Making New Council the way we do things around here A summarised version of the New Council Target Operating Model

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Introduction The council is changing – this document has been produced to help you understand the changes we need to make to become a New Council. Our aim is to build an organisation which supports individuals and communities to do more for themselves and each other, protects and empowers vulnerable people and focuses available resources on things that only the Council can do. This document supports our strategic vision for New Council into a more practical description of how the Council will work. It is designed to make it easier to understand how we are changing and cites real examples of what New Council will mean in practice for our residents, staff, councillors and partners.

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Council-wide capabilities

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In order to be a New Council, there are a number of things that the Council needs to be capable of doing. The following section provides a view of the ten, core capabilities that the Council needs to have and provides examples of what they will mean in practice.

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3. successfully facilitates and enables individuals and communities to do more for themselves and each other.

1. protects vulnerable people with a consistent focus on prevention and early intervention across all service areas. (EIP Theme).

4. has effective access channels in place that best meets user requirements and expectations.

5. continuously uses intelligence, insight and data to inform service design and improvement.

6. routinely collaborates with public, private and third sector organisations to deliver shared ambitions for Kirklees and the wider region.

7. understands the cost-benefit of all services, whether delivered directly, or via third party providers.

8. has staff with the skills, behaviours and competencies needed to be modern, flexible and productive.

9. has standardised and integrated corporate processes and centres of excellence in core functions.

10. innovates and develop new delivery models, including more commercial models, to best meet the outcomes it aims to achieve.

2. creates the conditions where businesses and wealth grow naturally and are retained in the district. (ER Theme)

We want to be a council that...

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New Council:

protects vulnerable people with a consistent focus on prevention and early intervention across all service areas (EIP theme).

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Key worker

School

Council

Probation

Mental Health

We’ll adopt a key worker and locality based model, reducing duplication and costs, helping us manage demand.

We’ll launch an all age disability service, improving continuity and outcomes .

We’ll support people to stay healthy and independent for longer – delaying or reducing need for social care.

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2 creates the conditions where businesses and wealth grow naturally and are retained in the district (ER theme)

Business: • Universal online offer via

Business Hub • Focus on priority sectors • Supporting business

growth

Place: • Focus on town centres

and major developments

• Visioning and master planning aligned to city region.

People: • Coordinated

employment, training and development

• Increasing business investment in local jobs

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has effective access channels in place that best meets user requirements and expectations.

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The Council’s website will support 80% of transactions ( non complex, high volume).

New Council:

Regardless of method, the customer experience will be consistent and integrated.

Phone and face to face channels will support more complex enquiries, and people who need support.

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successfully facilitates and enables individuals and communities to do more for themselves and each other.

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We will recruit and develop more volunteers, targeted at priority outcomes where they can make real impact.

We will provide communities with the tools to do more things for themselves.

The New Councillor Programme will support councillors in their work to change the relationship with communities.

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routinely collaborates with public, private and third sector organisations to deliver shared ambitions for Kirklees and the wider region.

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New Council:

We ‘ve moved from talking to doing. We more routinely co-locate, jointly commission and have multi-disciplinary teams.

Collaboration is expected of staff at all levels of the organisation – internally and externally.

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continuously uses intelligence, insight and data to inform service design and improvement.

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We’ll routinely gain feedback from service users and involve them in service design.

We’ll more easily analyse and combine data, identifying trends and predictively modelling demand.

Data will be used as a key corporate resource to inform service delivery and target resources to best effect.

INTELLIGENCE

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has staff with the skills, behaviours and competencies needed to be modern, flexible and productive.

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All council employees live our values and behaviours, and benefit from clear expectations.

We have a culture of continued learning and development

New Council:

We’re improving management practice – to get the very best out of our people.

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6 understands the cost-benefit of all services, whether delivered directly, or via third party providers.

Assess Plan

Do Review

All services understand the outcomes they need to achieve and robustly report progress against them, focussing on impact.

Managers understand their cost of service delivery, cost drivers and unit costs as appropriate.

Corporate performance processes effectively support services to measure what matters and drive change.

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10 innovates and develop new delivery models, including more commercial models, to best meet the outcomes it aims to achieve.

All staff are encouraged to innovate and identify new ways of doing things.

New Council:

The Council maximises income from traded service, which operate on the basis of full cost recovery as standard.

We have explored other options for new delivery models – shared services, trusts, regional working etc.

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9 has standardised and integrated corporate processes and centres of excellence in core functions.

Staff and managers are able to self-serve for a larger number of common transactions (80%).

We’ll continue to develop systems that support organisational efficiency, and invest in new systems that support us to be paper-lite, mobile and agile etc.

We’ll further standardise and centralise key corporate processes.

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The 5Ps If we think of our New Council as being made up of a number of cogs in a wheel – we can break these down into five components: our People, Platforms, Products, Policies and Processes. These are commonly known as the 5Ps. This section aims to explain the way that our New Council will work across the 5Ps. It echoes the information in the Capabilities section and uses examples of real life changes that managers have agreed to make within different service areas.

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People – working with our staff, councillors, residents and

partners

We will develop a clear Organisational Development Strategy, setting out the organisational culture that we need in New Council. Managers will focus on outcomes and be skilled at using data and intelligence to inform service design and delivery, including good demand management.

An increasing number of staff will manage volunteer and community involvement. We will provide training and development to support people do this effectively.

INTELLIGENCE

New Council Managers will be supported to use a coaching approach to manage and develop staff, and be offered a tailored development programme to meet their needs.

The New Councillor Programme will help councillors achieve their changing roles effectively in our New Council and the wider community.

We’ll develop a framework to improve workforce flexibility to enable staff to work across services/directorate boundaries, for example: job swaps or temporary relocations

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Process – changing the way that we do things everyday.

Decisions in New Council will be intelligence and evidence led. Staff and managers will be able to easily access information that helps them to do their jobs effectively, and a centralised, corporate ‘hub’ will act as a Centre of Excellence for data and intelligence. A process for identifying the full costs of service delivery, budget planning and modelling will give managers a better picture of the true costs of delivering their service and help them to manage costs and savings.

We will make better use of SAP by rolling out more self-service functions such as recruitment, absence management and performance management. We will do more to streamline and join up back office processes, to reduce duplication, increase efficiency and reduce costs.

INTELLIGENCE

Assess Plan

Do Review

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The Council will implement an internal commissioning discipline , where services are commissioned to deliver against defined outcomes, and report on the delivery of outcomes in accordance with an agreed performance framework.

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Products – how services will reflect our vision for New Council

We’ll continue to increase the number of volunteers, and the quality and scale of volunteering activity, within the council and in our communities.

A better understanding of people’s lives will help us redesign services to save money, better manage demand and respond better to complex needs.

We will develop services that seek to improve services for local people at the same time as reducing costs. An example of this is the All Age Disability Service.

We’ll develop new, online services that enable individuals to self serve and support themselves. These types of services also help to reduce costs and reach more people.

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Platform – how our buildings and IT will support New Council

Most people will interact with the council using a digital self-service approach. Face to face and telephone access will be redesigned so that the most vulnerable can have the extra support they need.

We’ll support people to do more for themselves and each other by developing online tools like Comoodle, an app for volunteering and a database of community groups, training opportunities, and other information and support.

The Council’s buildings and estate will be used to support its priority outcomes and vision for New Council. Services will focus on the delivery of outcomes, not the retention of buildings.

The Council’s website will support 80% of transactions (non complex, high volume) and be the principal channel for service delivery.

Mobile technology will be supported for both staff and residents, and apps will be developed that provide services through social media channels.

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Policy – how our policy and strategy will support New Council

The Council will understand who its key partners are and work with them and service users to develop new solutions to problems facing Kirklees . We’ll collaborate with the third sector and businesses in commissioning, increasing innovation and seeking one solution that delivers all our outcomes, at less overall cost. Service delivery will be supported by a clear performance and accountability framework, which focuses on measuring progress towards the achievement of outcomes.

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Instead of reinventing the wheel, the Council will routinely looks across and outside of the organisation for existing policy and practice that is tried and tested.

The performance framework for senior managers will set clear expectations, with appropriate mechanisms for reward and recognition.

The council’s HR policies will support council staff to work in modern and flexible ways. This will be supported by a proactive working relationship with trade unions and robust equality and diversity policies.