OUR FUTURES UPDATE - SLOUGH WELLBEING BOARD - March 2020 - Slough Borough Council
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Appendix A OUR FUTURES UPDATE – SLOUGH WELLBEING BOARD March 2020
OUR VISION
Our vision for Slough:
Vision & Outcomes A place of opportunity and ambition
for Slough
Our strategic outcomes:
Slough will be an attractive place Slough will attract, retain and grow
Slough children will grow up to be Our people will be healthier and Our residents will live in good
where people choose to live, work business and investment to provide
happy, healthy and successful manage their own care needs quality homes
and stay opportunities for our residents
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:
Residents Business Partners Staff Members
The Council’s vision
Our promise...
We will deliver high quality local We will be a strong partner. We
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
make the best use of the place to invest in. share data so we can work their community roles.
progress.
resources we have. together to make Slough thrive.
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 SloughTo do this we have established the Our Futures
programme to help us transform
Public estate to
New systems and More effective
support local needs
digital technology processes
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 SloughPractically 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 jobsOPERATING 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
First Line Casework • Assurance that rules are being followed
• 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 managementPROGRAMME 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 partnersPLANS AND IMMEDIATE PRIORITIES
OUR FUTURES ROADMAP
2022 World class
organisation
“New relationships”
well established
More time spent on higher-
Full locality service
value interventions Integrated digital model in place
service
2021
Easier to work smarter and Greater focus on
in a more joined-up way prevention
Greater self-serve Refreshed
(employees) Data-led tailored organisation
Greater self-serve services model
(service user)
Control & standardisation Chalvey Hub
of service Launch
Commercial Website integrated
support unit with new digital
2020 launch platform
Improved
Arvato exit hardware/new
devices
2019 Office move Website refresh
1111LOCALITY 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 PROJECTSLOCALITY 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 (approx.) Service (approx.) Service (approx.) Service (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.LMP DECANT MODEL – DAY 150
Chalvey Hub operational with new OD in place
Britwell hub Back-Office Space
Chalvey hub Back-Office Space
THE HUB THE HUB
Neighbourhood/ Hub Neighbourhood/
Hub Private Private
community teams Manager rooms community teams
Manager rooms
Housing Housing
Hub Advisors SBC Services Hub Advisors SBC Services
Partners neighborhood Partners neighborhood
• Transactional services Permanent • Transactional services Permanent
Services management Services management
• Supporting complex/ • Supporting complex/
• Housing Enforcement • Housing Enforcement
vulnerable customers vulnerable customers
• Education/ e.g. Police, Community • Education/ e.g. Police, Community
Admissions Shelter, EFL development Admissions Shelter, EFL development
ASC? ASC?
Rota’d Rota’d
Meet & Meet &
Greet • Reg services Greet • Reg services
Flexible working Flexible working
• Benefits • Benefits
space space
• Council Tax • Council Tax
Self-Service • Debt Advice Self-Service • Debt Advice
Support Terminals • Employment Support Terminals • Employment
advice advice
The Curve Langley Hub Cippenham Hub NOTE:
Service Desks Curve – this will
not be full scale
• Contingency for
“hub”
Customer services and
Housing FoH
Trelawney
Avenue - will
• Housing 2 private replace Langley
• Debt Welfare rooms in 2021.
Cippenham –
decision to be
• None taken further
down the lineQ&A
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