Interim Report to Overview and Scrutiny Committee

Response PANEL

Interim Report to Overview and Scrutiny Committee

April 2005

PANEL MEMBERSHIP 2004/05

Councillor Julian Bell (Chair)

Councillor Jon Ball (Vice-Chair)

Councillor Michael Elliot

Councillor Phil Greenhead

Councillor Richard Porter

Councillor Gurcharan Singh

Councillor Manmohan Sondh

Councillor Mrs Hazel Ware

Councillor Mrs Barbara Yerolemou

Co-opted PANEL MEMBERSHIP 2004/05

Mr Simon Hall (Community Representative)

Mr Steve Barton (Employee Representative)

CONTENTS
PAGE
INTRODUCTION / 3
BACKGROUND / 3
National context / 3
Local context / 3
Methodology / 4
Expected outcomes / 4
THEMES / 4
Programme management / 4
Communications / 5
ICT / 6
Employees / 6
Budget / 7

Work Programme to December 2005

/ 8

Attendance

/ 8
COMMENT FROM THE CHAIR / 9
BACKGROUND PAPERS
OVERVIEW AND SCRUTINY 2004/05
Response PANEL

1.INTRODUCTION

The Overview and Scrutiny Committee (OSC) of 15th June 2004 established five ad hoc panels one of which would look at the Response Programme. The Response Panel was charged with looking at the component parts of Response and selecting key areas to scrutinise. It was envisaged that the panel would continue until the end of 2005 but would make regular reports to OSC as each component was completed. This report is an interim report of the work of the panel to date. It identifies emerging themes and issues. The final report of the panel will be presented to OSC in December 2005.

2. BACKGROUND

2.1 National Context

The Response Programme should be seen in the context of the central government modernising agenda and the drive to increase customer satisfaction with local government services including access to services. One of the four areas of the modernising agenda is around e-government which requires that all council services that can be delivered electronically, be delivered through electronic means by 2005 (BVPI 157). This has been a key component of the Response Programme.

2.2 Local Context

For Ealing, Response is key in order to

improve customer satisfaction

release efficiency gains to improve services

Cabinet accepted the business case for Response in May 2003. At that point, the idea of delivering Response ‘in Ealing, by Ealing’ was approved and the programme was launched with an initial diagnostic phase which informed the implementation of the programme. During the diagnostic phase there was an inspection by the Audit Commission (Response was run using best value principles and one of the themes running through the diagnostic phase was the best value review of Access). The Audit Commission carried out a second inspection during 2004 and is expected to return after full implementation of Response.

Member engagement and involvement was a major component of the early stages of the programme but early attempts to involve members through a series of workshops were not successful. In the end formal reporting to Scrutiny through the Scrutiny Co-ordinating Committee, usually prior to Cabinet, established a pattern of reporting which proved useful to both Members and Response. It became apparent through this reporting regime that a dedicated panel would enable Members to provide a scrutiny overview of the programme and to identify areas of particular interest for detailed examination.

2.3 Methodology

The panel has used or has programmed to use a variety of techniques including presentations, reports, visits and external witnesses. The panel receives regular briefings and updates from the Response Programme as well as commissioning reports on specific topics. One community representative sits as a non voting co-opted member and more recently, a representative from the Employee Forum has joined the panel.

2.4 Expected outcomes

Response Panel is expected to:

add value to the methodology and outcomes of the Response Programme

satisfy themselves as to the likelihood that animprovement in all Council services in terms of customer satisfaction and efficiency (cost and quality) will be realised through the Response Programme;

identify if there will be animprovement in the Council’s internal administration and management in terms of customer satisfaction and efficiency (cost and quality) through the Response Programme;

make recommendations which will maximise the likelihood of theCouncil’s CPA score improving to excellent by the end of 2005;

examine the processes and projects of the Response Programme and comment to the Executive on the likelihood of the programme achieving its objectives;

comment to officers and the Portfolio Holder, and make written recommendations to the Overview and Scrutiny Committee, on:

• the likelihood of Response achieving its prime objective of delivering improved services based around the needs of customers
• whether risks have been properly assessed and what will be the impact of missing key deadline dates
• the impact of Response on Ealing’s service partners
• the budget for Response, - its source and any impact on services
• the transition (migration) arrangements and the maintenance of existing service levels during transition
• whether the Response programme is taking into account the diverse needs of Ealing’s minority communities.

3. THEMES

The panel has developed its approach to correspond to the rollout of the programme. Emerging themes, which reflect desired outcomes identified above include:

programme management – including risk management

communications – both internal and external

ICT rollout

employees – including transitional arrangements and migration.

budget provision

3.1 Programme Management

Topics covered under this theme:

Progress reports - This included detailed examination of the monitoring arrangements.

Audit Commission Report and action plan arising – Response Panel is the relevant panel to agree the best value review of Access and inspections arising.

Risk register – the top five risks were reported to each meeting with commentary about any changes to those identified. The revenue budget for Response was identified as an ongoing risk until February 2005 when it was reported to Panel that the budget for 2005/06 had been agreed. (Full details of budget issues is dealt with below).

Comparison with other local authorities change programmes. Members heard that while many local authorities were embarking on change programmes, each was unique to that organisation. However, each involved culture change; placing the customer at the centre of the organisation; extensive improvements to ICT and a recognition that staff required a good working environment and training.

Outcomes
The Panel agreed that the inspection action plan arising from the Audit Commission inspection and the Response update reports effectively formed the draft final report of the best value review and agreed that the review report could now be submitted to Cabinet for approval.
Members were kept apprised of the top 5 risks which they were able to examine and monitor on a regular basis. A particular area that members decided to take forward is on provision of Response services through libraries which will be key to the success of Response.
Panel members would have liked some financial comparative information but were advised that this was not possible partly because even where the financial activity might be comparable, the outcome of this activity would be unique or unexpected.

3.2 Communications

Topics covered under this theme:

Members mail – both e-mail and ‘white’ mail.

Response relationship with external delivery partners – to date only the relationship with the ALMO (Ealing Homes) has been examined because as yet there has been no relationship established with other delivery partners. The PCT and the voluntary sector will be invited to a future panel.

Internal communications

Outcomes
Members raised a number of concerns particularly around the confidential nature of much of their incoming mail. Some Panel Members made it clear that they do not want their post opened and scanned at the proposed registry. They were equally clear that the courier service should not be discontinued as this provided a valuable service to Members.
There will be a focus group of members to examine this issue. This group will be invited to report further to Panel.
Members heard that Ealing Homes’ main focus is on their upcoming inspection rather than on establishing the relationship with Response. However, there has been constructive dialogue with Response with respect to what might be needed to support the ALMO achieving a good outcome from the inspection.
The Panel heard that access to housing management services should not be affected, but this issue would be reviewed later by the ALMO after their forthcoming inspection. Concern was expressed about duplication of requests for other council services but Panel was assured that the new Customer Relationship Management (CRM) IT would, in fact, make this less likely to happen than it does now.
With respect to internal communications, members stressed the importance of keeping both officers and members informed of progress with Response and of communication as a key feature of any change programme.

3.3 ICT

Topics covered under this theme:

tour of the new computer room in Perceval House - Panel visited both the current computer room and the new room which demonstrated the problems with the myriad legacy systems and the connectivity which would be provided through the new system. ICT disaster recovery was described;

examination of ICT roadmap and updates on progress. Members had the opportunity to thoroughly examine the proposals and arrangements for new ICT including management of the ICT contracts. Progress had been good initially but in February two ICT areas were identified as ‘red risks’ these being the speed of the new on-line delivery system and universal sign on. A remedial team is expected to solve these problems but it could create delay to the Web launch and to new transactional services;

ICT costs are a significant element of the Response Budget but members were advised that the Council would have had some of this expenditure in any event. ICT costs generally are coming down and the Council has generally had good value for money from its ICT systems.

Outcomes
Any variation to the ICT roadmap should be presented via written report to panel
The Panel expressed concern about costs associated with upgrading and updating information systems

3.4 Employees

Topics covered under this theme included:

The results of the Ealing Staff Survey – This survey was designed to provide information about satisfaction with current employee communications; access to communication channels; the usefulness, (potential) effectiveness, perceived openness and honesty of each of these channels and staff views on working for the council and of the Response Programme.

The panel heard that while there were many positive findings from the survey, a substantial number did not feel ‘that the future direction of the council is fully communicated’; only 50% felt that ‘they are kept well enough informed about decisions and changes’ and less than 50% felt that they ‘have sufficient opportunity to express views on proposed changes’. 50% considered that the council does not support staff through changes in their job and responsibilities

Staff identified Network representatives (precursor to Employee Forum) and team briefings as the most honest and open from of communication and many (74%) said they would like to receive a staff newsletter at least bi-monthly. Staff favoured verbal communication and frequent interaction with managers.

Panel were presented with an action plan arising which included more frequently and timely communication in an open style; establishment of the Employee Forum to provide two-way communication; improvements to the delivery and content of team briefing and establishment of feedback on team discussions. There would be targeted communication to middle managers.

resource planning – examination of staffing needs and how training will be delivered. Members were advised that resource planning is connected to the business design, supporting the IT build and service migration. Absenteeism has been built into the calculations. It should ensure that the contact centre is effectively staffed during busy periods so that customers do not enter a queuing system. Resource planning will be used across all areas of Response to identify employees entitlements and break times.

tranche 1 service migration. Members heard during the budget discussions, about staff migration, recruitment, retention and redundancy. There was broad agreement that the current terms and conditions of service were not appropriate for this scale of change. The panel had a presentation from the service director responsible for some of the tranche 1 migration. They heard that there is likely to be 20 – 30 redundancies arising from the process although this could increase as other functional areas migrate and the cross links are established.

training – members heard that the Village would be refurbished to provide a good local facility for training which started in February. There would be an additional cost for training to account for backfilling in those service areas that required a good level of customer contact to be maintained. ICT and customer service would be the main areas for training.

Outcomes
Panel agreed to invite a representative from the Employee Forum to sit on the Panel as a co-opted member. One of the joint chairs of the Forum now sits on the panel
Communications Unit would review the Intranet update e-mail distribution list to ensure that all Members receive updates.
Members proposed that when addressing how to populate the contact centre, Response should identify best practice examples for comparison.
Members expressed the view that final names and titles of services and functions must be meaningful to residents if they are to find it easy to contact the council.

3.5 Budget:

Topics covered under this theme:

review of budget provision for Response and impact on current service provision

Response budget – revenue and capital for 2005/06. The revenue budget was subject to thorough pre cabinet scrutiny. The budget discussion inevitably covered many aspects of the themes identified above where there would be an impact on budget. For example service migration, and potential redundancy costs were included in the budget discussion as was the robustness and monitoring of the programme plan

Outcomes
Panel did not recommend any amendments to the revenue budget which was subsequently agreed by cabinet.
There were no issues arising from the capital budget presentation

4. Work Programme to December 2005

Response Panel is scheduled to complete its work in December 2005 when Response is fully launched. There will be at least four meetings before the December meeting which will agree a final report. Topics for consideration over this period include:

Disaster recovery

Diversity Impact Assessment – invite EREC or other umbrella group

Focus group of members mail requirements – report back

Provision through libraries

Delivery partners – PCT, voluntary organisations

Delivery and implementation of IT and lessons learnt

Demonstration of staff experience of ICT (updated Destination 2005)

Suggestions to be canvassed from panel members, employee forum and scrutiny conference.

5. Attendance

Attendance at panel has been identified as a key performance area for elected members and OSC agreed that attendance should be monitored and reported. The panel has met five times, not including the start up meeting in June. There has been 100% attendance from co-optees (who started at different times but have attended all the meetings to which they were invited). The portfolio holder has attended 4 out of a possible 5 meetings and sent apologies for the one missed. The Leader has also attended the panel on occasion. Attendance by elected panel members is shown in the table below.

Name / Total possible / Actual attendance / Apologies received
Councillor Bell / 5 / 5 / -
Councillor Ball / 5 / 4 / 1
Councillor Elliot / 5 / 5 / -
Councillor Greenhead / 5 / 4
Councillor Wall / 3 / 1 / 2
Councillor Mrs Yerolemou / 5 / 2 / 3 (2 substitutes)
Councillor Stacey / 1 / - / 1
Councillor Woodgate / 3 / 2 / 1
Councillor Mrs Ware / 4 / 4 / -
Councillor G Singh / 5 / 2 / 1
Councillor Sondh replaced Cllr Woodgate / 2 / 1 / 1
Councillor Porter replaced Cllr Wall / 2 / 1 / 1

COMMENT FROM THE CHAIR

Councillor Julian Bell

The Response Panel has ensured that decisions and programme development have been transparent and have been challenged by Councillors, staff representatives and community members. Regular updates on key risks have allowed close monitoring of the implementation of this strategic and central project for the Council in delivering better and more customer focussed services.

In the months ahead we will be looking closely at the challenges around IT, the implications for the budget and delivering the project on time. With the help of the community we will also be looking at how best the Response project can serve the needs of all the people of Ealing. We have a lot of work still to do.

BACKGROUND PAPERS

Response Panel Terms of Reference

1