Agenda item

Agenda item

Our Transformation Programme - progress update

Report of the Deputy Chief Executive and City Treasurer

 

This report provides an update on the progress of work and outcomes of the Our Transformation Programme. The report includes practical examples of the difference being made as part of this piece of work.

Minutes:

The Committee considered a report and presentation of the Deputy Chief Executive and City Treasurer and City Solicitor that provided an overview of recent progress on the Our Transformation Programme and next steps.

 

The main points and themes within the report included: -

 

·                Describing that Our Transformation was the work to modernise and digitise how the council operated;

·                Providing an overview of the strategic context of Our Transformation;

·                Providing an overview of the five programmes which together made up Our Transformation;

·                Providing an overview of the how Our Transformation was resources; and

·                Further detail on each of the programmes.

 

Some of the key points that arose from the Committees discussions were: -

 

·                How were residents involved with the programme, in particular the design and development of digital processes, commenting that not all residents had access to digital services;

·                Expressing concern that some services were digital only and this could contribute to digital exclusion;

·                Making reference to a positive experience that included accurate and timely information when applying online to renew a passport, and could a similar model be implemented in Manchester;

·                Was there any conflict between empowering officers to take decisions and reduce bureaucracy and statutory requirements;

·                Was the resourcing of the programme sufficient to deliver the work and ambitions described; 

·                What was being done to support staff through technological and system changes; and

·                How was carbon reduction being addressed through this activity.

 

The Strategic Lead, Business Change stated that the reference to digital that the Member had referred to was specifically describing the activities to modernise, streamline and digitise how the council operated and communicated across a range of internal systems and services. She described that as this project progressed residents would be consulted with via existing channels such as resident forums and staff in Neighbourhood Teams. The Deputy Chief Executive and City Treasurer stated that all channels of resident communication and access to the Council were important and this was recognised and that the work initially was looking that the internal CRM (Customer relationship management) system.

 

The Director of Policy, Performance and Reform acknowledged the experience of the Member when applying for his passport and stated that examples and systems of good practice were being considered, however he noted that the UK Government had invested significantly into the online digital passport service. The Strategic Lead, Business Change informed the Committee that work was ongoing to address digital inclusion, including work to support older residents and hard to reach groups and information on this work would be provided to the Committee following the meeting.

 

The Deputy Chief Executive and City Treasurer provided an example of empowering officers to take decisions by explain that currently the arrangements were that she would have to sign off any honoraria payments. She stated that whilst this was appropriate for complex applications, managers should be enabled to make local decisions and be accountable for standard applications. She stated that this would also contribute to decisions being taken in a timely manner. The Strategic Lead, Business Change qualified the report by confirming that decision taking would still be in accordance with the Council’s constitution and the agreed scheme of delegation to ensure that the decision making process were safe and legal. The Director of Policy, Performance and Reform further commented that the City’s Climate Change Plan had a specific action to review all of the Council’s decision-making processes and policies to ensure carbon zero was embedded throughout. He stated this would be included in the carbon literacy training that would be rolled out to all staff.

 

The Strategic Lead, Business Change commented that to achieve the full breadth of work described, additional resources would be identified to deliver projects, such as support for the roll out of Microsoft 365. She said they were mindful to avoid the need to recruit external consultants and to utilise the existing workforce, recognising the challenge this would present and this continued to be reviewed by the Our Transformation Board, Chaired by the Deputy Chief Executive and City Treasurer with representatives from a range of services. The Deputy Chief Executive and City Treasurer stated that the delivery of this this programme of work was a priority and the Senior Management Team were committed to delivering this.

 

In regard to the roll out of Microsoft 365, the Strategic Lead, Business Change stated that a migration plan would be produced, with the roll out commencing in April 2020 to be completed by September 2020. The Deputy Chief Executive and City Treasurer stated that a new Director of ICT was now in post to deliver this project and this would be supported by the Change Team and staff from Microsoft.

 

In response to a comment from the Chair regarding the dangers of change fatigue experienced by staff and what support was being offered to staff, the Strategic Lead, Business Change stated they were mindful of this and all changes were being implemented ‘with’ staff rather than ‘to’ staff, and where possible changes to systems were being coordinated so they were rolled out at the same time and managed appropriately. The Chair requested that the Committee’s gratitude was relayed to all staff involved.

 

In response to a specific question the Strategic Lead, Business Change stated that Time Wise was a flexible working accreditation and Wyse Terminals were the units to enable staff to access the Council’s IT systems as opposed to a laptop or desk top computer.

 

Decision

 

The Committee notes the report.

 

Supporting documents: