Molly 1974

Service Transformation

Objectives
  • Maintain and improve critical and valuable services for Mole Valley residents and businesses through a formalised change management programme of work.
  • There may be services that the Council can no longer offer in the same way, or at all. If that is the case, we will need to carefully consider what we could do to meet the needs for our residents and businesses in different ways.  
  • The approved service transformation programme will provide a significant contribution to the financial challenges faced by the Council and will support the move to an organisation that is better value for money and focused on efficiencies.
  • Increase opportunities for income generation and improving the robustness of debt management to reduce ‘bad debt’ and associated difficulties for our residents and businesses.
  • We will consider whether formalised partnerships with other councils will improve value for money and service provision for our customers.
  • If the best value can only be found through 3rd party providers, we will build the appropriate provision only after due consideration and appropriate agreements have reassured that this is the right solution for Mole Valley District Council
  • With our partner the Shared Procurement Service seek to rationalise our contracts and get the most value (measured not only in financial terms, but also wider social, economic and environmental considerations) from those that continue.
  • The skills and culture of our people and leadership will be rooted in continuous improvement and we will create a learning organisation, focused on delivering best outcomes.
  • Create better processes and supporting technologies to make it easier for our staff, partners, and customers to get the best out of our services.
  • We will then be clearer on how well our processes work, including information flows and integration, acting where these are not maintaining effective ways of working to continuously improve our approach.
  • We collect from our customers only the data we need or they permit us to have to allow us to provide the services required and we use that data to provide greater insight, especially on failure demand, so we continuously improve customer experience.
  • We will continue to securely and confidently use and share data and ensure we protect our organisation and customers.
Design Principles

The strategy will work to a set of design principles to underpin the above objectives.

  • Considers end-to-end systems not individual processes.
  • Creates and embeds a continuous improvement culture.
  • Ensure better value for money.
  • Use the ‘Good government service principles’ to aid future design of council service delivery:

Process efficiency

  • A user has to do as few things as possible.
  • There are no dead ends.

Customer excellence

  • It’s straightforward to get human assistance.
  • Internal structures are not shown to or felt by our users.

Open & transparent

  • The service is easy to find.
  • What the service is for and what it involves is clear.
  • How decisions are made is clear.

Empathetic service delivery

  • The service is consistent.
  • The service works in a familiar way.
  • Everyone can use and understand the service.
  • Users and their information are treated with care and respect.
  • Keeps customers informed.

Radar view