2 STRATEGIC CONTEXT AND BUSINESS NEED
The strategic theme should set the project/programme in context, to this end it may require input from both political and senior management interests (in the public sector e.g. ministers, members, senior civil servants, chief officers) as well as corporate policy units, senior departmental managers, users, stakeholders.]
This section should include:
• a strategic analysis of the relationship and synergies between the CATS and the Local Authority's vision, corporate strategies, policies and plans.
• the key issues addressed as part of the strategic assessment,
• highlight the rationale for the services in scope
• an outline of the 'fit' of the project within the wider strategic and policy context
• A sound strategic context that anchors the project as a coherent part of the Local Authority's corporate plan will minimise the risk of significant changes in direction at a later stage
The analysis in the OBC might usefully focus on the key service objectives, for example:
• Achieving upper quartile performance in Revenues and Benefits service delivery
• Achieving integrated and real time access to all business management information
• etc
The Service Evaluation Approach document provided as part of this procurement pack includes some example proformae for assessing service performance which may be used as a starting point.
The strategic context section of the OBC should build upon the earlier Strategic Business Case and could also usefully summarise any evidence of user or public perceptions of the services in scope, how these perceptions have developed over time, and how they reflect demand for better quality, easier access (e.g. improved self help in use of information) or more efficient services. Where there is recent, available analysis of user or public opinion surveys on trends in relation to the performance of the scoped services, this should be included in support of the need for development or improvement of the service.
In addition, the OBC may focus on the need to achieve government standards or a level of service to improve the Authority's CPA rating. If these standards cannot be achieved with current resources then this should be assessed through a detailed appraisal. Once again, an understanding of current performance is important for assessing this in terms of the reasons behind performance (e.g. lack of resources, a shortage of technology etc.) Having assessed the reasons behind poor performance, the OBC needs to be clear that an proposed solution addresses the drivers behind performance.
Examples of the kind of KPIs which are useful in this context are:
• Contact centres, e-government, call handling etc.
• Analysis of the numbers and frequency of requests for service and or complaints.
• Levels of re-work v. get it 'right first time'
• Analysis of the requests for improved services
• The time taken to respond satisfactorily to service requests
• The results of other surveys/initiatives where improvements to support processes or services have been cited as a means of improving the effectiveness of other local authority activities (for example improved take-up of benefits, improved collection rates, staff retention levels, improved grant funding, decrease in audit enquiries on year-end returns).
Detailed supporting analysis should be included in the Appendices if this is considered appropriate.
The OBC should also set out the impact or contribution of the project on existing partnership arrangements and other stakeholders of the service.
In setting out the Strategic Context for the project, it may be helpful to include an analysis of the existing service delivery arrangements. This analysis should include:
• Details of the current service costs and budgets
• An analysis of the organisational structure, arrangements and management responsibilities in place for the service
• Any contractual arrangements in place to deliver whole or parts of the existing service and when these are due to expire
• The standards of service currently being delivered against required performance targets
• Any premises or assets used to provide the services and who owns them.
In addition, this section of the OBC should include commentary on service challenges (e.g. retention and recruitment issues), the condition of infrastructure assets (e.g. essential IT systems and programmes to refresh / replace them) and risks associated with the existing service assets/infrastructure. The quality of this data will be critical to an effective cost / benefit analysis of project options and also facilitate an efficient bidding and pricing process if appropriate.
Is the Strategic Business Case complete? If this was not done does the strategic theme satisfy this requirement?