Final ict consultation presentation v4
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- The document summarizes a proposed restructure of a business development and support and ICT department. It outlines the drivers for change including improved resilience, consistent incident management, and better utilization of managed service providers. - Key features of the new structure include stronger senior management, more rewarding roles for staff, reduced temporary staff needs, improved service delivery, and leveraging managed service contracts. - A proposed new organizational structure chart is presented and the consultation and staff matching process is explained, including timelines for consultation, job matching, interviews and selection.
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Final ict consultation presentation v4
- 1. Staff Consultation BUSINESS DEVELOPMENT & SUPPORT AND ICT RESTRUCTURE PROPOSALS
- 2. Welcome • Introductions • Documentation available – Consultation document – Revised job descriptions – all evaluated – Copy of presentation • Purpose of meeting, covering – Restructure drivers – Requirements and outcomes – Consultation process and timescales • Who’s affected? – Permanent – Fixed term contract – Contractor • Support available – Steph Nichols, HR Business Partner – Caroline Glendinning and Steve Davis – Union Reps – Helen Bishop, Head of Business Improvement
- 3. Restructure Drivers • Creation of additional key technical roles • Resilience in Applications Development • Consistent incident management, resolution and customer communications per service catalogue, service level agreement, • Improved utilisation of managed service providers contracts • Out of hours support for critical services • Project, digital and application skills exchange • Scanning and application processing harmonisation
- 4. Key Features of the Restructure • A stronger Senior Management team that can develop the strategic roadmap of services. • Better opportunities for ICT staff to develop their technical skills with more rewarding roles. • Reduced requirement for temporary staff to deliver ‘business as usual’ support. • A technology led Infrastructure and Operations support and development function, managing key infrastructure and leveraging the managed services vendors for best performance and value. • A robust Service Delivery function, providing great service from the help-desk through to client-side troubleshooting and delivery. • Reducing the time taken to resolve critical issues and improving the service delivery and case closure rates. • Improving the performance and reliability of ICT systems and the desktop environment for all council officers
- 5. Key Features of the Restructure • An expanded and re-focussed Applications Development and Support team. • Project Managers working more closely with technical teams, to improve implementation of ICT projects and the ICT Work Plan. • A better integrated Programme Office and relationship management team, working with both internal clients and external suppliers. • Better opportunities to leverage the provisions of managed service contracts. • Out of hours ICT service provision to support the public facing digital services interface, and maximise availability • Smoother and more streamlined end-to-end processes for scanning and applications processing, improving service performance
- 8. Timescales Process Date Example if 4 weeks staff consultation Closed consultation w/c 30th October 2017 Open consultation 6th November 2017 Close of consultation 4th December 2017 Job matching exercises By 4th December 2017 One to One’s with affected staff w/c 4th December 2017 Interviews/selection processes with ring fenced staff w/c 18th December 2017
- 9. Populating the Structure • Two stage process: – Job Matching – Selection Pools (ring fencing) • Job matching is used where: – Position is essentially unchanged – No change in grade; and – Same number of posts in old/new structure • Selection pools (ring fencing) used for affected employees where either: – Reduced number of posts in new structure and new posts identical/fundamentally same as existing posts; or – No reduction in number of posts in new structure and jobs not a match, but similar enough in nature to current jobs to be ‘suitable alternative’ • More details in Organisational Change Policy and Procedure and Employee Support Pack
- 10. Oxford City Commitment • £400k additional budget – £200k in base permanently – £200k for two years to cover fixed term posts • Transformation Programme Phase 2 – Endpoint refresh, Win10, LAN & WiFi upgrades & more • Chief Technology and Information Manager to recruit permanently • Vic to remain until we have new CTIO and to ensure robust handover • Ongoing training and development opportunities • Apprenticeship potential
- 11. Consultation and Support • Support available from Steph Nichols and union representatives • Opportunities throughout to write or email me (Helen Bishop) marked ‘BDS ICT Restructure Consultation’. • One-to-one sessions with me • Weekly update of answers to questions raised • Intranet page with all documentation
- 12. ANY QUESTIONS?
Editor's Notes
- Provide high quality support for services by embedding the development of managers and teams as part of business as usual using HR Business Partners and Advisors Deliver OD at an operational level as the leadership and management development program is now largely complete Achieving greater efficiency and resilience to provide high quality support for front line service delivery through: Common approach Increased flexibility to manage peaks and troughs in workload Re-invest in the iTrent system to improve and streamline our processes and systems