(a)

the problems that the programme needed to address were –

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the Council’s funding gap of £65m;

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the insufficient integration of strategy and planning, joined up within the Council and its partners;

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the poor integration of intelligence, decision making and implementation;

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translating the Brilliant Co-operative Council vision into practice;

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the poor support and management of volunteers delivering services;

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the complex corporate services offerings not designed to meet internal customer needs;

(b)

the overall aims of the programme were -

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corporate function transformation – establish an ‘Executive Office’ that –

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provided leadership, direction and intelligence for the Council;

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directed the organisation, deciding what to deliver, how to do it and ensuring value;

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used intelligence and co-operative principles for improved decision making;

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provided a framework for how the Council engaged with communities, its citizens and businesses;

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delivering management transformation – establish capabilities to -

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commission services strategically and manger delivery through partners (intelligent client);

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support the co-operative delivery for partners to develop and maximise commercial opportunities;

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support services transformation – setting up new delivery models for -

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internal corporate services that deliver to the Council’s requirements;

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appropriate alternative service delivery vehicle for services (eg HR, finance and legal);

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transfer of appropriate services to shared delivery or co-operative partner (at lower cost);

(c)

the specific projects included in the programme were -

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the ‘Executive Office -

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design and establish the strategic brain for direction and intelligent client capability;

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commissioning and procurement -

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develop and implement corporate co-operative commissioning framework;

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HR, finance and corporate services -

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redesign, develop and implement new delivery models for internal corporate services;

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ICT-Delt migration -

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set up Delt services with CCG, restructure ICT, transfer operational ICT delivery to Delt;

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facilities management and business support-

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redesign, develop and implement new delivery models for facilities management, business and admin support;

(d)

specific issues excluded from the scope included -

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commissioning and transfer of other services to new delivery models -

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to be done by service areas with other transformation programmes, prior to transfer to the executive office (intelligent client) model for ongoing management;

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customer services (customer and service transformation programme);

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corporate strategies that would be managed by the strategic brain to be developed by service teams or other programmes as appropriate;

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joint commissioning framework and function for care services and health -

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to be developed with NEW Devon Clinical Commissioning Group under the Integrated Health and Wellbeing Programme;

(e)

the programme would deliver substantial financial benefits;

(f)

there were a number of key desired non-financial benefits/outcomes which included -

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services were better tuned to the needs of people (citizens, visitors) and business (democratic, pioneering contribution to the Council’s corporate plan);

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better decisions for local needs form better intelligence and better public engagement (democratic and caring);

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improved customer  ...  view the full minutes text for item 147.