ANNEX 1 (A)

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the compelling alternative

Annex 1 (A)
Target Operating Model
 Target Operating Model: Methodology Used

A target operating model (TOM) is a desired future state of an organisation. In order to articulate the desired future state it is essential that
many different components, or ‘layers’ are considered. The diagram below outlines the TOM framework for Orbis.

Within this initial phase each area has been developed to some extent but there has been a particular focus on the areas highlighted:
• It is essential that the vision is defined and confirmed by all key stakeholders to guide any on going design work.
• Growth and partnering is a key ambition for us at Orbis and therefore some initial work has also been completed to articulate the potential
offerings for further partnership working.
• Technology and Information has also been a key focus for this phase of design given its importance to enable the future state and potential
impact on cost drivers

Defines the strategic vision for Orbis that

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partners and customers sign up to

Defines who the partners & customers are and
what the offer from Orbis is to each of these
Vision and
Strategy
Defines the organisation Customers, Partners &
design, key roles / Channels
Defines what services and scope of which
responsibilities and target will be provided to customers and
Services through which mechanisms
culture

People, Defines the processes to

Processes &
Defines the governance Governance Organisation deliver the service to the
transactions
arrangement of the joint & Culture customer
committee
Defines the high level technical
Technology & Information (system, application, network,
Location information) architecture
Defines the location
requirements to enable delivery Planning and Performance Management
of services and the physical
placement of these
Defines the key success criteria
 Orbis Design Principles
Design Principles are an individual and robust set of requirements for each individual design project. They must be agreed with key stakeholders
prior to beginning the design process. Design Principles should be based on the specific requirements of the project and should be compelling,
strategic and reflect the ambitions of the design work.

The design principles above show two versions, the first completed by Orbis leadership during the initial stages of Orbis creation, which state
ambitions and guidance. The second set, ‘version 2.0’, are a revised set which build on version 1.0 following being tested with customers and
Orbis staff. As the journey has become more mature, the design principles and ambitions have become more refined. It is expected that these
may evolve over time as the journey of Orbis moves on.

Design Principles – Version 1.0 Revised Design Principles – Version 2.0

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1. Deliver against savings We will….

2. Everything is integrated
1. ..place the customer at the heart of everything we do
3. Focus on enabling and adding
value to the Customer 2. ..have a workforce who are proud and passionate and are given
4. Increase standardisation and the opportunity to succeed and flourish
reduce duplication
5. Future proof the Partnership 3. ..embed a partnership culture, empowering our people to make
6. Maximise organisational self- decisions based on the right thing for our business and our
customers
sufficiency
7. Exploit technology and all enabling 4. ..be the Public Services supplier of choice, allowing our existing
resources and future Partners to benefit from our increased
8. Enable decision making to take standardisation and reduced duplication
place closest to the issue
9. Operate with a commercial mind- 5. ..have a business which is sustainable now and in the future
set
 Orbis Design Parameters
The Design Parameters should translate Design Principles into tangible design considerations, against which the effectiveness and
appropriateness of the proposed design options can be assessed. These will act as a guide to the redesign of new services and a core component
throughout. The set below have been categorised against the layers of the TOM framework to ensure that all component parts are covered from
a design guidance perspective.

Target Operating Design Parameters

Model Component

Customers, - Designs of services will be tested through a set of customer representatives who are empowered to provide ‘view points’ across the
Partners and customer community
Channels - Processes and enabling technology will be designed to empower customers to support themselves
- Dedicated liaison will be built in to the operating model to manage relationships and capture customer demand
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Services - The return on investment for service delivery is clear and will drive decision making
- The services will be annually reviewed against relevant external benchmarks and if necessary, changed to suit the market
- Entry criteria for new/founding partners will be based on clear quantitative evidence to identify financial viability and quality measures will
also be assessed against Orbis values and behaviours

People, - The organisation will be designed to be as flat as possible and contain no more than five layers. Spans of control at the senior levels should be
Organisation & no less than 4 and no more than 6
Culture - Matrix management will be designed in to structures, roles and skills to enable the formation of topic based, problem solving teams which is
underpinned through strong resource management
- Silos will be removed and roles will be flexible to allow the organisation to shrink and grow based on demand

Processes and - Performance management will be consistent across the partnership and the process for this will be agreed across all partners
Transactions - Where the opportunity exists processes will be standardised
- Processes which do not add value should be stopped

Technology and - Industry best practice will inform future design of IT

Information - Investment decisions will be based on a balance of digital, strategic fit, customer requirements and total cost of ownership
- Standard and consistent access to systems and information

Location - Place resource where they add most value

- Terms and conditions of new employees will be determined on which location they spend most their time

Planning and - Customer intelligence and insight will be gathered to make sure our services are always fit for purpose
Performance - Robust evidence and intelligence will be gathered to drive decision making and performance improvement
- Growth plans will be built in to the 3yr business plan
- Our strategic workforce plans for the service will contain targets to maximise engagement and performance
 Service Design: HR Draft Model
The diagram below demonstrates the translation of the strategic vision for Orbis into a service level model for HR. This model has been
developed using the design parameters and principles.

The Orbis Vision The Design Principles The Design Parameters

“A trusted partnership delivering value to
An individual and robust set of requirements
customers and residents through our
Translate Design Principles into

Based on specific requirements of the project tangible design considerations
Design expertise, innovation and passion.”
Compelling, strategic and reflect the
Guide to the redesign of new
Guidance ambitions of the design work. services
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Intelligence and KPIs are The model demonstrates

fed through from the its compliance to the Orbis
integrated service to allow vision through dedicating
Orbis level functions to functional capacity to
collate and monitor the service quality to ensure
overall performance of that Customer continues to
Orbis receive services which are
value add.

The Centres of Expertise

demonstrate the creative The transactional
but repetitive functions of elements such as E-
the future HR service and recruitment have the
the offerings from these opportunity to be
will be tailored based on streamlined and refined to
the ‘commission’ by the • Wellbeing, Inclusion, Health and Safety provide high quality,
•Workforce Planning
Business Engagement arm •HR Advisory efficient services using the
which sits closely with the •Workforce Dev and OD
•Pay/ Reward strategy
established business
customers •Contract Management operations model.
•Policy Development
 ANNEX 1 (B)

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the compelling alternative

Annex 1 (B)
Change and Transition Plan
 Draft High-level Change Plan
£ Target Savings Design Build Implement
The following is an illustrative example of a roadmap for change from June 2015 – April 2019.
June 2015 – March 2016 April 2016– March 2017 April 2017 – March 2018 April 2018- March 2019

Key Milestones Oct Cabinet Joined budgets £ £ £

Detailed Business Case

Programme Mobilisation of Portfolio of

Change programmes
Level
Business Case Management/Reporting to Joint Committee

TOM Design Timing and approach to be agreed for each Service

Agree on approach and

Detailed Service Design Phase 1 Detailed Service Design Phase 2 Detailed Service Design Phase 3
timing
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Services
Build /Solution to support new Service Design

Implement/Transition to new Service

Review HR Policies and

Implement
Procedures

Design Recruitment
Implement
strategy

Design Induction Implement

People strategy Change activities to support people transition, and deliver future state people requirements
Transition Implement
Design Release strategy

Design Performance Implement

Management approach
Design Pay & Reward Implement
Strategy

Change Management Dev. Comms & Change Mgmt strategy

(Communications & Execute communication, training and other change management related activities
Training)

Support TOM
Support Service Design, Build and Implementation
Design
Technology &
Information BSP Selection Procure solution Release, configure & train
BSP assessment

Define Partner
Find and onboard new partners
Customer & offer
Partner
Define Customer offer Find and onboard new customers
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