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CUSTOMER MANAGEMENT PROJECT

IMPLEMENTATION PHASE

Argyll and Bute Council

Process for Change Programme

« Consistent, Convenient, Efficient Customer Care »

Project Initiation Document

Version 1.0, April 2010

Bob Miller


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Table of Contents

1. Project Initiation Document History 3

1.1 Document Location............................................................................................................................... 3 1.2 Revision History............................................................................................................................... 3

Revision 0.1 .......................................................................................................................................... 3 1.3 Approvals ......................................................................................................................................... 3 1.4 Distribution....................................................................................................................................... 4

2. Introduction 5

2.1 Purpose of Document............................................................................................................................ 5 2.2 Background.......................................................................................................................................... 5

3. Project Definition 6

3.1 Aims and Objectives ........................................................................................................................ 6 3.2 Project Scope......................................................................................................................................... 7 3.3 Project Dependencies ............................................................................................................................ 7 3.4 Method of Approach ............................................................................................................................. 8

3.4.1 Project Team – Roles, Responsibilities and Resource Requirements ..................................... 8 3.4.2 Project Assurance ................................................................................................................. 10

3.5 Project Deliverables and Associated Timescales ................................................................................ 10 3.5.1 Process Improvement Stream................................................................................................ 13 3.5.2 Web Services Stream ............................................................................................................ 17 3.5.3 Customer Service Points Stream........................................................................................... 20 3.5.4 Training & Standards Stream................................................................................................ 24 3.5.5 Project Stage Reviews........................................................................................................... 26

3.6 Project Outcomes & Benefits Realisation – Recognising success ...................................................... 28 3.6.1 Benefit Realisation................................................................................................................ 28 3.6.2 Quantifying the Benefits ....................................................................................................... 31 3.6.3 Managing the Benefits .......................................................................................................... 31

4. Stakeholders & Stakeholder Communication 31

6.1 Communication Analysis and Plan ..................................................................................................... 32

5. Budget 38

6. Quality Plan 38

6.1 Quality Expectations ........................................................................................................................... 38 6.2 Quality Criteria.................................................................................................................................... 38

7. Project Plan, Risks & Issues 39

7.1 Project Plan ......................................................................................................................................... 39 7.2 Project Risks ....................................................................................................................................... 39 7.3 Project Issues....................................................................................................................................... 39

8. Project Governance & Control 40

8.1 Governance ......................................................................................................................................... 40 8.2 Control & Change Control .................................................................................................................. 42 8.3 Configuration Management................................................................................................................. 43 8.4 Tolerances ........................................................................................................................................... 43 8.5 Exception Process ............................................................................................................................... 43

9. Acceptance Criteria 44

10. Impact on Equality and Sustainability 44

Appendix 1 Project Plan – Year 1 Milestones 1

Appendix 2 - Project Issues Log 2

Appendix 3 - Project Issues Log 8


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1. Project Initiation Document History

1.1 Document Location

The source of the document will be found on the I drive PfC Implementation folder, Customer Management Project sub folder and on Sharepoint.

1.2 Revision History

Revision 0.1

Revision date

Previous revision date

Summary of Changes

Changes marked

10th February 2010

First Issue First draft for issue to the Programme Manager & Senior User for comment.

N/A

16th February

2010

10/02/10 Comments from Programme manager and Senior User incorporated.

No

31st March 2010

16/02/10 Input from Project Board and to reflect new Board Governance

No

19th April 2010

31/03/10 Final sign off from Project Board having incorporated minor changes

No

1.3 Approvals

This revision of the document requires the following approvals.

Name Signature Title Date of Issue

Version

Morag Brown N/A first pass PfC.Programme Manager 11th Feb 2010

0.1

Morag Brown PfC.Programme Manager 16th Feb 2010

0.2

Judy Orr CM Project SRO 1st April 0.3


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2010

Douglas Hendry CM Project Sponsor 19th April 2010

1.0

1.4 Distribution

This document has been distributed to:

Name Title Date of Issue Version

Douglas Hendry Project Board (Chair) & Sponsor

1st April 2010 0.3

Jane Fowler SRO 1st April 2010 0.3

Charles Reppke Project Board 1st April 2010 0.3

Donald MacVicar Project Board 1st April 2010 0.3

Judy Orr Project Board 1st April 2010 0.3

Donald Brown Project Board 1st April 2010 0.3

Angus Gilmour Project Board 1st April 2010 0.3

Elspeth McNiven Project Board 1st April 2010 0.3

Lynn Finlay Project Board 1st April 2010 0.3

Morag Brown Programme Manager 1st April 2010 0.3

Mhairi Renton Senior User 1st April 2010 0.3

John McVey Project Team 1st April 2010 0.3

Gavin Boyd IT Services 1st April 2010 0.3

Gerry Wilson IT Services 1st April 2010 0.3

Agnes Fleming Workforce Deployment 1st April 2010 0.3


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2. Introduction

The Customer Management Detailed Design Stage Full Business Case was submitted to Council on 22nd December 2009. Approval was given by Council to proceed to implementation of the Customer Management Project and a Project Manager was appointed on 11th January 2010.

The project is part of the Process for Change Programme that will run for the next four years and while this Project Initiation Document (PID) reflects that long term horizon, its detailed focus is on the Customer Management Project’s deliverables for the year ahead.

2.1 Purpose of Document

a) To set out the aims, objectives and outcomes of the implementation phase of the Customer Management project;

b) Define the scope of the project and in particular its year 1 deliverables;

c) Set out the activities, resources and responsibilities;

d) Set out the arrangements for governance and management of risks, issues and dependencies

e) Specify how benefits will be tracked and reported.

2.2 Background

The Shared Services Diagnostic Project allowed the Council to identify opportunities to improve efficiency and service quality through changes to the way the Council operates. The Process for Change (PfC) programme analysed areas for improvement at High Level Design during the period October 2008 to March 2009 and further refined this work into a full business case during Detailed Design from April to December 2009.

Approval of the PfC business case in December 2009 mandated the implementation of two council wide projects:

1. Customer Management

2. Workforce Deployment.

There are dependencies between the projects but this PID refers specifically to Customer Management, which has four distinct but related streams:

- The Process Improvement Stream

- The Web Services Stream

- The Training & Standards Stream


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- The Customer Service Points Stream

3. Project Definition

3.1 Aims and Objectives

The aims for the Project as specified in the Business Case are to deliver:

- more responsive, easier to access customer service by increasing the choice of access channels, the range of self service processes, transactions and resolving more enquiries first time

- a more customer focused organisation through improved training, implementing customer driven standards and visible performance measurement

- improved quality of customer care through consistent, streamlined and joined up service delivery

- efficient customer service through enabling technologies, the shift to cost effective channels, reduction in complaints and handoffs and the freeing up of specialist resource capacity to focus on complex work for customers.

This is summarised in the mission statement for the project:

Consistent, Convenient, Efficient Customer Care

The Objectives of the Project will be delivered through its four Streams:

The Process Improvement Stream’s objectives are to re-engineer and streamline a range of administrative and information gathering tasks, to leverage the investments already made in the Customer Service Centre and implement a new corporate complaints system, electronic appointments service and Members Portal. This will free up specialist resources, reduce hand offs, improve access to services and improve process efficiency.

The Web Services Stream’s objectives are to introduce a new web content management system, recruit additional expert web development resource and deploy them to improve the quality, scope and transactionality of the council’s website and intranet. This will significantly increase the cost effective and convenient customer self service channel and promote the ‘one council’ ethos.

The Training & Standards Stream’s objectives include the launch of the new Customer Charter, underpinned by a performance management regime to promote Service accountability, together with the roll out of a new customer service qualification to help equip employees to meet the challenging standards. This will reduce complaints and enhance response times and consistency of the quality of service delivery.


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The Customer Service Points Stream will see the ‘soft upgrade’ of the council’s network of nine CSPs to harmonise signage and information provision, a longer term review of CSP facilities beginning with the relocation of the Oban CSP and a reorganisation of customer facing employees to provide a more flexible resource pool and clearer line management. New technology such as interactive Videoconferencing will be introduced to ensure equal access to services in remote locations.

The Business Case detailed cashable savings of £737k (NPV) over five years derived from process efficiencies and the shift to less costly channels for serving customers. It is anticipated that the outcomes of the project will also significantly enhance the council’s Customer Results in the PSIF quality framework.

3.2 Project Scope

The Customer Management Project encompasses:

• all channels of customer contact with the Council

• any customer, citizen or business who contacts the council

• all council services including those that are not council facing, for example the Intranet upgrade will affect all IT enabled employees

• Elected Members, particularly in respect of the Members Portal, reduced complaints from constituents and enhanced local service point facilities

• Those partners who share customer facing facilities such as customer service points

• Other councils and organisations willing to share best practice and experience related to the project

3.3 Project Dependencies

The Customer Management Project has a dependency to the Workforce Deployment Project for the new appointments system, which will also be shared by Workforce Deployment for the booking of rooms and resources. Certain technology elements of mobile working will also be shared such as the text reminder service and the solution tool for allowing mobile workers to work with the Lagan CRM system and/or their back office systems while on the move.

Both these projects share a dependency to the office rationalisation programme in respect of the Municipal Buildings at Oban which is planned to become a new Customer Service Point and Workforce Deployment site. The future of a number of CSPs will be reviewed as the office rationalisation programme develops in each Area.


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The current ICT modernisation programme is a key enabler for a number of elements of the project, which will take advantage of improvements such as IP telephony, MS Outlook diary capabilities, enhanced videoconferencing facilities and the Live Meeting application.

3.4 Method of Approach

3.4.1 Project Team – Roles, Responsibilities and Resource Requirements

As noted in section 3.1 the Project will be managed as four streams with team members allocated relevant roles and responsibilities within each stream. In addition to direct project team members, work packages will be allocated to subject matter experts who will undertake specific tasks related to specific deliverables.

The following table indicates the relevant resource required to achieve goals in year 1 of the project and is in addition to the governance resource detailed at section 8.1 below.

Name Title Responsibility Resource

Bob Miller Project Manager

Overall control of Project and responsible for delivery to time cost and quality.

1.0 FTE

Mhairi Renton

Senior User & CSC Manager

Assuring that processes migrated to the CSC, online services that affect the CSC and customer service training solutions for frontline employees are fit for purpose. Acting as the customer champion for council wide customer service improvement developments.

Mhairi will lead on the Process re-engineering and Customer Service Points Project Streams.

As required

To be recruited.

Project Team Support

Assisting with BPR activities, the development and implementation of new systems and services into the CSC and progression of tasks in the other streams.

2.0 FTE

To be recruited.

Project Team

(ICT)

System development and integration using the new integration tools to ensure joined up flow of data between the CRM, Web and back office systems.

1.0 FTE


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Web Manager

Lorne MacBrayne

Project Team

(Web Team)

Website Strategy, content management system (CMS) and content migration, online self service, web accessibility, Intranet development and management of the Web Team

Lorne will lead on the Web Development Project Stream.

1.0 FTE

Web Developer

TBA

Project Team

(web team)

Web content production, management and migration, intranet development, web related integrations.

2.0 FTE

John McVey Project Team

(ICT)

ICT lead and liaison point for the project across all streams e.g. CMS, videoconferencing, mobile working

0.5 FTE

Jennifer Gilchrist

CSC Team Ensuring the smooth operational migration of processes into the CSC and the up skilling of CSC and CSP employees

As available

Douglas Renton

CSC Team Contributing to Process and Web streams where these affect the CSC and Lagan CRM .e.g. Members Portal, Appointments

As available

TBA L&D Co-ordinator

Contribute to the Training & Standards Stream, in particular the launch of the new CS Qualification

As required

Gavin Boyd IT Services Member of Project ICT Group and lead on citizen account, CMS Develop Specification Document for Web Content Management System and contributing to website development

Gavin will lead on the ICT Enablers Stream of the project.

As required

Gerry Wilson IT Services Ensure the impact of ITC Project developments that affect the Infrastructure are fully evaluated and appropriate solutions developed e.g. server side support for the new CMS

As required

Margaret Moncur

Finance Finance lead for project budget management and capture/recording of

As required


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cashable benefits

Janet West Comms Team

Provide communication advice & support to the project, develop specific communication products as directed e.g. Customer Charter posters

As Required

Fraser Harper

Property & Facilities

Facilities

Service

To provide property related advice and support to the project, particularly in relation to upgrade and harmonisation of CSP facilities

As Required

As Required Consultancy To assist and inform project design & build activities, but the principle will be to grow our capability through training and cross skilling.

Maximum 40 days

Change Agents

All Services

To assist with various cross cutting initiatives e.g. migration of services to the web, BPR for services in scope and to ensure back offices benefit efficiencies are realised.

As required

3.4.2 Project Assurance

Morag Brown, PfC Programme Manager will ensure project is continually aligned to the objectives of the Transformation Programme. Judy Orr is Senior Responsible Officer accountable for ensuring the outcomes are delivered and that stakeholder are using the outcomes to realise the benefits. Progress will be monitored via fortnightly update reports and regular project board meetings. See section 8 below for detailed information on project governance and control. A staged approach to project control will be taken with stage reviews at key points in the project lifecycle. The year1 stage reviews are noted in the Project Milestone Plan at Appendix 1.

3.5 Project Deliverables and Associated Timescales

The tables below summarise the deliverables specified in the PfC Business Case mandated by council on 22nd December 2009, with a specific note of those scheduled for each of the four project streams over the next year. An updated set of deliverables will be specified for each one year horizon over the next four years.


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Some additional outcomes have been added to the scope of the Project since the business case was agreed and these are flagged as change requests for approval by the Board.

Each of the four main project streams and the ICT enabling stream has a lead officer, with the Project Manager ensuring overall progress against plan.

See Appendix 1 for graphical representation of key milestones and stream leads.

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3.5.1 Process Improvement Stream

Page 334, paragraph 6.4.17 of the Customer Management Business Case detailed the recommendations for this work stream and the outcomes of level 1 BPR exercises form the starting point resource for implementing them:

No Deliverable Title Year 1 Deliverable Description Constraints and Dependencies

Implementation Date

P1

Licensing processes that come under the EU Services Directive

The EU Services Directive requires local authorities to offer the facility for a range of licensed activities to be applied for entirely online, although face to face provision will also be required.

A national portal has been set up with eforms for each of these services and the project will link to that portal and ensure applications made via it are routed to the back office and that fee payments can be taken.

THIS IS AN ADDITION TO SCOPE – CR Required

Dependency on Capita completing work to link payments engine to national ELMS portal.

Dependency on business teams providing information on license reqs.for the website.

30th April 2010

P2 Members Portal Implement a specific module within the Lagan CRM system to allow Members to log enquiries and complaints on behalf of constituents, with appropriate security, training and ward based management information.

Is a collaborative national initiative therefore requires sign off by other councils and the Improvement Service

w/c 21June 2010


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P3

Corporate Complaints System

Implement a system and procedures to provide a consistent and controlled approach to handling and reporting Corporate Complaints at stages 1-3. This is an important enabler for CS improvement through root cause analysis of failure demand and will be crucial for measuring elements of the customer charter.

Existing processes only capture Stage2+_ complaints, this requires services to log Stage1 complaints onto the Lagan system

w/c 28 June 2010

P4

Free School Meals, EMA and Clothing Grants.

Implement single shared assessment for these benefits using Lagan, eBenefits and SEEMIS in time for the July/August new school year application period.

Potential requirement for NDL integration Tool

19th July 2010

P5

Registration As Registration employees will report through to the CSC Manager it is appropriate re-engineer processes and use Lagan CRM to simplify and control the process and web based eforms to encourage the public to move towards electronic channels and self service.

Requires line management change as part of the Modernisation Prog.

w/c October 4th 2010

P6 Social Work General Enquiries including identification of and referrals to Duty Workers and Occupational therapists, Low Cost Equipment referrals and logging of basic information on the Carefirst System.

Requires back office integration between Lagan and Carefirst so there is a dependency on NDL integration.

w/c1st November


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P7 Appointments System Creation of a system that allows customer service advisers to book an appointment and a venue for those customers wishing to speak with a subject specialist. This is a requirement from the Customer Charter.

Dependency to the Workforce Deployment Project who will share the system for room booking and hot desking.

w/c 5th December

P8

Social Work Blue Badges Application

Re-engineer to eradicate cumbersome payments process and provide immediate provision and renewal of Blue Badges for automated categories.

Remove the requirement to inform the police of lost Badges and the 4 week delay to the applicant.

Replace the Spreadsheet for monitoring progress with either immediate issue or Lagan Cases.

Eradicate the hand written receipts, spreadsheets and Journals for payments – replace with Cash Receipting.

Will be completed after the core integration to Carefirst.

January 2011

P9 Mobile Working Pilot The NDL mx Tool will allow real time issue of jobs logged in the CSC on Lagan CRM to be issued to workers in the field and for them to update or close cases off. A pilot is to be held to trial the new technology.

Dependency on implementation of NDL integration tool and Lagan mobile solution.

February 2011


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P10

Planning Enquiries & requests.

Ease pressure on Planning and Building Standards Officers by dealing with simple and administrative enquiries.

Request Forms, Copy Document requests and Progress Checks, Information Provision e.g. re Objections & Enforcement

Moved back from original business case plan to prioritise Social Work integration. Planning already has a significant online presence.

March 2011

Golden Numbers As processes are assimilated into the CSC customers will be provided with a golden number to help route the call to trained advisers. Gradually hundreds of extension numbers will be replaced with a small number of golden numbers. This will help achievement of standards set out in the Customer Charter.

Call volume measurement is to be put in place to track shift in front office calls to CSC.

Ongoing as processes are re-engineered into the CSC to take front office enquiries

Year 2 BPR Targets

Education – Life Long Learning Enquiries

Leisure - Sports Pitch Bookings

Produce future plan setting out requirements for years 3&4.

Moved from Yr 1 to prioritise EU Services Directive processes and Social Work.

2011/12


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3.5.2 Web Services Stream

Page 316, paragraph 6.1 of the Customer Management Business Case details the recommendations for this work stream with web strategy information contained in the Appendix 5 SOCITM Report.


Implementation Date

W1 Recruit Web Manager New Web Manager required to lead Web Team. Recruitment and job evaluation process.

COMPLETED

Lorne MacBrayne is new Web Manager

W2

Implement Self Service Portal

The Lagan Self Service Portal allows customers to log service requests online and these flow directly into the Lagan system without mediation by CSC staff. The online requests become cases issued to back office teams for action and customers can track progress online.

Authentication and skills transfer form Steria consultants to be resolved.

w/c 6th June 2010

W3 Web Developers Recruited

Develop Job descriptions etc. and recruit two web developers to progress the web strategy detailed in the SOCITM Report.

Lead times to recruit, equip and train appropriately skilled people.

w/c 13th June 2010

W4 Online Complaints Develop an Online Complaints function within the SSP to allow customers to log Stage 1 complaints into the new Corporate Complaints System

Dependency of P3 above

w/c 28 June 2010


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W5

Content Management System Procured

Scope, test and procure implement a new content management system with associated infrastructure and service support. To be used as the platform for the new Council web site and corporate intranet.

Successful trial of preferred open source solution required before implementation can proceed.

w/c 28th June 2010

W6 Review and improve editorship and content production arrangements

Web Management Strategy

Following the council re-organisation and implementation of the new CMS new arrangements will be needed to ensure the services have sufficient numbers of appropriately trained page editors to produce and maintain topical and relevant web and intranet content. Governance arrangements and quality standardisation approaches also to be reviewed.

Gaps in page editor Service coverage to be identified following reorganisation.

26th July 2010

W7 Content Management System Implementation

Technically the new content management system on parallel infrastructure with associated service support and design support arrangements in place.

Requires old and new CMS systems to be operating in parallel for a time while content is cleansed and migrated.

August 13th 2010

W8

Produce Development Plans for new content & features for 1 year horizon.

Based on outcomes of public consultation and SOCITM Report recommendations a clear route map of new and improved features is to be presented for approval by the Project Board. Some can be developed for go live but most will take time to develop.

Development Plans to cover Web & Intranet.

Assumes web team fully in place.

September 10th 2010


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W9

Web Content Migration of existing content

Establish the web site structure for the new council website and migrate the existing content to it, weeding out of date content.

Ditto for Intranet following internal consultation on role, structure and features of the intranet.

Intercept and assimilation of the separate Education web site also needs to be planned to produce a one council solution.

Depends on W5 & W6 above. Summer A/L will stretch the migration period

November 5th 2010

W10 New Website & Intranet launched.

Will be separate events but new Website with migrated, cleansed content and new features and new Intranet to be launched. Old sites to be retained for a period as regression contingency.

Assumes testing and content migration is complete.

November 19th 2010


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W11

Develop Transactional Capability using Authenticated Services.

Introduce additional transactional functionality in support of the Process Improvement Stream by offering customers a personalised online account that contains their own basket of services, shortcuts and location specific information

Initially using the Self Service Portal and then capitalising on opportunities afforded by the new CMS and Lagan Citizen’s portal.

Work with ICT to intercept the National Citizen’s Account authentication framework.

Targets to be included in the development route map at W7 above.

Needs either a local or the national Citizen’s Account authentication system to be in place.

February 2011

Year 2+ Yearly Development Plan to be approved and implemented to improve content, transactionality and capability e.g. web 2.0.

2011/12

3.5.3 Customer Service Points Stream

Page 329, paragraph 6.3.24 of the Customer Management Business Case details the recommendations for this work stream.


Implementation Date


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C1

CSP facilities benchmarked

Facilities in each CSP need to be benchmarked against the standard agreed in the CM Business Case in order to identify gaps and so produce the Upgrade Plan at C3 below.

Return of information by employees in each CSP

26th April 2010

C2 Oban CSP Design Agreed

Oban Municipal Buildings was designated as the new Oban CSP in the CM Business Case. Property Services are to finalise a floor design that takes account of the requirements of WD and CM projects and the various building regulations.

Listed Building status and fire regs constrain the optimum layout. Need to submit to Planning by 7.May to achieve refurb dates.

7th May 2010

C3

Soft Upgrade Plan of 5 CSPs (to standardise facilities) agreed.

Signage, branding, contact boards, display of information e.g. customer charter, visual displays and range of information to be upgraded using a standardised template to promote quality and consistency. Plan informed by analysis at C1

Task C1.

£50k funding set aside must be sufficient.

11 June 2010

C4 Interactive customer videoconferencing for CSPs sourced.

Currently vision & voice VC is available at all CSPs however the council’s investment in Live Meeting and MS Office Communicator offers the potential to make this fully transactional e.g. ability to fill in forms for the customer and have them sign them during the VC, or take photographs for applications requiring these.

Assumes a cost effective solution can be sourced.

25th June 2010


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C5

CSP Opening Hours Standardised

As part of council’s reorganisation Registration staff to be collocated in CSPs, managed by senior Registration Officers who will report through the CSC Manager. To develop closer, more resource flexible working and so ensure no lunchtime closures.

Assumes re-alignment of Registration to report through CSC Manager and provide a more flexible pool of customer facing staff.

w/c 2 August 2010

C6

CSP soft upgrades complete.

Programme of soft upgrades to CSPs determined at C3 to be completed.

Capacity within property and Customer Services.

w/c 27 September 2010

C7 New Oban CSP Launch Strategy

Oban CSP to be relocated from Albany Street to Municipal Buildings and the tactical achievement of this move and its publication to customers need to be planned in a separate launch strategy agreed by stakeholders.

Note dependencies on Property & Workforce Deployment Projects

Work on refurbishing Municipal Buildings to be sufficiently advanced that launch dates can be planned with confidence

26th November 2010

C8 New Appointments System and Interactive VC live in CSPs

Go live in CSPs of the system that allows customer service advisers to book an appointment and a venue for those customers wishing to speak with a subject specialist. Also go live of interactive VC solution.

C4 & P7 w/c 5th December 2010


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C9

New Oban CSP Opened

New Oban CSP at Municipal Buildings opened to customers.

C8 above w/c 14th February 2010

CSP Customer Service Training

See deliverable 1 in Training & Standards Stream Below

Year 2+ Further rationalisation and upgrade of service points to improve accessibility, facilities and cost effectiveness. Will depend on Property & Workforce Deployment Projects e.g. Helensburgh CSP in 2012.


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3.5.4 Training & Standards Stream

Page 321, paragraph 6.2.6 of the Customer Management Business Case details the recommendations for this work stream.


Implementation Date

TS1 CS Qualification Start Up meeting held

The new professional qualification in customer service is sponsored by the Improvement Service who need to be engaged to set out the requirements, roles and responsibilities.

Availability of TIS Lead and ABC Stakeholders

08th March 2010

COMPLETED

TS2

Customer Service Charter poster and guide complete.

Design of the Charter posters for display in all offices and design of pocket guide for customers to be complete.

Communication Team design resource.

23rd April 2010

TS3

Customer Charter Performance Management Regime

The pledges in the Charter must be demonstrably measurable and the performance publicised internally and to customers. A system for measuring and tracking the charter pledges at a service and corporate level must be devised.

Performance Team input.

30 April 2010


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TS4 CS Qualification registration process complete.

To become an accredited training site for the ne CS Qualification ABC needs to complete formal registration with both the Administration Centre and the Online Learning service provider eCom. A number of prerequisites need to be fulfilled.

ICT compliance for elearning and resourcing of key roles e.g. Co-ordinator.

14th May 2010

TS5 Charter Products & Launch Strategy Ready

Customer Charter customer and employee products to be ready and launch strategy including PR approach to be ready.

Communication Team resource.

w/c 24th May 2010

TS6 Pilot of new CS Qualification

Soft launch and limited pilot of new CS qualification among Customer Service employees to learn lessons for the main council wide launch.

Recruitment of Coaches and Students. TS4 above.

w/c 7th June 2010

TS7 Customer Charter Launch

Official launch of the new customer charter and the underpinning performance regime.

TS5 w/c21st June 2010

TS8 CS Qualification Launch Strategy in place

Early feedback fro CS Pilot to inform launch strategy. Key learning and publicity products to be in place.

TS6 w/c 23rd August


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TS9

Introduction of a tiered customer service training approach

Implement the nationally recognised Customer Service Professional training programme in conjunction with the Improvement Service, with relevant resource and support arrangements.

Relaunch the Learn in Bytes customer Service module as part of a combined launch strategy with the Customer Service Professional qualification and promote this via the PDR process for relevant employees.

TS8 w/c 27th September

TS10 Q1 Review of Charter Performance Measures

To ensure the performance regime monitoring performance against charter is fully operable a Q1 formal review will take place.

TS3+5 w/c 13th December 2010

TS11 Q1 Review of CS Qualification Process

Formal review of pilot outcomes and success of qualification launch

TS6+9 w/c 16th February 2011

Year 2+ Ongoing monitoring of performance against Charter Standards with action planning to address areas of underperformance. Check customer awareness of the Charter. Continue to promote CS Qualification with a view to reaching target of 100 qualified employees.

3.5.5 Project Stage Reviews

Stage Reviews will be undertaken at key points in the year1 Project lifecycle to ensure the project is still valid and is ready for the next stage.

The Approval to move to the next Stage and to continue with the Project lies with the Project Board.


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S1 Project Inception Stage First Board Meeting following approval of the Business Case. New Project Manager to be in place and first draft of PID submitted to agree Yr1 Deliverables for detailed planning.

Appointment of Project Manager.

15th Feb 2010.

COMPLETED

S2 Project Mobilisation Stage Review

To ensure that the Project Team has been recruited, governance and control measures are in place and relevant stakeholders have been engaged and the Project is ready to begin delivering outcomes

Achievement of planned milestones

w/c 10th May 2010

S3

Benefits Readiness Stage Review

A number of significant outcomes will have been delivered so this review will ensure the benefits realisation processes and controls are in place to begin capturing the emerging financial and non financial benefits.


w/c 6th September 2010

S4 Finance Stage Review To ensure year 1 project finances are on profile and residual commitments controlled and to produce plans for year 2 to input to the annual budget planning round.


w/c 6th December

S5 Year 2 readiness review

To review year 1 progress against plan and agree year 2 deliverables and resources for the Project.


w/c 9th March 2011

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3.6 Project Outcomes & Benefits Realisation – Recognising success

3.6.1 Benefit Realisation

The Council’s adopted benefits realisation methodology is being used by the CM project. This methodology uses project outcomes as evidence events of the success of the project. The project outcomes below are an example of a tangible occurrence show the sponsor and stakeholders that their expectation has been met and were identified. The outcomes were approved during the high level design phase.

RECOGNITION EVENT

ID NO

What will tell me that expectations/success has been met?

PROCESS IMPROVEMENT STREAM OUTCOMES

NO 1 1

I speak to a customer focus group and customers show me that they are able to contact the Council in the way they choose – e.g. e-mail, telephone, text, web, personal visit.

2

I speak with a customer focus group and customers show me that their requests for service are largely dealt with first time. They are confident that they will not need to repeat their requests and know when their requests will be met. Depending on the request, they show me that they have received confirmation that it has happened.

3

I go to the CSC and assistants show me how they deal with an increasing variety of different service requests. They show me that most of the queries are dealt with immediately and accurately. I see that staff knows what they can and cannot deal with. Matters they cannot handle are dealt with according to well documented routes so that the query is referred to the relevant expert and the customer knows what is happening and can track it on line. The assistants show me that they have access to all relevant history of the customer query and I see assistants being proactive in seeking to solve customer problems.

4 I visit the CSC and the staff shows me how they adhere to customer service standards and that these standards are available to customers in hard copy or electronically.

5 I review a case and see that the customer has been advised of the outcome, “closing the loop”.

6

I speak with a customer who tells me that irrespective of the nature of their query, the request is either resolved immediately or it is immediately routed to the relevant professional resource, or an appointment is made with that resource. I observe staff in the CSC making appointments for customers with appropriate professional staff.

7

I speak to a customer who tells me that they know how to contact the Council through the CSC because they saw the sign with the branding. They tell me that they have seen or received communications explaining to them how to contact the Council and fewer numbers give access to more services (golden numbers).

8 I speak to customer who tells me how they have been impressed by the level and quality of service that they have received via the CSC.

9 I speak to the manager of a CSC who shows me that performance is continually monitored and is pro-active in addressing performance under-achievement.

10

I visit customer service staff who show me that they have a clear system for escalating and responding to customers who feel dissatisfied and can log all complaints so they can be analysed for business improvement purposes.


29

11 As a councillor I understand that when I take up a constituent's query or complain this will be done most effectively through by using the Members Portal.

12

I speak to a social worker who tells me that they now very rarely need to deal with routine enquiries. Their time is now spent on more complex situations that require specialist skills and experience. Routine enquiries are mainly handled by the staff in the CSC or the customer has found the answer themselves via the website or other media.

13

I speak with a customer who tells me that, when their complaint could not be resolved in the CSC, the assistant initiated the correct procedure to escalate the complaint. It was resolved within the specified time period.

14

I visit the CSC and speak with an agent who has access to all of my correspondence and e-mails as well as a record of phone calls. I am impressed that they have all the relevant information and I do not need to explain the history of my situation.

15

I speak to a user of the Torex Management System. They tell me that they are able to use the system to offer and book a resource that makes best use of available opening hours for customers. I see CSC staff directly allocating the most appropriate resource to meet the service request, e.g. street light failure goes straight to nearest maintenance engineer via his mobile device.

TRAINING & STANDARDS STREAM OUTCOMES

16 I talk with employees throughout the Council and am impressed by their commitment to, and knowledge of, the customer service standards and the Customer Service Charter.

17

I talk with employees throughout the Council and am impressed that, at both a corporate level and a departmental level, there is a focus on customer care. When I speak to employees across the Council, they demonstrate this by telling me they have been well trained in customer care, and know of the opportunity to gain a relevant professional qualification.

18 I speak with councillors and they consistently tell me they are happy with the Council's levels of service.

19 I speak with a councillor who tells me that the queries which the Council takes up on behalf of their constituents are dealt with in accordance with the specified standards.

20

I speak to a customer who tells me that they understand the customer service standards that A&BC has set. They have seen the Customer Service Charter on the website, in a Council office and in other recognised communication channels. They tell me that their experience of interacting with the Council reflects those standards and their expectations are met. It does not matter how they interact with the Council – the quality of service is the same.

21 I speak to a customer who tells me that they read the report of performance against the Customer Service Charter standards on the Council website/newspaper/other and understood the report.

22 I review the council’s Charter performance against standards over a period of time and I see that our performance is continually improving.

Web Services Stream Outcomes


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23 I speak with a member of the public who shows me that they can access Council information on the website. They show me that it is easy to navigate, attractively presented and that the information is up to date and accurate.

24 I see 'local view' incorporated into the Council Website

25 I view the website and find a large range of frequently asked questions that normally give me the answer I am looking for.

26

I speak to a customer who tells me that they have submitted a benefit application, applied for a licence or submitted a planning application all on-line. They tell me that the on-line system worked well and found it easier and more convenient than using traditional methods of interacting with the Council.

27

I speak to a customer who tells me they regularly check the Council's website to access information about a variety of Council services, including current leisure activities and local events. There is information about community events, local organisations, support networks and local voluntary organisations. The site links to community planning partners (police, NHS, HIE, etc.)

28 I speak to a customer who tells me that they are happy that they can now book and pay for a wide and increasing range of charges (e.g. planning and building control fees, theatre tickets, private pool hire, bulky item uplift charges, commercial rates etc.) on-line.

29 I speak to an employee and they confirm that the Intranet is their main medium for finding out what is going on in the council and regularly use the resources and guidance that is on the intranet.

30

A customer tells me that they have experienced consistent messages and communications about services from the Council, irrespective of the means by which they accessed the information. The website gives the same information as leaflets and customer services agents.

31

I speak to a customer who shows me their Citizens Account card that has enabled them to move house and transfer her council tax account, as well as giving them access to library and leisure services.

32 I speak with a member of the public who has lodged a service request with the CSC. They are pleased that the CSC gave them a reference number which enabled them to track progress of the request on the Council website.

Customer Service Point Stream Outcomes

33 I can easily recognise an AB&C Service Point through its branding.

34 I can visit any Service Point in Argyll and obtain full information on the complete range of Council services using my preferred means of accessing information.

35 I can make payments for any services at a Service Point.

36 I can discuss sensitive issues in private with a member of staff at a Service Point.


31

37 I can arrange a meeting at a Service Point with a professional officer (e.g. planning officer or social worker) during Service Point opening hours at a time to suit me and undertake this via transactional VC at Island CSPs.

38 I can visit a Service Point at lunch time to access the services previously only available during traditional office hours.

39 I visit a Service Point and can see most of the commonly used material on display. I ask about other material (less commonly accessed) and it is given to me in the preferred format.

40 I visit the well signposted new service point in Oban this autumn and am able to apply for and obtain a Blue Badge for parking and was able to discuss my disability qualification in a newly refurbished private room.

3.6.2 Quantifying the Benefits

These project outcomes above are used to identify the benefits which will be realised by the successful implementation of the project and they can then be categorised as cashable efficiencies or non cashable customer service improvements.

The Business Case identified a Net Present Value cashable saving of £738,000 over the 5 years of the project derived from a gradual saving of 12 FTE employees as a result of business process re-engineering (£1,060,400) and a further 9 FTE (£781,320) from the shift of 411k telephone calls to self service transactions.

3.6.3 Managing the Benefits

The business case makes it clear that cashable benefits will only be realised from actual reductions in staff. Service managers will therefore be required to quantify the staff saving from each BPR workshop event or outcome review and sign a formal agreement to release the cash saving once the re-engineering has occurred. Similarly the volume of self service transactions generated by the project will be quantified and costed up so that budgets in each benefitting service can be adjusted to take account of the efficiencies.

Finance has allocated Margaret Moncur to assist with this benefits management and a specific Stage milestone has been added to the plan to ensure the relevant benefit realisation baselines and processes are in place by September 2010. September 2010 will be the start of formal benefit realisation.

4. Stakeholders & Stakeholder Communication

As a corporate project, all services are deemed to be stakeholders represented by the Customer Management Project Board

More specifically for this project the key stakeholders are:

• Customers (citizens and businesses) – requirements will be analysed in detail through a number of focus groups


32

• Elected Members

• Employees

A Communications Plan has been developed at the programme level to promote general awareness of the Project and its linkages to the wider process for Change derived programme.

A number of the deliverables detailed at Section 3.5 above are communication related e.g. the launch of the Customer Charter and so will be undertaken as specific work packages and milestones within the Appendix 1 Project Plan.

6.1 Communication Analysis and Plan

The wider analysis of Project communication needs is included in the table below along with a Plan of the media and frequency to be deployed to each target audience.

Updates on communication activity will be included in the in the fortnightly project updates to Board Members.

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Stakeholder Examples of stakeholder Interest/Needs

Comms Outcome Methods Frequency

Elected Members

Financial Savings

Impact on public services, e.g. Customer Service Points

Public reaction e.g. to Customer Charter

Project on track

Members fully informed

Members consulted on public launches and press releases

Reduced potential for criticism

Committee reports

Briefings

Newsletters

Intranet

Committees

Regular updates and ad hoc briefings and consultations.

Transformation Board

Financial Savings, analysis and projections

Impact on services and on staff

Early identity of implications and risks

Risk analysis

Progress reports

Informed decision making

Advocates of Customer Care vision

Committed to leadership of customer service transformation

Committed to realisation of the benefits made possible by the CM Project outcomes

Reports / briefings

Board Meetings

Regular updates and meetings


34



HR Board Project progress assurance

Risk, Issue and Financial control assurance

Impact on services and on staff

Financial and non financial benefits analysis and realisation


Advocates of Customer Care vision

Committed to leadership of customer service transformation

Committed to realisation of the benefits made possible by the CM Project outcomes

Recognition of benefits and facilitation of change.

Prioritised to enable transformation and balance business as usual and capability for change

Fortnightly updates

Board Meetings

Decision papers

Stage reviews

Sub Groups e.g. ICT Sub Gp.

Regular updates and meetings


35



Heads of Service and 3rd Tier Officers

Service specific impact on service and on staff

Financial and non financial benefits and their realization

Analysis of staff reaction

Recognition of benefits and facilitation of change.

Input to effective change management and assessment of service capability for change – competing priorities

Clear communication with staff to ensure engagement and 2-way communication with the project

DMTs

Workshops

Cascade from Board members

Intranet Newsletter

& updates via email

Ad hoc during implementation phase

Intranet Newsletter Monthly

Event specific briefings e.g for launch of new Charter.

Staff (In and out of scope)

How will proposals affect their jobs

Impact on services they deliver

Details of how they will be involved in project

How they contribute to the benefits

Recognition of service benefits and engagement in achieving them.

Positive involvement in service improvement and transformation

Feedback to the Project and constructive 2-way communications.

Commitment to new methods of service delivery and their implementation.

Departmental comms

Team meets/ cascades

Internal Comms – ebulletins, postmaster

trade unions

Workshops

Intranet Newsletter

Monthly Intranet update

Work4ce piece quarterly

Ad hoc involvement and presentations during implementation phase

Event specific briefings e.g for launch of new Charter.


36



Trade Unions

Progress reports

Impact on services and working processes

Protecting and enhancing members’ jobs

How change will be managed

Organisational structures

Recognition of service and employee benefits and help to engage staff in achieving them.

Positive involvement of employees in influencing and delivering service improvement and transformation.

Commitment to new methods of service delivery and their implementation

Highlighting of risks, issues and constraints that affect safe, productive working.

Union representative on project board.

Early involvement of union reps at key stages.

Updates to Trade Union Liaison Meetings and EJCC

Expected outcomes and benefits communicated to staff and unions

Regular board meetings

Ad hoc updates and consultation at TUS liaison meetings as required.

Project Team Effective Project Management

Personal investment / credibility

Feedback from stakeholders

Analysis of customer and service-user needs and service provider capabilities


Co-ordinated and prioritized activity

Respond to feedback, take action or explain responses

Transactional emails

Business meetings and workshops

Copied into Project papers

Access to shared directory folders

Weekly teleconference

Daily as required


37



Customers Impact on services and how they access them

Worth the investment/upheaval

Recognition of benefits

Approval of investment

Protect and enhance Council’s reputation

Local media

Information at service points and home page of website

At event specific milestones and when issues arise

Community Planning Partners

Shared resources

Impact on services

Shared expertise

Share and benefit from improved services

Share and benefit from experience

Opportunities for Shared Services

Meetings with Community Planning Partners

Ad hoc meetings linked to specific outcomes e.g. new Customer Service Points.

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5. Budget

The Year 1 project budget was agreed in the PfC Business Case as follows:

Capital Spend £274,000 (Largely ICT costs)

Revenue Spend £241,200 (Largely employee costs)

Income -£304,000 MGF3 Funding

£ Benefits -£ 23,000 1 FTE equivalent at average salary from BPR

NPV benefit -£188,200

Section 7, Page 30 of the full business case has the detailed breakdown.

The Project Manager will agree a profiled annual project budget with Finance and report on spend against profile at the regular Board Meetings. An report detailing expenditure against profiled stage spend will also be submitted to each Stage Review Board meeting.

The SRO and Programme manager will approve all items of capital spend before any commit to buy is made.

6. Quality Plan

6.1 Quality Expectations

Approach

In accordance with best value principles

Deliverables The Business Improvement Team will be responsible for assuring the quality and availability of the major project products and the documentation underpinning the project.

Consultation Consultation with stakeholders must be comprehensive and facilitated by use of methods to record, quantify and analyse the outcomes of such consultation.

Standards Prince2 is the standard project management methodology employed throughout the project.

Installed equipment should meet relevant Industry Standards for safety and design and be accompanied by relevant certificates and documentation.

6.2 Quality Criteria

Project documentation will be in a consistent format using PfC standard templates and configuration management rules within shared directories and on Sharepoint.


39

Every work package issued will specify the acceptance quality criteria and all system releases will be subject to user acceptance testing. Subject matter experts will be consulted in the development and completion of key products such as communications, guidance and process maps. Customer input will be sought wherever possible on customer facing outcomes.

7. Project Plan, Risks & Issues

7.1 Project Plan

The Summary Project Plan for the year 1 horizon is at Appendix 1 and an updated revision will be presented to each meeting of the Project Board.

A detailed MS Project Plan has been developed and will be baselined once all planning meetings for each Stream are complete in April 2010. This will be the key feature of the Project Start Up Stage Review.

7.2 Project Risks

Project’s risks will be controlled using the Council’s defined risk methodology and reviewed at least fortnightly. The current Risk Log is at Appendix 2 and an update of those risks that have an inherent risk rating of 6 will be presented to each meeting of the Project Board.

Risk are categorised as:

Financial: Threaten project budget tolerances

Delivery: Threaten project planned deliverables or timescale tolerances

Quality: Threaten project quality criteria or quality of deliverables.

7.3 Project Issues

The Project Manager will maintain a full log of unresolved questions or matters that may materially affect the time, cost or quality of the project and this will be controlled using the Council’s defined issues methodology and reviewed at least fortnightly. The current Issue Log is at Appendix 3.

However it should be noted that in project management terms an issue is a risk that has impacted or something that may/has caused the project to breach its tolerances and as such these will be reported to the Project Board as part of the Risk Management strategy.


40

8. Project Governance & Control

8.1 Governance

Customer Management Project

Governance Arrangements

Programme Transformation

Board

HR & PfC

Strategy Board

Customer Management

Project Manager

Bob Miller

Workforce Deployment

Project Manager

Agnes Fleming

Programme

Manager

Morag Brown

OD PPG

(Members

scrutiny board)

Programme

Sponsor

Sally Loudon

Member

Sponsor

Cllr Walsh

Customer Management

SRO

Judy Orr

Workforce Deployment

SRO

Malcolm MacFadyen

Role Resource Key Responsibilities and Activities

Project Sponsor

Douglas Hendry

Director of Customer Services

§ To be accountable for successful delivery of the project – o achievement of desired outcomes o Realisation of expected benefits

§ Chairing Board meetings § Ensuring Project Board meets its remit § Providing progress reports to Council, Executive,

SMOG and SMT § Internal and external promotion of project § Liaison with Programme SRO/Manager and

Project Manager

Programme

Manager

Morag Brown § Overall management and first point of contact for

the PfC programme. § To actively manage programme risks, issues and

dependencies § Ongoing programme planning and management § Reporting progress to Programme

Transformation Board as appropriate


41


§ To represent the Programme to the council management forums

§ To tactically and operationally coordinate the programme with other modernisation l initiatives

§ To manage resources and budget § To manage the provision and quality of all

resources, sub-projects and services delivered

Project Board HR & PfC Strategy Board =

Douglas Hendry – Chair

Jane Fowler

Elspeth McNiven

Lynn Finlay

Judy Orr

Donald MacVicar

Donald Brown – Unison

Angus Gilmour

Charles Reppke

Mhairi Renton

Morag Brown

Agnes Fleming

Morag McNicol

§ To provide the ongoing Project mandate and investment decision

§ To provide visible leadership and commitment to the Project

§ To endorse and support the Senior Responsible Owner on an ongoing basis

§ Attendance at board meetings as scheduled; § Agreement on project manager’s responsibilities

and objectives; § Agreement of project plan, project PID’s and

ongoing update of plans; § Acceptance of all project products; § Provision of all resources and facilities required

by the project; § Agreement of milestone achievements; § Regular reviews of scope and the Business Case

and progress of benefits being realised, to ensure their continued alignment.

Senior Responsible Officer

Judy Orr § To be accountable for successful delivery of the

project – the driving force behind it § Successful achievement of agreed deliverables § Ensuring business owners use the deliverables

to realise expected benefits § Is empowered to direct the project overall, to

take decisions and resolve escalated issues § To own the vision for the project § To secure the investment for the project § To be the project champion, actively promoting it

within the organisation and among senior stakeholders


42


§ To manage key strategic risks

Senior User Mhairi Renton

Customer Service Centre Manager

§ Responsible for ensuring that project outcomes meet user needs and quality requirements

§ Responsible for coordination with CSC § Responsible for delivery of relevant CSC

resource to the project for the implementation of services into CRM

§ To be the voice of the customer in project decisions

Project Manager

Robert Miller,

Business Improvement Officer

§ Overall management and first point of contact. § To operationally manage the project, delivering

to the business case, coordinating and final delivery of all project products

§ To actively manage risks and issues § Ongoing project planning and management § Reporting progress to SRO and project board as

appropriate § To represent the project to the council

management forums § To tactically and operationally coordinate the

project with other Council initiatives, including management of interdependencies

§ To manage resources and spend § To manage the provision and quality of all

resources, sub-projects and services delivered § To operate the governance framework, including

management of benefits, stakeholders, risks and issues, resources, quality, planning and control.

§ To carry out regular reviews of the Business Case and Workforce Deployment project, to ensure their continued alignment

8.2 Control & Change Control

The Project Manager will hold regular (at least fortnightly) operational meetings with the Programme Manager and SRO to review progress against plan. A fortnightly Update Report and updated Risk and Issue Logs will form the basis of these discussions. The Programme Manager will include key elements of the Project Update Report in the regular Programme Update report to the Transformation Programme Board.


43

Regular Project Board Meetings will be held with a structured agenda to cover each workstream and its related risks, issues, budget management and exception reporting. It is important to control change in the scope or specification of products during the project delivery to ensure that the project does not overrun in terms of cost and time. On agreement of the PID and project plan, a Change Control Log will be developed and any changes affecting cost or timescales will require a Change Control Request to be produced and signed off by the Project Board as part of exception reporting – see 8.4 below.

8.3 Configuration Management

The Project Manager will be responsible for version control. The Project Manager will ensure that a library of project products, records of meetings, technical documentation and any other relevant documentation will be held in the I drive shared folders.

8.4 Tolerances

Once the PID has been agreed the following tolerances will apply:

Time:

Delay of a project milestone of more than 1 week must be reported to Judy Orr, SRO. Delay of a project milestone of more than 2 weeks must be reported to Douglas Hendry and the Project Board using the exception process below.

Cost:

Once the budget profile has been set, a deviance of more than 10% against the rolling monthly profile must be reported to Judy Orr SRO and be the subject of an exception report to the Project Board.

8.5 Exception Process

If the timescales or cost of the project is likely to exceed the agreed tolerance levels, the Project Manager will produce an exception report which will be sent to the Programme Manager or SRO to inform them. All Change Requests will be submitted as Exception Reports The Exception Report report will include:

• A description of the cause of the deviation from plan

• The consequences of the deviation

• The available options

• The effect of each option on the business case, risks, project and stage tolerances

• The Project Manager’s recommendations


44

9. Acceptance Criteria The criteria for acceptance of the project are the delivery and sign off of all the deliverables to the satisfaction of the Project Board.

10. Impact on Equality and Sustainability The Council has also made specific commitments for sustainable development and equal opportunities that guide the development of the Council and delivery of its services. There are five guiding principles for sustainable development that help to direct service improvements and developments towards the overall Council vision.

They are:-

• developing, empowering and including our communities

• protecting, enhancing and managing natural resources and environment

• developing the economy using innovative and creative solutions

• taking an open, honest and accountable approach

• taking decisions that will maximise benefit and minimise adverse impact across these areas

The Project Manager will capture sustainable working benefits as part of the non financial benefits realisation process using the agreed templates. As the focus of the project is enquiries resolution at first point of contact, rework minimisation and shortening process times, it is anticipated that the project will have a net sustainability gain. The Council has an Equality and Diversity Scheme that includes commitments to promote equality in terms of race, disability and gender.

The Scheme has the key principles that:

• no-one is disadvantaged because of their race or ethnic origin, disability, gender, age, sexual orientation, or religion and belief

• the differences between people are valued and good relations between groups are promoted

• people are treated fairly and with equal respect

• informed assessments are made on the impact of policies and services

• people are involved in the decisions that affect them and encouraged to participate in public life

The Council provides equalities impact assessments relating to policy and service development and this will be undertaken by the Project Manager who is EQIA assessment trained..

1

Version 0.2 08 April 2010

Jan 10 Feb 10 Mar 10 Apr 10 May 10 Jun 10 Jul 10 Aug 10 Sep 10 Oct 10 Nov 10 Dec 10

Produced by: Bob Miller

Jan 11

Process Stream

Mhairi Renton

CM ICT Enablers

Gavin Boyd

Stage Reviews

Feb 11 Mar 11 Apr 11

KEY : Milestone Completed milestone Planning assumption Critical Milestone Stage Review1 1 1 1

Web Stream

Lorne MacBrayne

Training &

Standards Stream

Bob Miller

CSP Stream

Mhairi Renton

1

2

3

4

5

6

TODAY

1

1. NDL Integration System

Procured

3. Appointment System

Procured

4. Text System Procured2. eForms System Procured

31

S1. Project Inception Stage

2 3 4

5. NDL Integration System Implemented

6 8 10

6. eForms System Implemented

7. Appointment System Implemented

8. Text System Implemented

7

10. Appointment & Room

Booking Configured

1 3 4 5

1. Web Manager

Appointed

3. Web Developers Appointed

2. Self Service Portal Live

2

6

5. Web Content Management

Solution Procured

4. Online Complaints Live 6. New Editorial

Arrangements in Place

8. Web & Intranet

Development Plans Agreed

8

7. Content Management Solution

Implemented

2. Members Portal Live

1. EU Services Licensing Live 3. Corporate Complaints Live

4. Clothing Grants, EMAs &

FSM Live

5. Registration Processes Live

9. Content Migration

Complete

9

10. Launch New Website & Intranet

6. Social Work General Enquiries Live

7

7. Appointment Service Live

8

8. Blue Badge Processes Live

9

10. Planning Enquiries & Requests

Processes Live

11

11. Authentication Solution in

Place

S4. Finance Stage Review

1 3 4

3. Charter Performance

Regime Agreed.

7. Customer Charter

Launch

6. Pilot of CS Qualification 8. Qualification Launch

Strategy & Products in Place

2. Charter Poster Design

Agreed

1. CS Qualification Start

Up Meeting Held

5. Charter products &

Launch Strategy Ready

5

5

4. Qualification Registration

Process Complete

9. Launch of CS Qualification &

Tiered Training

6 8 10

10. Q1 Review of

Charter Performance

Measures

11. Q1 Review of CS

Qualification Progress

3. CSP Upgrade Package

Agreed

1. CSP Service Facilities

Benchmarked

2. Oban CSP Design Agreed 4. CSP Interactive VC Solution Agreed 6. CSP Soft Upgrades Complete

7. Appointments & Interactive VC

Service Live in CSPs

7321 8

9. New Oban CSP Opened

8. Launch Strategy for Oban CSP

Agreed

5. CSP Opening Hours

Standardised

4 5

11

11. Authenticated Services

Launched

11

2 4

1

S2

S2. Project Start Up Stage Review S3. Benefits Readiness Stage Review S5. Year Two Readiness Review

S1

2

S3 S4 S5

7

5

7

6

6

9

10

9

UNDERSTANDING THE PLANVertical columns show months like a wall calendar.

Horizontal lines show each Work Stream within the project and the milestones on it.Each Milestone number corresponds to the numbered description of that milestone

above it.Arrowed lines show dependencies between milestones.See the key at the bottom for description of symbols.

Tracking Project ProgressAll milestones to the left of the TODAY line should be blackAny milestones not black by their

due date should be the subject of an Exception Report to the Board

9

9. Lagan V7.0 Implemented

9. Mobile Working Pilot Commences

10

Appendix 1 Project Plan – Year 1 Milestones


2

Appendix 2 - Project Risk Log

Ref Risk Area of Risk Inherent Inherent Inherent Risk Mitigation Residual Residual Residual Actions Planned

risk risk Risk per Procedures/Controls risk risk Risk per

Impact Probability matrix in place Impact Probability matrix

(1-3) (1-3) (1-9) (1-3) (1-3) (1-9)

1 Delivery Lack of support from senior management

2 1 2

Seek early, wide ranging and ongoing involvement in the vision and outcomes of the Project and communicate regularly with management throughout the process, as outlined in Communication Plan

3 1 3

Adhere to Communications Plan which features a steady flow of information to Senior Management and ensure the Project Board is fulfilling its responsibilities in this respect.

2 Delivery

There is insufficient clarity about the vision for the council, and as a result the CM project does not fit with an emerging vision

2 1 2

The Council Improvement Plan has been produced to determine the focus and Improvement agenda and the creation of a Customer Service Directorate shows the importance of the CM Project in that vision.

1 1 1

Clearly Set out Customer Management Project’s place within the improvement vision in Project Communications

3 Delivery

The Council is unable to free up sufficient staff of the right calibre to support the project

3 2 6

Define resource requirements and source suitable officers, whether to support to the project or to backfill for other staff who then join the project team.

2 2 4

Team resourcing is the responsibility of CM Board as defined in Project Governance document. Web team and Project Support resources are being recruited. Stage Review added to plan to ensure full mobilisation.

Ref Risk Area of Risk Inherent Inherent Inherent Risk Mitigation Residual Residual Residual Actions Planned


3

risk risk Risk per Procedures/Controls risk risk Risk per

Impact Probability matrix in place Impact Probability matrix

(1-3) (1-3) (1-9) (1-3) (1-3) (1-9)

4 Financial

Initiatives fail to identify the level of savings required to justify investment in the programme

2 1 2

Ensure that the development is based upon a robust analysis of opportunities. Data collection process must be robust and involve all staff in scope where ever practical

2 1 2

Project team trained on benefit realisation on 5

th February.

Activity underway to baseline current channel volumes.

Additional stage added to plan to ensure preparedness for benefit realisation

5 Financial

The council cannot / will not invest the funding required to implement the project

3 1 3 Project funding approved in Business case, Budget passed in February

1 1 1

Catherine Moncur allocated from Finance to assist with financial matters and a profiled project budget is to be developed.

6 Delivery

Resistance to cultural change may impact on delivery of programme

3 1 3

Implement Communications Plan and positive image of CSP’s and channel shift

2 1 2

Engage employees in design aspects of BPR and CSP upgrades. Positive promotion of training opportunities and improved customer view of the Council.

7 Delivery

Security sign off and UAT for Members Portal may delay release date beyond June.

2 2 4

Workshop held with Lagan & TIS on 22

nd Feb and

internally on 4.March to discuss issues. Agreed beta testing in May. June timetable confirmed.

2 3 4

Risk has impacted as lagan say the go live will now be June due to internal resource issues. Exception Report required.


4

8 Delivery

Infrastructure prerequisites for Member’s portal have not been impacted by ICT. If issues are identified they may impact install of the module

2 1 2

M.Renton has forward specifications to ICT for impact analysis 05/02. ICT attended workshop on 22 Feb and are confident the portal can be supported due to minimal additional requirements.

2 1 2 Await outcome of beta testing in May to determine if assumptions are correct.

9 Delivery

New Web Master will need to have input to final requirement of the new web Content Management System. If there are delays to recruitment this may hold up CMS procurement

2 2 4

Recruitment activities for Web Team have been prioritised to be included in February recruitment approval cycle. Advert for post is current.

2 1

Web Master appointed from internal candidate who has had input to CMS Reqs.

CLOSED

10 Delivery

ICT has identified a new EU driven national licensing services directive that will impact on how and when the council’s licensing services are

2 3 6

The Project Manager has worked with P.Robertson to arrange handover of responsibilities re the Directive and will work with ICT and the CSC Manager to deliver the requirements as part of the Processes Stream.

2 2 4

18 key tasks identified to achieve compliance with the Directive – separate Briefing prepared for the Board.

This is an addition to existing project scope.


5

implemented within the project.

11 Delivery

The project needs to establish the levels of customer authentication required to undertake each specific transaction process online. Failure to do this would compromise data protection laws and council system security.

2 2 4

Every process that is made self service is to have the level of authentication signed off by the Process Owner and Information Officer before it is made live by the Web Team and ICT. This will be done via direct liaison with the stakeholders. Work has begun to baseline requirements based on SSL and engage process owners.

Development of Corporate Authentication Policy.

2 1 2

Authentication workshop held 23rd

Feb. All in scope processes have been assed and scored as to the level of authentication required. Project is developing an Authentication Policy.

12 Delivery

Web Migration will require a period of dual CMS running. Is there enough Server side capacity to host both systems?

2 2 4

John McVey to check server side capacity once potential CMS solution has been identified. ICT to scope additional vmware/memory capacity if required.

2 1 2

ICT are to pilot the preferred solution in the vmware domain to determine requirements need for live running


6

13 Delivery

Launch of customer charter and new training qualification may be drowned out by other modernisation news.

2 2 4

Project Manager has met Communication Team and L&D re best comms/PR strategy and timing for launch of these initiatives. June launch is target. 2 1 2

Draft Charter poster prepared and underlying performance regime being agreed with Performance Team. Additional guide in English and Gaelic is being created. PM to meet with Press Officer to determine launch strategy.

14 Delivery

Implementation of new CSP in Oban may be delayed by indecision re final floor plans to be submitted to Planning.

2 2 4

Facilities Team to agree and baseline the Oban Municipal Buildings floor plan and submit them to Planning ASAP.

1 2 2

Meeting held on site with key stakeholders in March and adjusted floor plan developed. This is to be put to stakeholders for sign off. A costing also being developed to ensure it is still within budget.

15 Delivery

Mechanisms and processes for measuring customer charter standards are not well defined and risk undermining accountability and confidence

2 3 6

The Project Manager will work with ICT and the Performance Team to develop appropriate mechanisms and processes.

2 2 4

Meeting held 22 Feb to discuss metrics and methods, draft performance regime proposal submitted to be submitted to the Board. Follow up meeting planned re measurement of telephone metrics.

16 Delivery

Successful implementation of the new CS Professional qualification requires a motivated co-ordinator resource. The current uncertainty regarding the L&D resourcing

2 2 4

Project Manager to meet Head of HR & Improvement to discuss options for resourcing of Co-ordinator role and admin support

2 2 4 PM wrote to J.Fowler 23 March to request meeting to discuss the issue. Awaiting response.


7

and management threatens a successful launch this autumn

17 Financial

Successful implementation of the EU Services Directive requires linkage between the National Online Portal and our in house payments system – so that we can accept payments for licenses online.

Capita provide our payments system and they have yet to specify the costs and timescales of linking to the national Portal

2 2 4

Project ICT lead met Capita on 25/03 to discuss our requirements and has requested a priced proposal for their work. Note – as the EUSD was not originally in scope of the CM Project there were no funds allocated to it in the CM Business Case, therefore approval of the Capita proposal will be submitted to the Board for approval as a Change Request.

2 1 2

SRO noted of budget pressure and requested to determine if alternate source of finance is available e.g. Legal Services.


8

Appendix 3 - Project Issues Log

No Issue Priority. Owner Date Raised

Comments / Resolution Status

Description of the WEB STREAM issue Open / closed

1 The timing etc of the transfer of the existing New Media officer to the Web Team has yet to be finalised with existing line manager.

3 Morag Brown

18/01 Transfer cannot be finalised until handover to new Comms Manager in April. New Web Manager engaged re planning of web stream tasks.

Open

2 Accommodation and ICT resources for new Web team have yet to be determined.

3 Morag Brown

18/01 Space has been secured at Manse Brae for new web team and IT kit has been ordered although exact budget source has yet to be finalised.

Open

3 Best approach for procuring new CMS has yet to be agreed. We need to develop procurement requirements ASAP

2 John McVey

15/01 ICT have written a detailed approach paper and a summary of this has been submitted to the Project Board. An open Source approach has been advocated.

Open


9



4 Constraints around the current CMS support contract are unknown and may influence timing etc of move to new one.

3 Gavin Boyd

15/01 ICT has determined that we pay £14.5kpa support on the current contract but are not yet sure what notice of termination needs to be given.

Open

5 Need to baseline existing transactional web service volume and set up a new scorecard to track channel shift

3 B. Miller 20/03 Web Master has undertaken work to determine mechanics for logging all the transaction types. Template supplied by Stirling Council.

Open

6 Organisational changes will disrupt current page editor & web authoring arrangements. Need to keep active Page editors engaged and do gap analysis to spot areas with no coverage

3 B. Miller 20/01 An early priority for the Web Master is to review and reorganise web editoring arrangements and retrain editors in the new CMS. Awaiting agreement on dates.

Open

7 How to implement Self Service Portal onto the web and into Lagan to assimilate other online functions and present a consistent self service approach to customers. Note dependency to SVC implementation and authentication.

2 BM & MR 25/01 Authentication issue resolved for initial launch, awaiting confirmation from Lagan that SSP will work effectively with the new Citizens Portal product. Also awaiting final tweaks to SSP to take account of data sharing consent.

Open


10



8 Detailed plan for adding services to the SSP has not been completed e.g. does SSP include all top 10 current service requests via CSC – potential for further quick kills by volume.

3 BM 25/01 After Web Master takes up post we need to meet with to CSC to agree roadmap of additional services for the year to be added to SSP.

Open

9 Lagan system is heavily tied to current web/intranet for scriptflow knowledge that appears on screen to Advisers.

Need to ensure CMS imp does not disrupt service delivery reliant on this info.

3 BM 25/01 Set up close liaison between Douglas Renton and Web Team during migration from old to new CMS.

Open

10 Introduction of the new CMS will require a period where new and old systems are up and running in parallel as data is migrated…is there sufficient infrastructure capacity e.g. Vmware and memory?

2 J.McVey 08/02 Ensure tech spec for running new CMS is included in procurement requirements and add tasks to plan to do sizing check before the actual system is chosen

Open

Description of the PROCESS STREAM issues Open / closed

1 Members Portal – Need to ensure technical reqs of the portal can be accommodated on existing Lagan infrastructure without affecting performance.

3 Mhairi 15/01 JMcV attended Lagan workshop to ensure ICT are acquainted with reqs. Lagan to set up onsite workshop prior to beta testing.

Open


11



2 Members Portal – Final production version has not been seen yet to allow us to assess if it is fit for purpose, how to sell key features to users. What is the mechanism for agreeing it is fit for purpose and approving procurement? Will Members be involved in UAT?

3 Mhairi 15/01 Agreed that ABC will undertake beta testing and this is to include Members Services. Await firm dates – N.Carson says this will now be May.

Open

3 Members Portal – Exact amount of user training and support that will be supplied by Lagan is unknown…e.g is it train trainer or direct training. Also how long training will take so it can be scheduled with Members.

3 Mhairi 15/01 Train the trainer approach to be used but cannot be scheduled until production dates known.

Open

4 Members Portal MR has detailed plans for MP Implementation –need to review these and add to PID Plan

3 BM & MR 15/01 Original plans held by MR , BM to review and add to Project Plan

Open

5 Open

6 EU Services Directive – requires link to payment engine. Capita has quoted £3k but this is not in original scope.

2 BM 01/04 J.McV has obtained quote from Caoita. BM determining if this standard among EUSD councils. BM has asked if Legal should foot this bill.

Open


12



7 Developer Resource – Additional resource is required to build new processes on Lagan. CSC Manager unable to support programme until additional resource is recruited.

2 BM & MR 15/01 JDs and JEGs complete, TUS ok for internal and external advert.

Open

8 NDL integration tool requires expert ICT support – 1FTE. This was not included in original BC.

1 BM & GB 25/03 BM has determined there is scope in budget to support the ICT req, but mechanics and timing of where this is to come from are to be agreeed

Open

9 Customer Authentication: Identifying what levels of authentication are required for which eprocesses is a key prerequisite. Then identifying the means of achieving that authentication.

2 BM & MR 15/01 Authentication Policy MR setting up a Workshop on customer authentication with in Scope Process Owners to ID reqs.

BM has produced first cut view for use at workshop. BM to determine current progress of national CAS authentication.

BM to work with ITC to agree local authentication methodology after he has done an SSL based analysis of potential reqs.

Open


13



10 Switchboard Telephony: Should this be moved into CSC as a customer service improvement? Could voice authenticated services be used derived from a single LDAP directory?

3 BM 15/01 Old Switchboard PCs are to be upgraded but new software is being scoped…trouble is it is a like for like swap and this is not what we need e.g. to still have 2 directories and no link to LDAP?

BM has sent issues to MB for consideration.

Open

11 Members Portal – It is clear that the Complaints Processes on Lagan need to be in place for portal launch so Members can request a service AND log a complaint. Not sure if the two elements are synchronised.

2 BM 19/01 BM raised at meeting with MR 20/01 and it is clear they are seen as two distinct elements, but they need to be packaged together and so ready at the same time. The complaints package will be ready in June and MP in May, though this is slipping and MP must be configured to include complaints.

Open

12 Members Portal – has a mobile working option, but what is this and what extra kit etc will be needed to support it e.g. are members fully mobile

2 BM & MR 25/01 Lagan has a new mobile working option but it requires upgrade to V7.0. Awaiting priced proposal from Lagan….or should w ego to V8.0

Open


14



13 No suitable text service exists in the council to support the Appointments system

2 BM 19/01 JMcV and BM are currently evaluating a hosted Vs in house solution.

Description of the CSP’s STREAM issues Open / closed

1 Appointments System – Requirements are currently weighted towards the Workforce Dep. – need to ensure solution meets CM Project reqs.

2 BM 15/01 Requirements issued to WD Project Manager. Demo of potential system held and this meets reqs, but procurement needs to go to market.

Open

2 Transactional VC. Can MS Communicator /Live Meeting be adapted or is another solution e.g. Tellytalk required?

3 BM/JMcV 15/01 BM to liaise with J.McVey re best way forward. Possible demo of tellytalk if local solution cannot be found

Open

3 Info on facilities in CSPs is nearly a year old so needs to be re-baselined before determining improvement programme

2 BM 08/02 BM to arrange data on CSPs to be refreshed and then meet Property services with the outcomes..

Open


15



4 Some CSPs have display screens but logistics and content is not centrally controlled.

2 BM/MR 08/03 BM to determine centralised control of new info screens and consistent content. CSPs with no screens to have them as part of the refurb..

Open

No Issue Pri. Owner Date Raised


Description of the TRAINING & STANDARDS issues Open / closed

1 Need to establish what assistance the Communication Team can provide in publicising the new Customer Service Standards

2 BM 25/01 BM met with Janet West to establish a Product Strategy for the campaign and to begin development of the posters. Meeting to be arranged in April with Press Officer for June launch.

Open

2 Need to engage L&D in development of Customer Service Training strand and identify key tasks to getting the certification added as part of the catalogue.

2 BM 25/01 Start up meeting held with TIS and L&D but it is unclear who the new qualification co-ordinator will be following L&D restructure.

Open


16



3 Need to engage with Improvement Service lead on new qualification to set up the new qualification in ABC.

2 BM 25/01 BM met TIS lead B.Pearson and has secured contacts with lead council and Online training company. Need L&D resource to progress contacts.

Open

4 Only 10 employees have done the Learning Bytes customer service module. Needs to be more highly promoted and perhaps tailored.

3 BM 05/02 See 2 above – a comprehensive and tired approach is needed with promotional links to the charter.

Open

5 Charter requires an effective performance monitoring regime to be meaningful.

2 BM 20/02 BM has developed a draft perf regime and this is being QAd by the Performance Mgr. Mystery Shopping is the only way to assess a number of the pledges so a suitable company is being sought.

Open

6 We need an effective methodology for measuring qualitative and quantitative telephone performance metrics.

2 BM 20/03 BM has engaged with Richard Tepe of ICT to work out how to meet the charter measurement requirements

Open

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