Transformation Programme

Havering Council has established a preferred model of operation as set out in the diagram below:

The Council has modernised its management structure in order to be more corporate and provide additional capacity to lead a transformation agenda, initiated last year, which, at its core, focused on:

Excellent customer experience.
'Single view' of the customer.
Better customer insight and segmentation in order to better commission services.
Channel shift to self service, move towards co-production and personalisation.
Delivering efficiencies.

Over recent months it has become clear that the Council, in common with most of local government and the wider public sector, will need to make further significant cost savings and efficiency improvements over the next 3-4 years. This is particularly challenging for Havering as its cost base comparisons show that we are already very low cost in most areas.

Having reviewed the implications of the need to achieve a further reduction in the Council's cost base, and considered a range of further options, Havering has recognised the need to take a strategic view across its current and emerging transformation initiatives and establish a single coherent and coordinated change management and efficiency programme to deliver the required savings.

Significant progress has been made so far in establishing a single coordinated transformation programme, including:

Moving forward with the early efficiency programmes established in 2009.
Service design – and developing the post-2014 operating model.
Identification of options for cost savings, service cuts and operational and commissioning changes contributing to the transformation agenda.
Establishing a management and governance framework through with the transformation can be defined, agreed and delivered.

The development of a 2014 service and operating model for the Council has been a key early element in the transformation work. Outcomes from this work include:

An agreed vision for the future, delivering the Havering Ambition, and aligned with the key priorities identified by Members.
An agreed vision and 'cultural map' for the work place of the future.
Development of a strategy for future service delivery, including operating principles, strategic commissioning outcomes and the Council as a workplace in 2014.
The structuring of future service design around three areas, Locality and Customer Services, Borough Wide Services and Corporate and Shared Services.
An agreed overall service design for 2014 (forming the basis for transformation programme areas).

Completion of draft proposals for the next level of service design within each of the identified programme areas.
Significant progress has been made in developing a framework for delivering the transformation, and the Council has now:

Identified ten transformation programme areas, including two cross-cutting enabling programmes of 'IT infrastructure' and 'People and Change'
Established the Corporate Management Team (CMT) in the role of 'Sponsoring Group' for the transformation, and confirmation of CMT members to act as Sponsor for each transformation programme area.
Established Programme Boards in each transformation programme area, comprising the roles and representation needed to ensure development, delivery and implementation in each area is aligned to the needs of the whole organisation.
Agreed the structure for a small central transformation coordination team, and identified appropriate support resources.

The Council is now progressing its savings and transformational agenda in two parallel streams – short/medium term savings delivery focussed around the current service areas, and the longer term transformation (delivering a significant element of the required efficiencies) through the newly established Programme Boards. Havering now needs to build its transformation management team with the recruitment of an overall Corporate Transformation Programme Manager, and Programme Managers to lead each of the key transformation work-streams.