to information etc

01/01/2011 31/03/2011 Draft

Library Building Network Public Consultation

To seek public views and feedback on proposals to close some libraries.

20/12/2010 20/02/2011 Closed

Taxicard Scheme Consultation Survey 2010

To consult our taxicard scheme members and support groups to seek their views about the future of the scheme.

09/12/2010 11/01/2011 Closed


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Shaping Up - review of youth services

review of youth service provision in Croydon

02/12/2010 06/01/2011 Draft

Council Leaseholders Survey To measure the satisfaction of Council Leaseholders with the service charge team, To find out what further information Leaseholders would like with their Annual Service Charge Invoice.

01/12/2010 11/02/2011 Draft

Neighbourhood Services Satisfaction survey 2011

Customer satisfaction with Housing Neighbourhood services (caretaking and neighbourhood wardens)

01/11/2010 03/01/2011 Closed

Customer satisfaction with planned maintenance improvements 2010-2011

Customer feedback on Planned Maintenance and Improvements on Council Housing stock

01/04/2010 31/03/2011 Closed

Croydon Translation & Interpreting Service customer satisfaction surveys

to provide an opportunity for our customers to tell us how we are doing. Surveys are done on a quarterly basis via an e-mail link sent to all customers. Customers are contacted for further information when negative results are submitted

01/04/2010 31/03/2011 Recently closed

Ongoing customer satisfaction survey - concessionary travel service

To actively seek feedback from customers of all three concessions regarding their experience of contacting the travel service, to monitor satisfaction levels quarterly and to seek comments about changes or improvements customers would like to see. Results to be published internally and externally and will be used for service planning.

01/04/2010 31/03/2011 Closed

Status key:

Status Meaning

Draft The e-form has been completed however this engagement has not been approved to go live on the public website or is happening in more than 65 days.

Proposed This engagement has been approved and is happening within 65 days - this information will be displayed on the external calendar.

Current This engagement is happening now - this information will be displayed on the external calendar.

Recently closed This engagement is in the past. Awaiting feedback information to be loaded. Closed This engagement is in the past and has feedback information assigned to it.

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