Appendix A OUR FUTURES UPDATE – SLOUGH WELLBEING BOARD March 2020
OUR VISION
Vision & Outcomes Our vision for Slough: A place of opportunity and ambition for Slough Our strategic outcomes: Slough will be an attractive place Slough will attract, retain and grow Our residents will live in good Slough children will grow up to be Our people will be healthier and where people choose to live, work business and investment to provide happy, healthy and successful manage their own care needs quality homes opportunities for our residents and stay Our vision for the Council: We are a world class organisation We are strong local leaders with our partners We deliver high quality and effective outcomes We will achieve this through a new relationship with our customers: The Council’s vision Partners Residents Business Staff Members Our promise... We will be a strong partner. We We will deliver high quality local We make SBC a rewarding place services, supporting people as We will make it easy for will lead, facilitate and We are driven by political to work, make it easier for people early as possible. We are self businesses to interact with us and participate in partnerships and priorities, provide high quality to do their jobs and provide service and digital by default and we make Slough an attractive statutory boards effectively and advice, and support Members in people with opportunities to place to invest in. share data so we can work their community roles. make the best use of the progress. together to make Slough thrive. resources we have. Is met with a contribution… Our residents are engaged to Staff are proud to work for SBC, help us shape Slough and take Partners work with us to deliver Members lead and govern with Businesses will work with us to they are committed to pride in our environment. They do the best outcomes for Slough and integrity, listen to community benefit the Slough economy, excellence, work smartly and their best to stay healthy, to live we have shared collective interest, respond to enquiries and environment and our community. take responsibility for their independently and to help our responsibility attend training. professorial development. children to succeed. We make it easy We make it count We make it work We make it rewarding Shifts We make self-service, independence and We put our scarce resources where they We join up information and work with our Residents, business, communities and SBC dealing with us easy do the most good today and tomorrow partners to get the right outcome first time employees benefit from Slough
To do this we have established the Our Futures programme to help us transform Public estate to More effective New systems and support local needs processes digital technology Our people working Commercial models Working with our in new ways to drive that help Slough and partners for the customer service SBC thrive interests of Slough
Practically this may result in a number of changes to what we do, and how we do it Transforming our website and how we interact Reducing the transactional workload with greater use of automation Establishing a data and insight function to enable us to better target our effort where it can have the most impact In parallel, targeting how we use our scarce and skilled resources to drive prevention and maximise the impact for those most in need Developing locality service offers across Slough to bring public and community services together to meet the needs of the different populations we serve Implementing the Slough Business Improvement District and promoting entrepreneurship and business investment in Slough Improving our corporate services to provide more seamless and integrated support for staff to help them do their jobs
OPERATING MODEL
OPERATING MODEL PRINCIPLES BELOW ARE THE OPERATING PRINCIPLES FOR ACTIVITY LEVELS IN OUR FUTURE OPERATING MODEL. • Rules based / judgement free • Scheduling (where rules based) Self Serve • Generic advice • Self-assessment • Pay / Report / Register / Appeal • Steer towards general advice • Triaging / navigation Customer Contact • Facilitating self serve • Scheduling of transactional services • Non-sensitive information collection to support first line casework • Specialist advice • Assurance that rules are being followed First Line Casework • Judgement based decisions (where not highly complex) • Point of escalation from Customer Contact Complex • Specialist decision making • Safeguarding Casework • Point of escalation from First Line Casework • Partner working (internal and external) • High-need cohort management
PROGRAMME STRUCTURE
THE GOVERNANCE MODEL IS BUILT AROUND CROSS-CUTTING FOCUS AREAS AND THE TYPES OF DECISION NEEDED Governance meetings Corporate level decisions / Members Board Our Futures Board (CMT) resolutions Design Group Change and Comms Delivery Group (CX and Op Model design) Group Delivery reporting and risk / Comms activities and Future model design dependency management change interventions Delivery workstreams Commercial partners / People and Accommodation and Statutory and local Process Digital and technology trading services organisation Localities delivery partners
PLANS AND IMMEDIATE PRIORITIES
OUR FUTURES ROADMAP World class 2022 organisation “New relationships” well established More time spent on higher- Full locality service value interventions Integrated digital model in place service 2021 Greater focus on Easier to work smarter and prevention in a more joined-up way Refreshed Greater self-serve organisation Data-led tailored (employees) Greater self-serve services model (service user) Control & standardisation Chalvey Hub of service Launch Commercial Website integrated support unit with new digital launch 2020 platform Improved hardware/new Arvato exit devices Website refresh 2019 Office move 11 11
LOCALITY PHILOSOPHY
LOCALITY PHILOSOPHY Our Locality philosophy is to… BRING SERVICES TO THE HEART DELIVER HIGH QUALITY DELIVER A MORE INTEGRATED WORK WITH PARTNERS AND OF OUR COMMUNITIES SERVICES TAILORED TO SERVICE TO OUR CUSTOMERS COMMUNITY GROUPS COMMUNITY NEEDS THROUGH SHARED LOCALITY PLANS ENABLE BEHAVIOUR CHANGE IN PRIORITISE WELLBEING AND PROVIDE STRATEGIC COMMUNITIES THAT BUILDS RESILIENCE PREVENTION IN OUR OVERSIGHT OF ALL LOCAL AND INDEPENDENCE COMMUNITIES PROJECTS
LOCALITY MODEL Our Locality Model Localities and locality plans Emerging locality areas ‒ Chalvey & Cippenham ‒ Britwell, Northborough & Haymill ‒ Langley, Upton, Colnebrook & Poyle ‒ Wexham, Farnham Road, Manor Park, Baylis & Stoke, Elliman Each locality will develop a shared locality plan with communities, voluntary sector, public sector partners and businesses. The plan will outline objectives for the area and guide what services and projects delivered in a locality. The Chalvey & Cippenham Locality plan is in development through the Strong, Healthy and Attractive Neighbourhoods project.
LMP DECANT MODEL - DAY 1 Locality model for LMP decant day one Britwell Hub Langley Hub Cippenham Hub The Curve Desks Desks Desks Desks Service Service Service Service (approx.) (approx.) (approx.) (approx.) Customer Services (5) Contingency for • • Customer Services (2) Customer Services (3) • • Housing (4) 9 3 4 Customer Services and n/a • Housing (1) Housing (1) • • Licencing Housing FoH • Housing • Housing Housing • • Debt Welfare 2 private 1 private 1 private Housing 2 private • • Debt Welfare Debt Welfare • • Mobility assessor rooms room room Debt Welfare rooms • • Licencing • Licencing (6) • 16 None None None • • • Housing (8) • Service recommendations Front of House - Customer Services located across all Locality Hubs and will deliver Blue Badge, Bus Pass and Local Welfare Provision services Appointment - Licencing’s preferred option is to be based in Britwell for the decant based - Housing and Homelessness duty team to be primarily based in Britwell with satellite provision in Langley & Cippenham until Back office Chalvey hub is operational. The Curve will can be used as contingency central FoH delivery or for specific/emergency appointments.
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