Our Approach to Service Redesign
Our Approach
Aug 2024
Set out our process for review of each team
Jan 2025
Review of outcomes from each team and set themes
Feb 2025
Align themes and synergies across the teams
Mar 2025
Challenge of outcomes at meeting with EHOS
Apr 2025
Agreement from EHOS and set out the plan
Strategic Outcomes
SERVICE REDESIGN
Tactical
Outcomes
Change direction to enable and Support the Coastal Service to progress with their identified service redesign. Position for Local Government Reorganisation and what that might bring. Understand what this looks like for Coastal Partners and be ready. Recommendation needs to be clear on what opportunities become available.
Short Term
Create a Business Strategy summary based on horizon vision.
Medium Term
Creation of a People Strategy to support our Grow our Own culture. Medium Term
Operational Outcomes
Increased performance management recording, creation of more management information and more efficient processes, futureproofing our service for whatever is ahead.
Medium Term
Coastal Assurance ASSURANCE
Implementation of new systems
Medium Term
CRM Customer Service Solution. To provide improved customer service
Time Management System.
Integrate software for project finances.
Implementation of Digital Asset Management System for Partnership Assets.
Improved interactive website - Project comms liaison resource.
To do this we will need help, we are therefore proposing the development of new role in Assurance Team for Data Solutions Officer who will be dedicated to work on data and intelligence initiatives across the service. Creating more efficient management information. This links to several outcomes across the teams.
Strategic Outcomes
Short Term - Address issues with Team Manager portfolios, which currently lead to crossed lines of responsibility and reporting. Assign a Team Manager to each of the following roles: Assets Management, Beach Management, Commercial/SuDS. This will enable greater clarity and accountability for these sub team areas, leading to wider team progression where a service need is identified. [ET1]
Medium Term - Identification of the need for a resource and programme manager across Coastal Partners. To improve resource allocation and management across a complex portfolio of work, and each service area. [ET4]
Medium Term - Facilitation of officer progression at all levels for those ready, driven by the business need for officers to step up to meet the demands of the emerging pipeline of works. Enable staff retention by monitoring market rates and staying competitive. [ET8]
Medium Term - Improved systems and support to technical officers via exploration of more support from Coastal Assurance in a variety of areas. i.e. finance tools, project management, procurement, recruitment, admin, data, IT etc. Intention is to ease logistical and time burden on technical officers, efficiency and be customer centric. [ET11]
Medium Term - Improved cross team integration to break down silo working. Good working practices exist at a project level but less so at whole team level. Aspiration for improved co-ordination and cross team forums to enable the entire Coastal Partners service to understand strategic direction, pressures and priorities. [ET5]
Medium Term - Plan for change through Devolution and Local Government Reorganisation and the challenge for the ‘post-truth’ era and climate scepticism. Adapt to a new EA capital programme and funding rules. Continue to nurture Sold Services (Project Management, Asset Inspections, SUDS). See these changes as an opportunity for evolution, resilience, income generation, and to be future proof. [ET10]
Medium Term - Embed SUDS in all our project and deliver local SUDS projects. Explore new opportunities with our wide client base. Delivery via hybrid project teams including CELT, as an opportunity for growth, progression and resilience. [ET16]
Tactical Outcomes
Short Term - Evolve existing frameworks to complement our knowledge and experience when delivering works and projects. They should add value, help smooth peaks and troughs and support our climate and sustainability ambitions. Explore how these could be offered as part of a wider service offer. [ET13]
Short Term - Implement an Asset Management Strategy (AMS) to bring together existing tools, process and workflows. Apply this to drive efficiencies, bring greater consistence across all authorities. Strategy to be both customer and user centric. [ET15]
Short Term - Refine Coastal Partners approach to asset inspections, to provide a closed system and more coordinated approach which is be interoperable with CCO & CELT. An opportunity for growth, resilience and new technology to help manage risk. [ET17]
Short Term – Hand back the West Sussex County Council Ordinary Water Course consenting SLA sold service from April 2025. Release officer time to re-focus on wider SUDS and Nature Based Solution opportunities. [ET2]
Short Term - Clarify the scope of the Partnership agreement on nonstatutory work and non-coastal work for partners. Review how the team works with our Client Managers to set priorities and monitor progress. Seek to manage customer expectations and meet expected level of service. [ET3, ET7]
Short Term – Customer Relationship Management systems have the potential to provide more automated responses using standard templates, machine learning and AI. Explore how this could drive efficiency, reduce waste and increase customer satisfaction. [ET18]
Operational Outcomes
Short Term - Maintain team skills and experience and training to meet individual development and service needs via annual appraisal and development plans. Raise the profile of professional qualifications to maintain quality and retention. [ET12]
Short Term - Strengthen the handoff from capital schemes into operational service via improved process and structure. Customer centric, to manage expectations around the level of service and upkeep. [ET14]
Short Term – Horizon scan for potential resource or funding shortages in other Council Service area leaving our service exposed. Consider where to challenge and where to accept. Are we being reasonable and managing these risks. Is there an opportunity for sold services. [ET9]
ENGINEERING ENGINEERING SERVICE REDESIGN
REDESIGN Civil Engineering & Landscape Team
Strategic Outcomes
Increase sustainable services including blue / green, SuDS, landscape. Increase internal bids for green / blue infrastructure, increase resource and knowledge base to sell and increase external workload and income (within the next 3 to 5 years).
Long Term
Increase external civil engineering workload with external clients (within the 1 to 2 years).
Medium Term
Tactical Outcomes
Data & Intelligence
Digitise inspection reporting to App based solution, recording defects, photo defect, writing orders as you inspect (within the next 12 months).
Short Term
Develop quality management for delivery of projects internally and externally; dashboard and tracker development including reporting mechanisms incl. PowerBI etc. type. Links to service wide outcomes.
Operational
Maintenance & Performance Management
Make the inspections of assets role a permanent role. This will allow the two Team Leader to focus more on HBC and external design and income generation. Improves efficiencies, value for money, time efficient, income generation and supports the councils Pride of Place and Wellbeing strategy (within the next 12 months).
Short Term
Operational
Service Delivery
Hand all our bus shelter assets to Hampshire County Council (HCC). This will save the council between £10K to £20K annually on maintenance and £500K future costs to replace all the bus shelters. HCC likely to bring in an income through their bus shelter advertising contract within the next 12 months).
Short Term
MAJOR PROJECTS
SERVICE REDESIGN
Strategic Outcomes
• Redefine the remit of ‘Major Projects’ to give clarity on the portfolio of projects the service will be responsible for and/or provide resource.
• Rebrand of the ‘Major Projects’ service to better reflect a wider remit of work, covering major, complex or special projects and commercial services.
• Formalise Coastal Partners ‘sold service’ and establish a commercial offer with consistent branding and formalise market presence.
• Sustainable resource growth to provide specialist resource to Coastal Partners portfolio of projects and to realise market opportunity for ‘sold service’. Grow our own and share experience gained on major project delivery.
• Review and refresh commercial arrangements and frameworks to provide the next generation supplier agreements to best support Coastal Partners medium term portfolio of work.
Project Delivery Services
Provide Client Project Management to ‘Major Projects’ portfolio of projects.
Provide experienced NEC ECC Project Management and contract advisory service across Coastal Partners.
Continue to grow Project Management and NEC Contract ‘sold service’ commercial offer to other partner departments and external clients.
Project management - Offering experienced project management & APM qualified practitioners.
NEC Contract Services - Offering NEC accredited Project Managers and NEC management & advisory services
Site Services
Provide specialist NEC Supervision and Site Engineering services to ‘Major Projects’ portfolio of projects.
Provide experienced NEC Supervision and technical construction advise across Coastal Partners.
Continue to grow NEC Supervision ‘sold service’ commercial offer to other partner departments and external clients.
Provide specialist Geomatics services to ‘Major Projects’ portfolio of projects.
Provide specialise Geomatics services across Coastal Partners. Continue to grow our Geomatics Service ‘sold service’ commercial offer to other partner departments and external clients.
Site Supervision – Experienced NEC accredited supervisors.
Geomatics – Land survey, 3D Data Capture, Measured Building, UAV, GPR and Buried Services.
Design Services
Provide experienced Design Management services to ‘Major Projects’ portfolio of projects.
Provide experienced Design Management and technical design advise across Coastal Partners.
Develop in-house design capacity and capability to deliver more design in-house and reduce reliance on external consultants.
Continue to grow Design Management and Design ‘sold service’ commercial offer to other partner departments and external clients.
Design Management – Management of design contracts and the design process on projects.
Engineering Design – Growing service to offer engineering design services.
Leadership Outcomes
Short Term - Clearer lines of reporting and clarity on accountability achieved by implementing an improved structure in the sub team areas including progression of TL/SME’s where need identified.
Medium Term - Facilitation of officer progression at all levels for those ready, driven by the business need for officers to step up to meet the demands of the emerging pipeline of works.
Medium Term - Identification of the need for a resource and programme manager across Coastal Partners. To improve resource allocation and management across a complex portfolio of work.
Medium Term - Improved systems and support to technical officers via exploration of more support from Coastal Assurance in a variety of areas. i.e. finance tools, project management, procurement, recruitment, admin, data, IT etc. Intention is to ease logistical and time burden on technical officers.
Medium Term - Improved cross team integration to break down silo working. Good working practices exist at a project level but less so at whole team level. Aspiration for improved co-ordination and cross team forums to enable the entire Coastal Partners service to understand strategic direction, pressures and priorities.
Project Initiation & Strategic Overview Team Outcomes
Short Term - Review of Planning and Development Management work area. Review the service delivery, streamline the approach and service offer, build resilience in the team and develop new tools to reduce burden on officer time.
Medium Term - Identified need to grow the team dependant on securing funding for several emerging largescale projects. Building the right team and level of resource to meet the needs of the emerging work programme. Would require TL/SME’s and new CE/CPE’s. Development of focus areas in Coastal Adaptation and Feasibility/Option Appraisal.
Coastal Research Team Outcomes Policy Team
SERVICE REDESIGN
Environment Team Outcomes
Short Term - Continue to develop, define and grow the team’s specialist areas through progression of existing senior staff to TL/SMEs to help meet current business needs and better align the team for future opportunities.
Specialist Areas
EIA, licenses and consents Planning, placemaking and heritage Ecology, ornithology and BNG Environmental improvement initiatives and funding Strategic environmental and Habitat Compensation and Restoration Programme (HCRP)
Medium Term - Recruitment of additional resource to improve our resilience and manage current team pressures – with early focus on ecology and ornithology support.
Medium Term - Explore and confirm the need for specialist consultancy support with the intention to smooth the peaks and troughs in demand on the team. Potential to establish specialist frameworks in areas e.g. marine surveys, HRA, WFD, contaminated land investigations, licensed species surveys.
Long Term - Develop portfolio of skills within team and target external work that would benefit the FCERM sector and lead to environmental improvements. Aspiration to better advertise the skills within the team, support partners, build resilience and undertake external work that aligns with our vision of managing coastlines, improving community resilience and enhance the natural environment.
Medium Term - Iteratively move to a new structure in the team by developing senior officers to TL/SME’s. This builds experience and reputation and facilitates applied research which helps our sector. It will also sustain the team and allow growth and future resilience.
Medium Term - Recruitment of additional resource to improve team resilience and manage current team pressures. This will be dependant on funding being secured for projects across the wider service.
Long Term - Develop portfolio of skills within team and explore opportunities to undertake baseline coastal process studies and tracers outside the Coastal Partners region. Tap into regional and national research funding pots.