Embedding portfolio management across Westminster City Council, Peter Glynne

Embedding Portfolio Management across

Westminster City Council

Peter Glynne

Head of Portfolio Delivery

6th March 2014


Overview and Key Facts

Key Facts

• 990,000 average daytime population• 105,800 households• 220,000 residents

• 48,000 local businesses

• Annual budget in excess of £1bn• 470 services provided to customers


• Cost reduction is a significant driver for large scale corporate change

• Intense change in the last four years resulting in savings of over £100m

• There is another £100m to save over the next four years

• New Chief Executive who is very change focussed

• Organisational change capability is critical

Background Context


TriBorough Partnership


Our Current Westminster Change Portfolio

Op

erat

ion

al S

ervi

ce D

eliv

ery

Information and Communications Technology (ICT)

Windows 7 TriBorough Business

Intelligence

Transition of Network Support

Services

Customer Delivery Programme Parking Highways

New Contact Centre operation to enable

online services enhancement and greater efficiency

New Digital Platform to enable

online services enhancement

Managed Services Programme City Hall Investment Programme

Property

Operational Property Strategy

Investment Property Strategy

Other Cross Cutting

People and Resources (Marshalls)

Integrated Parking Solution/ Business

Processes and Technology

Re-procurement of six contracts (maintenance

and new works)

Service Improvement (customer and costs)

Better Services

Better Technology

Better Business Processes and Services

Customers

TriBorough

Pro

ject

, Pro

gra

mm

e an

d P

ort

folio

Man

agem

ent

incl

ud

ing

Bu

sin

ess

Ch

ang

e

New office specification for City

Hall

Finance Service HR/Payroll Service

Intelligent Client Function (ICF)

Business Intelligence

eSourcingProperty and Asset

Database

Parking Technology Solution and Bay

Sensors

Corporate Programme Integration (Parking, Customer, Highways, MSP and others)

Commercial Income Development

Housing Investment Plan

Rough Sleeping StrategyTemporary

Accommodation Strategy

Housing

Savings Programme

Better Together(new approaches to)

Annual WCC Savings Programme

Team Ambassador and Line Manager

Networks

Management Development

Pay Progression

Workforce Planning

Performance Management

Better Together and Savings

Print, Fulfilment and Document Management

Aggregated Corporate Solution (Change and Business As Usual)

Health and Social Care

Adult and Social Care (ASC) Alignment

Whole Systems Integration

Bring Your Own Device (BYOD)

WiFi RolloutTriB Working from

AnywhereICT Transition to

TriB Contract

TriBorough Library Management

System

TriBorough

Learning and Development

Talent Management

Corporate Leadership Capability


• Implement a single corporate approach to governing and assuring change

• Drive forward cross directorate working on change

• Provide the necessary information to support corporate decision making on change

• Identify portfolio level risk and ensure that it is successfully mitigated

In 2013 we set out to:


1. Meaningful and Timely Portfolio Level Management Information

2. Priority dependencies

3. Portfolio level Risk/Issues

4. Benefits Realisation

5. Resourcing

6. Organisational Capability

Priority Focus AreasRobust Yet Light Touch


• Widespread acceptance of a common corporate approach

• Getting top of the house buy-in

• Standardising ways of working across multiple projects/programmes

• Building quick-wins and establishing credibility at the portfolio level

• ENGAGING the business and avoiding technical PPM jargon

The Specific Challenges


Our Governance of ChangeStrategic Executive Board (SEB)

Change Board

Service Areas

Service Areas

Service Areas

Service Areas

Service Areas

Change and Project

Management Unit

Service areas include Adult Social Care, Children’s, Built Environment, City Management

and many others

Assurance through “corporate representation” (8 members)

Owner of the change portfolio


Design and Change

Portfolio Management

Office

OperationalPerformance Management

Programme Management

Change and Project Management Unit

Change and Project Management Unit


• No one has perfected portfolio management – most organisations are still maturing

• Without a strong senior level executive champion it is near impossible to implement

• Successful senior relationships across the business are CRITICAL

• Don’t get too technical; it scares senior management

• It is not another PRINCE2 or MSP type approach. It is TOTALLY different!

• Keep it refreshed and aligned to changing business needs

What have we learned?


On a more light hearted note.....



Questions