Corporate Policies
Change Programme (Infrastructure Services)
The Change Programme was created in early 2018 by Stephen Archer, Director of Infrastructure Services, with the Mission Statement – Satisfied Workforce, Satisfied Customers.
The Change Programme is inclusive of all Infrastructure Services with any value adding learnings being shared across the whole of Aberdeenshire Council. Since the Change Programme was established, a great deal of work has been ongoing with the creation of a Change Programme Board and a Charter outlining the objectives and principles of the Change Programme.
Seven themed teams were created with the purpose of proposing initiative projects to take forward, focusing on: People, Assets, Overheads and Supplies/Services, whilst remaining aligned with the Council Priorities.
The Change Programme Board, which comprises of all Heads of Service, Support Service Managers and the Area Managers for Marr and Kincardine and Mearns meets on a regular basis to discuss the status of all projects together with reviewing new suggestions on areas for further potential efficiencies.
The latest updates on the Change Programme can be found in the Latest Information section. There is now an Infrastructure Services Yammer group to share ideas and information across the service.
June 2019
The Change Programme has now been in operation for some time and to ensure ongoing focus and drive, the Change Programme Board hold monthly meetings gaining status updates of the projects. Below is a summary of a few of the initiative projects within the Change Programme portfolio:
Internal Drone Service
In April we purchased a DJI Matrice 210 drone and in May our two pilots Malcolm Thomson and Simon Robertson attended Permission for Commercial Operations’ (PfCO) training. Prior to the commencement of the drone service, the pilots have a practical flight test to sit and an Operations Manual to complete. The primary use of drone will be to carry out bridge inspections, other potential scopes identified include: quarry management and flood and coastal protection surveys.
Admin Project
New Admin Hubs implemented on Monday 29th April, new structure involves using a new PowerApp which will manage elements of work allocation within the Hubs and facilitate performance reporting and management. Standard Operating Procedures and training videos have been developed providing guidance on setting up and using the app.
Eight vacancies have been advertised and filled within the Hubs and some further vacant posts may be filled after a settling-in period during which workloads are being assessed. Out with the Hubs, several admin posts within the embedded teams have now been filled with some in
Housing still in the process of being advertised. The Hubs are currently undertaking all support services work and further developing the relationships between newly embedded staff and support service staff. For the next few months, the Hubs are adopting a flexible and supportive approach to working alongside their embedded colleagues and internal customers in relation to completion of work requests, in order to provide a seamless transition into the new structure. The efforts and hard work of support service staff throughout the transition period have been amazing and impressive, with many adopting a flexible, ‘can do’ approach that is really helping to make this new way of working become quickly and effectively established.
Telematics
Since the installation of devices into all fleet vehicles last year, super users have been enlisted per section with the primary objective of managing their telematics data. Initial templates for baseline data have been created which are being reviewed by each section to ascertain where efficiencies can be achieved. Targets and timescales will be mutually agreed which will be managed through regular meetings to obtain updates on progress and provide support.
Dynamic Scheduling Tool
The aim of this project is to understand the potential benefits from the implementation of a dynamic scheduling tool, with regards to improved workload optimisation and cross service opportunities within the frontline service. To date extensive research has been carried out reviewing the advantages and disadvantages utilising information gathered from comparable local authority’s case studies on their findings. Currently a variety of options are being investigated including: procuring the ‘Workzone’ dynamic scheduling tool from the existing Asset Management provider: Confirm, and working collaboratively with ICT to investigate the feasibility of developing the interface software.
Our next Extended Management Team meeting is scheduled for 11th June where Project Managers will be providing updates on their projects, including an overview of the scope, current status together with next steps. For the latest updates on the Change Programme together with the opportunity to have your say please follow the Infrastructure Services Change Programme SharePoint page
April 2019
Since the last update in February the Change Programme has continued to advance, the Change Programme Board met on the 5th March and then 2nd April, primarily presenting updates on the status of the existing portfolio of projects, the latest information can be found within the Initiative Projects page. The highpoints are:
Review of Pool Car Service / Enterprise Car Club & ETD / Automation of Business mileage / Reduction of High Mileage
Review of options extended to end 2019 to allow more time for further research.
Internal Drone Service
A business case detailing the trial-based option was approved by Stephen Archer 9th April. The drone and training is expected to be completed by mid-May 2019.
Multi-Tasking of Professional Services
A project lead has been appointed, initial information to be gathered, prior to the first team meeting scheduled for Monday 15th April, which will review data and determine the aims and objectives of project.
Multi-Tasking of Operational Services
Following research into potential options the concept being researched in more detail is the use of a dynamic scheduling tool which would enable mobile workforce management.
Online Business Hub and Infrastructure Services Knowledge Hub
Online Business Hub and Infrastructure Services Knowledge Hub A project lead and team has been appointed with aims and objectives agreed.
Resource Management Task (Waste Services only)
A project lead and team members have been appointed with a project plan in place. The gathering of information and reviewing options to be completed by September 2019 with the implementation by January 2020.
On March 25th Stephen Archer met with the Project Leads to discuss their projects, provide the opportunity for clarification whilst emphasising the need for their projects to be prioritised and gather momentum to ensure ongoing implementation and delivery throughout 2019/2020.
The next Change Programme board meeting is planned for 7th May, followed by an Extended Management Team meeting on 11th June, where Project Leads will be providing updates on their projects, including a summary of progress since last update and key activities to be completed next.
February 2019
The Change Programme Board met on the 5th February, with an update provided on the status of existing projects. Leading on from the Extended Management Team (EMT) meeting 4th December, the list of Improvement projects that Infrastructure Services is currently committed to was reviewed by all stakeholders and updated to 108 entries: 52 reclassified as Business as Usual routine tasks, whilst the remaining 56 were confirmed as Improvement Projects. This updated list was distributed to all members of the Extended Management team to provide greater transparency.
In line with the Change Programme objectives of mobile workforce management and the enhanced use of digital technology, a review of the ICT systems used within Infrastructure Services was undertaken to understand their current use and future capabilities. From this a presentation was delivered by Dave Clark, Principal Systems Development Officer, and Vicki Findlater, Change Project Manager, on the potential future use of the Confirm Workzone dynamic scheduling tool. The Confirm software currently supports and manages the activities carried out in the Roads, Landscape and Waste Services, together with parts of Transportation and Planning. Feedback was positive on the capabilities and the potential benefits it could bring to Infrastructure Services. Further research and information was requested by the Board on the options around prioritising which sections to implement using a phased approach, types of devices, and estimated expenditure.
In February, leading on from the two areas highlighted above, a project proposal for Multi-tasking of Professional Services was reviewed by the Board and agreement was made to progress. An additional two projects were also reviewed and agreed to progress. These projects are at the initial stages; creating project teams and determining the scope and timelines:
Multi-tasking of Professional Services
Review and collate skills and tasks currently carried out by Officers within Infrastructure Services who undertake investigations, site visits and inspections to identify potential areas for a joint approach going forward.
Online Business Hub
Creation of a web-based page for new or existing businesses in Aberdeenshire which would contain regulatory advice, creating a streamlined and accessible service by having all applicable information in one central online location, encouraging a collaborative approach/relationship.
Reduction in agency resource requirements (Waste Services)
Gather information on how resources within Waste Services are currently managed, with the aim of determining the optimum minimum and maximum staffing levels. Thus, providing an even distribution of resources throughout the year and reducing the demand on agency resources to cover substantive posts.
December 2018
On the 4th December the Extended Management Team attended an away day, the morning session provided updates on the diverse portfolio of projects ongoing within the Change Programme, which was followed by a productive afternoon session of brainstorming and mind-mapping, utilising the valuable knowledge in the room.
The output from this was a list of Improvement projects that we are already committed to within Infrastructure Services, enabling us to fully understand our current commits and better manage our resources.
The second part of the afternoon session was reviewing services currently provided within Infrastructure Services with the aim of highlighting connections where through applying the approach of multi-tasking, we could achieve greater efficiencies. This highlighted two key areas: operational and professional which we will be explored further for feasibility to include in the Change Programme going forward.
October 2018
In October the seven themed teams, led by a Head of Service or Area Manager presented 17 proposed projects to the Change Programme Board.
To ensure a consistent approach, all the proposed projects were measured against the pre-agreed weighted principles, so that only those initiatives that will bring the greatest added value are being executed as a part of this Change Programme.
Five projects where approved with a further four agreed in principle, however supplementary data collection was required. Five projects had actions on the teams to gather more detailed information to allow for in depth analysis. The remaining projects were deemed to have similarities and were merged with those above.
Approved:
Infrastructure Services Knowledge Hub
Area Committee Attendance
Electronic Timesheet Delivery
Housing Virtual Tour
Photographic & Video Reporting
Approved in principles:
Field Based Information (supplying devices to all IS front line staff)
RFID Burial Lair Identification application
IT50 Vehicle Checks application
Lone Worker Safety application
Further investigation/information:
Online Volunteering Portal
Multi-tasking Operational Teams
Multi-Skilled Professional Services
All Car users to register and use Enterprise Car Club & ETD / Automation of Business Mileage
Drones Rejected (merged):
Reduction of High Mileage Claims. Merged with All car users to use and register with Enterprise car club & ETD project.
General Observations in the Field. Merged with Photographic and Video Reporting
Upon the creation of the Change Programme with the Mission Statement: Satisfied Workforce, Satisfied Customers, five key objectives were created. Leading on from these objectives, the Change Programme Board established four Programme Principles, awarding a weighting to each in the order of importance to the objectives of the Change Programme.
Five key objectives
- Multi-tasking of staff
- Mobile workforce management
- Enhanced use of digital technology
- Positioning of business support
- Quality, efficiency and affordability of services to our customers
Principles
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- Achievement of net financial savings (for the Service) – weightings – 39%
- Deliverability – weightings – 34%
- Exploitation of technology to provide appropriate modern services – weightings – 18%
- Ability to maximise the improvement of customer experience – weightings – 9%
Infrastructure Services Change Program Project Board
Documents
- Change Programme Charter
- IQ Newsletter June 2019
- IQ Newsletter March 2019
- IQ Newsletter December 2018
- Information on the 11 Council Priorities