DISSF(10-11)11
Outcomes of Business Planning Workshops
Contents
Debt and Insolvency Services Stakeholder Forum Members
2
Summary
2
Analysis
2
View from the outside
2
Points to take forward
3
Review of business strategy 2006-11 and business plan 2009-10
3
Analysis Tools – SWOT, PEST & View from the Outside
Political economic social technological (pest) analysis
View from the Outside Analysis
4
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5
The Board & Extended SMT Members
6
Summary
6
Analysis
6
View from the Outside
7
Points to take forward
7
Review of Business Strategy 2006-11 and Business Plan 2009-10
7
Analysis Tools – SWOT, PEST & View from the Outside
Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis
Political Economic Social Technological (PEST) Analysis
View from the Outside
Issues to Take Forward
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10
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Debt and Insolvency Services Stakeholder Forum Members
Summary
Review of Business Strategy 2006-11 and Business Plan 2010-11:
 Improve Communication and engagement to widen and deepen the scope
beyond the membership of DISSF and increase the amount of communication at
various levels
 Improve communication on new products to deliverers
 Increase AiB’s visibility and promote the good news more widely
 AiB’s objectives are on track although many are a work in progress
 Performance measurement is clear to customers although measurement of
supervisory function required
 Develop clearer definition of Customer Experience for the KPI and include a
method to capture observations/ feedback as a way of tracking trends and reduce
number of valid complaints
 AiB are delivering and getting better at delivery. Also doing the right things
Analysis
Political:
 Recent and potential changes to political landscape impacting on Local Authority
funding and money advice
 Influence from Westminster and Spending Review on financial constraints
Economic:
 Availability of credit and changes to lending criteria
 Impact of economic situation on employment levels
 Growth of fee charging companies
Social:
 Attitudes to debt and stigma of bankruptcy
 Maintain balance between creditors and debtors
Technology:
 Opportunity to improve visibility and access
 Impact of cost versus spending restrictions – spend to save
View from the outside
Reputation:
 More accessible and engaging
 Open, inclusive and transparent
 Boundaries between policy, supervision and Admin
Relationships:
 “Honest Broker” role – highly valued
 Some don’t know who we are – gaps in engagement, are AiB hitting right levels?
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Relevance:
 Highly relevant in terms of insolvency - is there enough resourcing to diligence?
Approach:
 Successful and able to deliver
 Is focus right balance of split between insolvency and diligence?
Brand:
 Forward looking although does IT deliver?
Points to take forward
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Appropriate and specific stakeholder engagement
Specifically list groups of stakeholders and building relationships with them
- get message to the next level down
Standard half-yearly report on Policy Progress perhaps with timeline
Don’t lose sight of needs of vulnerable groups (consider who funds them)
Drive forward use of technology especially one central point for data
Consider introduction of new role of Customer Service Manager to look at
customer experience trends and complaints
Progress renewal of Contract Provider contract and the impact on the market
Implementation of new Case Management System
Consolidate Bankruptcy Act and progress diligences eg Land Attachment
Maintain flexibility of AiB during cost restraints/ political uncertainty – include in
training
Better communication/ deeper engagement
Increase visibility – reputation v profile
Review KPIs – effectiveness of outsourced business; supervision; develop
customer experience
Review of business strategy 2006-11 and business plan 2009-10
A – Did we deliver what we said we were going to deliver?
Review of the 5 themes from the Business Strategy and objectives in 10/11 plan  Policy – achieved most of objectives although Debt and Homes consultation
postponed because of political impact and collation of statistical evidence.
Highlighted need to improve communication to a wider audience
 Modernising Services – (improving access to services for our customers)
all complete or ongoing
 Supporting the Business – ongoing engagement is good including involvement in
business planning; consider widening group
 Managing the Business - changes to LILA on 15/11/10 (issue identified re debt
management companies charging for LILA applications) – need to consider
communications with wider group of stakeholders
 Investing in the future – progress/ on track.
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DISSF(10-11)11
B – Have we delivered the right things?
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AiB meets the aims of:
- access to policy process; relief; and information
- Information to debtors and creditors – RoI and web
- cash – getting it out to those owed versus consignations
- protection – for creditors and “society”
Customers – recognise that customers are Debtors; creditors; Scottish
Government; IPs and Money Advisers
Communication and engagement – recently more of it and great. Need to step
up visibility and get good messages out there eg efficiencies and value for
money; consider ways of making communications more bespoke
AiB are delivering and getting better at delivery. Also doing the right things
C – Did we have the right measurement in place?
 KPIs – clearer to customers when things will happen – gives assurance
 KPIs – cover all except measurement of supervision (one of 4 functions)
 Measurement of customer experience too vague – explore alternative ways to
measure; consider where the starting point of the ‘experience’ starts
 Ensure a rigorous complaints system – reduce the number of valid complaints
 Customer feedback – ask customers about observations to see themes and
trends
Analysis Tools – SWOT, PEST & View from the Outside
Political economic social technological (pest) analysis
Political:
 Election new government – potential for new people new policies
 Potential impact on views relating to home ownership and land attachment
 Influence of Westminster – Spending Review & financial constraints
 Local Authorities – budget/ lack of ring fencing – impact on number of cases and
on Finance – funding for Money advice
Economic:
 Credit – availability and change in lending criteria
 Debt collection/ debt purchase
 Interest rates and property values – impact on recovery rates and volumes
 Employment / unemployment levels
 Growth of fee charging companies – not offering a full range of advice
Social:
 Peoples attitudes to debt ; stigma of bankruptcy
 Changing behaviour – rights and responsibilities
 Increased litigation
 Balance of attitudes of creditors (“irresponsible lenders”) and debtors
(“responsibility for debt”)
 Behaviour – Blame culture “somebody has to pay” versus “not my fault”
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Technology:
 Expectations – of customers impacting on visibility and access
 Cost versus spending restrictions – cost of capital outlay – spend to save
 Impact on the way Debtors are contacted
View from the Outside Analysis
Reputation:
 More accessible and engaging
 Name can cause confusion
 Concerns in sector over growing footprint – policy/ advice/ boundaries
 Open/ transparent
 Committed
Relationship:
 Improving in lots of ways
 Some important stakeholders don’t know who AiB are
 Gaps in our engagement – are AiB hitting the right levels
 Communications getting better
 “Honest broker” role highly valued – Creditors/ Money Advice/ IPs
 AiB as facilitator is helping
Relevance:
 Very!
 Highly relevant in terms of insolvency is there enough focus on diligence
Approach:
 Still meeting customer needs
 More electronic mechanisms to improve access eg up to date case notes
available from a central point
 Supervision work – offers comfort to creditors
 Concerns re cuts and impact on future
Branding
 People don’t know what AiB stands for
 Conduits for engagement – ie deeper engagement at various levels
 Clean fresh forward looking
 Does IT deliver?
 Need to keep momentum going particularly in relation to diligence
 More signposting than marketing
 AiB tried to keep promises (when in control/ gift to do so)
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The Board & Extended SMT Members
Summary
Review of Business Strategy 2006-11 and Business Plan 2010-11:
 On the whole we have delivered what we said we would with the exception of
some policy matters affected by external factors
 We should make our objectives more challenging to incorporate the activity we
undertake
 The 5 themes are still valid and we should keep doing what we are doing in
relation to those
 The plans have provided a focus for delivery and need to be reflected as a living
document
 Our measurement and KPIs need to consider more what our customers want and
consider more quality than speed of delivery. Inviting customer feedback could
help this process
Analysis
Strengths:
 Dedicated, stable workforce with accumulated level of expertise
 Engagement with staff and stakeholders improving eg Business planning, The
Board
 Support of Ministers
 One organisation for Scotland – together with key stakeholders
Weaknesses:
 Need to develop learning strategy and link learning and development to business
plan. Improve ability to share learning within the organisation
 Communication – improve knowledge management and our successes. Also
improve on our use of jargon
Opportunities:
 Operational policy to ensure best practice
 Better internal communications – ESMT, knowledge management group and
website publicising products
 Procurement for transparency and efficiencies
 Appetite for risk – to be less risk averse
Threats:
 Change in government/ Scottish elections
 Budget, economic situation and lack of resources
Political:
 Possible change in government and change of focus
 Implications of Calman, spending review, coalition agreement
Economic:
 Recession – possible double dip
 Challenge – full cost recovery
 Budget
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Social:
 Attitudes to debt and stigma of bankruptcy
 Availability of credit and advice
Technology:
 Availability of social media and improvements to website
 Opportunities to modernise and streamline processes – web portal
View from the Outside
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Improved relationships and consultation
Rather than consider if the organisation’s name is appropriate improve
communication on what it means
Consider a condensed version of the Annual Report to improve accessibility
Points to take forward
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Customer focused measurement and analysis of trends and stats
Team to develop customer service and focus on feedback rather than complaints
Consider ways to maximise web portal and other interactive IT
Develop T&D strategy, including management programme and communication of
the strategy
Develop Communication strategy to improve consistency of message delivery for
both internal communications and engagement with stakeholders
Explore use of social media and work on building reputation with media partners
Explore potential to work with CAS/MAS for on-site helpline cover or drop-in
sessions for customers. Consider out-sourcing Helpline function
Review of Business Strategy 2006-11 and Business Plan 2009-10
A – Did we deliver what we said we were going to deliver?
Review of the 5 themes from the Business Strategy and objectives in 10/11 plan  Policy – some external factors affecting achievement but the majority of
objectives attained
Stakeholder understanding – confusion on some of the messages leading to nonachievement, highlighting need to improve communication
 Modernising Services – (improving access to services for our customers)
Sederunt books – electronic
ROI – not fully there yet
Overall could have done more than we planned if consider impact on business
plan
 Supporting the Business - MIDAS – although not in plan to tackle current issues,
it still clouds everything we do
 Managing the Business - on track
 Investing in the future – progress/ on track.
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DISSF(10-11)11
Need to make objectives more challenging by incorporating additional activity that is
regularly carried out
B – Have we delivered the right things?
Themes still valid – more responsive and allows flexibility to change in focus
 Delivery – DAS/PTD – we are delivering what customers are looking for
Ministerial directive on policy delivery
It’s a journey of improvement
Need to be aware of differing stakeholders priorities/views
 Partnership working – feel this has improved with more joint working
All need to buy into modernisation and consider joint priorities
 Supporting Business – need to:
be responsive to customer needs
See the bigger picture
Consider efficiency and best practice
This is the key to the next steps - the foundation
 Recognise Creditors as funders of AiB –
in terms of full cost recovery
relationship – build on
are debtors the priority?
Internal attitudes
Keep doing what we are doing
C – Did the plan focus delivery on the objectives?
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Plan is a living document – still valid
Areas where unable to deliver due to external factors – need to improve
communication on why
Continue to review on a regular basis
Validation of changes to the plan – rational reason for it
Stakeholder feedback – agency working hard
Critical success needs to be measureable
Focus – plan is updated and specific
Accessibility – significant progress with stakeholders and opportunities
Stakeholder – events, DISSF opportunities are there
Consultation improved in the last year
D – Did we have the right measurement in place?
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KPI’s – not easy to measure in the current model like customer satisfaction - how
else could we measure this?
Balance of KPI’s - look at timescale/speed of delivery not quality – is this what
customers want?
Look at satisfaction of service – as you go (eg funeral directors, Kwik Fit – one
off/not a service customers choose to need)
Customer feedback – consider changing focus from “complaints” to “feedback” to
make it an easy way to lodge complaint without it becoming a formal complaint
Unit cost – other factors (number of cases) have a greater impact on the outcome
Have we too many KPI’s – No
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KPI’s focus on process when it starts what about process before it starts communication/information - (look at terminology – complaint – “trip
advisor”/customer feedback) bring in communications.
Analysis Tools – SWOT, PEST & View from the Outside
Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis
Strengths:
Culture of the organisation can be a strength as well as a weakness
 Business planning process/staff engagement (tied to risk management)
 Formal learning and various learning options
 Great staff – stable workforce who are really motivated to do a great job
 Accumulated level of expertise
 Sense of identity
 Being able to do/overcome MIDAS limitations
 Business modelling process
 Finance stability/structure
 Board observers
 Intranet etc
 Change team
 Location
 Ministers support due to our delivery
 Momentum
 Efforts into stakeholder engagement – new broom (new CE)
 One organisation for Scotland – key stakeholders together
Weaknesses:
 Not good at sharing learning – but need to embed this
 More needs to link learning & development with Business Plan & Strategy
 B Band management training  MIDAS
 Our identity is a well kept secret!
 Work to be done to identify fully who our stakeholders are – access
 Knowledge management
 Communication
 Blowing our own trumpet
 Job titles meaningless to those not in the know
 Info overload on website – info architecture needs revisited (too many levels
now). Navigation not intuitive/ easy to find
 Jargon
 Don’t do things the smartest way
Opportunities:
 Operational Policy – ensures best practice
 Better communications – ESMT, knowledge management group internally and
website publicising on products
 Procurement – new contract/ financial transparency
 Staff engagement
 Understand economy & impact on services
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New Board make up
Radical review of our processes – to improve efficiencies
More stakeholder engagement (internal/external)
Government change – new focus
Tailor Policy development with internal processes and communications
Communications more effectively – providers/individuals
Profile of AiB services/IP services etc
Improve customer service
Build new systems using modern services – web portal – more interactive
Appetite for risk – need to be less risk averse
Threats:
 Lack of resources internal/smaller markets to draw from
 EU/Open Market
 Succession issue/moral for staff/location in Kilwinning
 Budgets - cash flow – bad debts
 Stakeholders expect more
 Government change
 Economic Gloom - unemployment resources
 Negative press/ more complaints
 IT/MIDAS/DAS
 Poor communications
Political Economic Social Technological (PEST) Analysis
Political:
 Possible New Government in May – different way of working – may have an
impact on us
 Ministers’ focus
 Calman recommendations
 Spending Review
 Coalition Agreement
 Policies in E & W
 Legislative timetable /slot and time taken
 Local authorities – press
 Election
Economic:
 Interest rates, house prices
 Recession – possible double dip
 Challenge – full cost recovery
 Budget
 Creditors’ debt recovery policies - Public sector (HMRC & Local Authority) V
Banks
Social:
 Peoples attitudes to debt (borrowers, lenders etc)
 House prices, mortgage available
 Homelessness
 Availability of advice
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Stigma of bankruptcy etc
Perception of bankruptcy
Availability of borrowing & credit
Need to balance progress with personal interaction (e.g. technology)
Technology:
 Website etc improve communications
 Availability of information sharing (Twitter, Facebook, Google)
 Experian checks
 Opportunities to modernise & streamline process
 Banking systems being modernised – how people interact with AiB
 Web Portal
 AiB app for iphone
View from the Outside
Reputation:
 Consultation improved
 Stakeholders feeling ‘pushed’ – not listening/not involved
 Communicate progress – advise why if not achieved
 Board level changes
 Focused engagement – customer panel
 Creditors & IPs
Branding
 Name - Do we change it - communication is more the key
 What is insolvency
 Annual report – condensed/consider target audience and accessibility
Issues to Take Forward
Measurement & Reporting:
 Customer focused measurement
 Analysis of trends & Stats
 Team to develop customer service
 Change focus from customer feedback rather than inviting complaints
ICT:
 Web portal – how can we maximise that
 IT
 Online applications
 Live help online
 Education as preventative measure – recognise boundary of providing advice
Staff Development:
 Training & Development strategy include people management skills at B Band
(more tailored to AiB than generic SG programme)
 Communication of the strategy
 Clarification of roles & responsibilities (B1 v B2)
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Development doesn’t always equal training course – on job coaching, mentoring,
etc
Continuous development one to one by leadership and mentoring
Communication:
 Strategy – for both external and internal Comms – consistent message for
communication and engagement
 Comms is a work in progress
 No filtering of messages internally – e-mail straight from top
 Knowledge management – key issues consistent messages
 Building reputation with media partners – need to maintain reputation if raising
profile
 Titles and ease of access/ navigation on website
 Explore use of social medial – Twitter etc – to improve access
 Improve use of jargon – consider Plain English award
Policy/Processes:
 Ask if money advice has been sought at application stage
 Explore potential for CAS/MAS on site – working in partnership to provide help
 Drop in sessions for CAS/MAS on site
 Out-sourced helpline – eg CAS/MAS on helpline
 Clarify boundaries for provision of advice
 Education on money advice process – participate in SG work as preventative
measure
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