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Glasgow Pathfinder

Project Name: Pathfinder Glasgow

Current Stage

SRO: Paul Dowie, paul.dowie@improvementservice.org.uk , 01506 775558

Vision

PM:

Project Commissioning

Project Initiation

Implement

SE lead officer

Estimated Project Cost

Operate

Estimated Start / End Completion: June 2008

What is the background to the project and the context in which it was established, what were the issues/drivers/opportunities which led to its inception- why?Background and context:

Glasgow (and Edinburgh) council have signed up to undertake the design phase of the development of a single framework for shared services, working with the Councils early adopters (North Lanarkshire and Renfrewshire (Fife and Scottish Borders)). This is linked with the diagnostic Pathway. They will continue working with the Improvement Service to further develop the toolkit to maximise opportunities and ensure that all local authorities can benefit from the approach.

The key elements of the design phase are:

demonstrate the practical application of the common process model and update it in light of experience

provide the opportunity for continued joint development plans with early adopters in light of their diagnostics

identify implementation and benefit milestones

provide route maps for improvements and shared services and identify underpinning infrastructure (e.g. governance support, procurement, workforce issues, shared change support, ICT)

capture the options that provide opportunities for others and ensure that any operating models have the breadth of scope and provide frameworks for other councils/public sector organisations to take advantage of the service.

The key deliverables of the design stage are:

Designs for implementing Best Models of Working / Target Operating Models

Detailed business case

Implementation Plan

Benefits Realisation Framework

Resourcing and Procurement Requirements

Governance and Programme Management Arrangements

Concluding report on how project was approached.

The outputs are due to be completed by end June 2008.

Work is underway to review these and the Diagnostic Pathway outcomes to create an agreed view of the shared priorities for the future.

Objectives & Benefits -What are the aims/objectives/benefits & deliverables that the project is seeking to achieve, what improvements will there be as a result of this project - what?

Development of a future, common, Target Operating Model through which a Council could deliver services to its external customers, and showing how customer service is supported by strategic, direct and support services. A related business case for Glasgow will also be developed to take forward implementation of the Target Operating Model.

Stakeholders and governance-Which organisations are involved in delivering the project, what are their roles and responsibilities, who is accountable? Who are the key stakeholders to whom the project is relevant?- who?

External:

Glasgow Shared Services Pathfinder Board (which includes Improvement Service, GCC and Renfrewshire Council)

Internal:

GCC Steering Group of senior Council officers, chaired by the Chief Executive.

Departmental consultation and communication in GCC is via the Shared Services Implementation Group, attended by Heads of Service Development and the Head of Change Management.

Weekly Project Team meeting with Head of Business Review, which includes a review of the project plan, risk register, issues log, action list and budget monitoring.

The internal approval route for proposals made by the Glasgow project will be the Steering Group, Corporate Management Team and Executive Committee.

Organisation & Delivery

Project Team in place reporting to the Head of Business Review, within the Shared Service Centre. The team includes external consultants from PwC and OI Consulting, plus assistance from business change resources from Renfrewshire and North Lanarkshire Councils.

Project Plan in place and monitored, structured by cross Council streams of work, each containing key milestones & deliverables.

Progress and Issues-What specific progress has been achieved to date ? -Milestones met/achievements?

Have any issues arisen causing delays in the work plan? Is project delivery still on schedule?

Steps:

Create a team with the necessary skill sets to lead the project

Identify the deliverables and clearly define what they look like

Create the plan

Identify, source and schedule any additional resource

Create the governance structure

Create a communications network

Outline the drivers for change and communicate the vision


Page updated: Monday, June 16, 2008