Council Services

Implementing IT Systems that make it easy for customers to access Council Services including:

• Implementing a system which enables a single view of the customer
• Improving Access to Management Information
• Launching an improved website to make it easier for our customers to access council services
• Achieving a £70,000 ongoing reduction to costs as a result of more efficient IT systems

Key Highlights

• Continuing progress in delivering Liberty Create processes giving direct, easier and faster access to services for the customer. There are now over 100 live processes. This includes the new Energy Support payments and the Ukrainian Refugee Host Payment process. The Host Payment process ensures that those supporting refugees get financial assistance quickly and easily every month.
• We are on track with the new website for spring 2023 and we are testing it over the next few weeks
• We have started the rollout of Office 365 across the organisation which will make on-line meetings easier
• Difficulties continue with the back office systems for Environmental Health and Planning which we are striving to address with the supplier through regular dialogues

Key risks / Issues

• The delivery of a solution for connecting Liberty Create (the processes) with other back office systems has been delayed due to commitments on other priorities, but we do have a plan as to how this can be resolved and this in now back on track
• We are working with our supplier to resolve continuing difficulties with the back office system for Environmental Health and Planning. However, there is a significant risk that the costs of the planning system may increase. The issues are causing a delay in the implementation of improvements identified in the service reviews discussed below
• Resolution of these difficulties may impact on progress of the new website.

Looking ahead to the next six months

Although reliant on the risks/issues identified above, plans for the next 6 months include:

• Moving Revenues & Benefits processes into Liberty Create to drive significant efficiency savings and delivery improvements to the Customer (avoiding duplication and resolving issues at the first point of contact)
• Creating a Legal Case Management system to give better access to and oversight of cases
• Implementing a new mobile solution for Locality Officers
• Complete the introduction of Office 365 to officers and members

Develop a strategy setting out how our customers can access our services in the future, be that face to face, online or on the phone

Key Highlights

This action has been carried forward from 2021/22 due to increased demand on Council services during the final quarter of the year (additional business grants / Covid cases increase among staff etc). We are pleased however that good progress is now being made with:

• A draft Customer Access Strategy (the Customer Experience) to be considered by Members’ next month
• A Contact Centre review has been carried out and current progress has been reported to Members through the Executive

Key risks / issues

• Consistent approach to access to services
• Putting the customer first and making a difference to the Customer

Looking ahead to the next six months

• Adoption of Customer Experience Strategy by Members
• Develop the Customer Journeys that inform the strategy
• Implement the Contact Centre Review improvement plan and evidence improvements

Action QS1.3 – Ask our residents, businesses and partners for their views when developing plans for the area so they can inform our decision-making by:-

• Developing a forward plan of Consultation and Engagement activities
• Include details of consultation and engagement activity as a specific section within the Council's Annual Report

Key Highlights

Since adopting the Better Lives for All Strategy there have been a number of consultation and engagement activities undertaken including:

• Homelessness Strategy Consultation
• Totnes Borough Park skate park consultation
• Engagement with our residents, businesses and Town and Parish Councils over plans for tree planting and biodiversity on Council land

The Communications team are currently working with officers (and then Lead Members) to develop a forward plan of consultation, engagement and communication activities for the coming 12 months, aligned to each of the Better Lives for All themes.

As a boost to our efforts to ensure our consultation and engagement activities are effective, we are pleased that the Council (with Plymouth City and West Devon) have been awarded Government funding. This funding will be used to implement a map-based consultation and engagement portal which will enable us to enhance our online engagement presence.

Key Risks / Issues

Government funding for the online engagement portal is for two years. If it is successful we may wish to consider continuing with the arrangement and would need to identify budget.

Looking ahead to the next six months

• Finalise our 12-month consultation and engagement activities programme with Lead Member input
• Ensure our teams have a presence at key events across the District to engage with our residents
• Go Live with the new consultation and engagement portal

Action QS1.4 – Carry out a resident’s satisfaction survey so that we know how we’re doing and can compare our performance to other local authorities.

Key Highlights

This action has carried forward from 2021/22. There has been slippage in agreeing the framework and developing the plan for the residents’ satisfaction survey. However there is still time to achieve delivery of the survey by the end of this calendar year. (The adopted plan says by the end of November 2022).

It is important to note that the main focus of the residents’ satisfaction survey will be around South Hams as a place to live and work (which differs from the Institute of Customer Service survey that focuses on our processes and services). This insight is incredibly important as we look to deliver future year’s delivery plans for the Better Lives for All Strategy.

Key Risks/Issues

Capacity to deliver the survey could be challenging as we look to deliver on the Councils’ core services.

Looking ahead to the next 6 months

• Agree a plan and the questions for the Residents Satisfaction engagement with Lead Member
• Consultation for the Survey from the end of September (6 weeks)
• Procurement to take place for ORCS funding bid (4 car parks)
• Results to Executive December 2022

Action QS1.5 – Set a balanced budget annually

Key Highlights

A balanced budget for SHDC for 2022-23 was approved at Council on 10 February 2022

Key Risks / Issues

• Cost of Living crisis
• Inflation provisions to be updated for the next iteration of the Medium Term Financial Strategy
• Pay award assumptions to be updated for the next iteration of the Medium Term Financial Strategy

Looking ahead to the next six months

• Regular quarterly budget monitoring to reported to the Executive on a quarterly basis
• Lobbying for a longer term Government financial settlement

Action QS1.6 – Review our service areas to ensure that our customers get the best possible service by;

• Analysing key service performance
• Adopting a Planning Service Improvement Plan
• Carrying out a review of revenues and benefits and;
• Identifying other areas for reviews in order to improve the customer experience

Key Highlights

We have made good progress on service reviews in DM, Revenues & Benefits, Legal, Contact Centre and Assets

Key Risks/Issues

Ensuring that consistent progress continues in accordance with the agreed Improvement plans so that improvements make a difference to the Customer.

Looking ahead to the next six months

• Implementing the new DM structure to ensure improved delivery to the customers
• A fully resourced legal team to support the organisation in delivering its priorities
• A new Head of Revenues and Benefits to deliver on the Improvement Plan
• Investment in the Contact Service to support consistent and easy access to Council services, and evidencing the outcomes from the Contact Centre review

Action QS1.7 – Manage and support our employees to deliver good outcomes for our residents and businesses by;

• Implementing an annual objective setting processes for staff
• Implementing a new system for recording objectives
• Carrying out a review of revenues and benefits and;
• Carry out a staff satisfaction survey

Key Highlights

• Annual objective setting process underway. A new Performance Management System that captures objectives and records ‘check-in’ discussions between managers and staff will be implemented. This will use the new HR and Payroll system over the Summer.
• All staff briefings have been carried out to thank staff, to re-empathise Customer Focus, core service quality and effective management.
• Carry out a Staff Survey over the summer now that the current round of Staff briefings have taken place

Key Risks/Issues

Embedding the new Performance Management and Appraisal system

Looking ahead to the next six months

• Implement new Line Managers’ Development Pathway to support key managers to be more effective leaders and managers
• Develop and implement an action plan based on the findings of the Staff Survey