Background
The Tribunals for Users Programme was set up to respond
to the Leggatt Report on Tribunal Reform. Leggatt proposed a
single
independent unified Tribunals Service be established within the
Lord Chancellor’s Department by incorporating the 70 tribunals
that exist across Government managing approximately one million
cases per year.
Brief
• Improve the service provided to users such that
legal representation is not necessary.
• Develop a coherent Tribunals Service design model in terms of
business processes, organisation structure, governance and estate
supported by financial, human resources and information systems
for a new single independent unified Tribunals Service within
the Lord Chancellor’s Department.
•
Develop the transfer plans that will ensure the existing service
levels are maintained during the Tribunal’s transition.
Top ten Tribunals to be transferred first as they generate 97%
of the workload.
My Approach
• Structure Business Change into separate
change management projects for process, organisation and people,
estate and user
support, finance and information technology with a separate design
authority for the integrated design model.
• Personally manage and participate in the process and IT projects
and perform the function of design authority.
• Manage the projects in accordance with Prince 2 processes and
establish the life cycle and stage boundary review points and
deliverables.
• Acquire a tool set, Control ES, usable by non-IT people to capture
current processes and design and configuration manage the Tribunals
Service Design Model.
• Capture the top ten Tribunals current Operational Processes and
how they are measured.
• Identify current processes that are legislation dependent and
the constraints on process design.
• Design the new Process Model based on best practice, harmonising
captured current processes, incorporating real process variants.
• Design a new common Tribunals Service Process Model based on
best practice, harmonised captured current processes and incorporating
real process variants with defined process performance measures.
• Capture the new process design assumptions and identify changes
required to existing legislation for each Tribunal.
• Identify for each Tribunal where there will be changes to their
current processes and benefits.
• Develop harmonised terms and conditions, rates of pay and ways
of working for the 3000 employees transferring to the Tribunals
Service.
• Design an organisation and governance structure that supports
the Process Model.
• Identify and capture in a database the estate that will be owned
by the Tribunals Service, including terms of contract, its usage
and accommodation standard.
• Design an estate structure and strategy that supports the organisation
structure, provides accommodation usable by any tribunal and
gives access to local Hearing Centres for appellants.
• Produce a Tribunal Service Design Model that integrates process,
organisation, governance and estate structure with supporting
ICT/IS architecture and transition strategy.
• Specify the requirements for new case management and financial
systems.
• Develop the portal requirements and implementation plan to provide
on line user services in line with Government policy to provide
all services and information on line through UK Online and the
Government Gateway.
• Develop due diligence checklists and produce the transfer plans
for the first Tribunals to transfer.
Delivered
• A coherent Tribunals Service Design Model
in terms of business processes, user focussed organisation structure,
governance
and estate supported by financial, human resources and information
systems. The design being captured and configuration managed
in Control ES.
• Analysis of changes required to legislation to enable the merging
of current processes into a single common process model.
• Processes to deliver a better service to users, support evidence-based
policymaking and ensure a common standard of decision making
across all Tribunals.
• Identified potential improvements to current processes within
existing legislation.
• A database of all estate to be transferred.
• Strategy to rationalise estate and share hearing centres across
Tribunals.
• Information Systems transition strategy.
• Information Systems strategy in line with Government and LCD
policy and standards
• Financial Systems requirements to be implemented in Oracle 11i.
• Proposals for the harmonisation of employment terms and conditions
and rates of pay
• Proposals for measurement of benefits realisation.
• Plan for the provision of a Portal to provide on-line services.
• Due diligence checklists for IT, finance and HR together with
a database of all contracts to be transferred.
• Documentation set configuration managed in Control ES required
at the completion of the outline design phase.
• Risk Register and Milestone Plan for each project.
Brian Lewis Profile
An International Business Change Director
experienced in both FTSE 100 companies and the public sector
with core skills in
change management, process re-engineering, information technology
and software development. Impressive record of delivering commitments
and meeting financial targets in a wide range of roles - Business
Turnaround, Channel Development, Business Development, Project
Management - in Europe, USA, Middle East and Australasia.
