Croydon Council is moving forward with its Target Operating Model (TOM) projects, aiming to transform the council into a more efficient and responsive organisation. The Future Croydon Transformation Programme, which includes the TOM projects, aims to deliver financial benefits rising to £33m by 2028-29.
The Audit & Governance Committee received an update on the progress of the TOM at its meeting on 29 July 2025. The Target Operating Model Update report provided an overview of the council's progress with the TOM, governance, and risk. Individual project progress is detailed in Appendix 1 - Target Operating Model TOM Project Status, and the detailed risk register is in Appendix 2 - Future Croydon JCAD Risk Register.
The TOM is a core component of the council's broader Future Croydon Transformation Plan (2024–2029), designed to improve the council and its services. The council has established cross-council teams to deliver initiatives identified in the TOM blueprint. Each initiative has a Corporate Management Team member as a sponsor, a director as the initiative Senior Responsible Officer, and project management support.
To ensure residents are informed and consulted about the changes, the council co-developed a new resident engagement framework with TPAS and residents, which was approved at Cabinet in the Summer of 2024. Details can be found in the Resident Engagement Strategy 2024 - 2029.pptx.
Key Target Operating Model projects include:
- Digital Operating Model: This project aims to improve strategic prioritisation and assurance of digital and technology investments, free up service capacity by automating workflows, modernise digital capabilities, and consolidate digital talent.
- Residents Payments: This project seeks to simplify the payments journey for residents and consolidate debt across all services.
- Website & Next Gen Information Advice & Guidance (IAG): This project aims to establish a unified IAG approach, transform the website for improved user experience, implement an AI assistant, and transform the in-person/community approach to IAG.
- Unified Front Door: This project aims to enable residents to access services and resolve issues at first contact, enhance the digital offer, and develop an expert front line within the corporate call centre.
- Simpler Organisation: This project aims to simplify the current organisational model by reducing management layers and expanding the average span of control.
- Integrated Corporate Services: This project seeks to redesign and implement a new corporate services model that reduces duplication and better meets the needs of the council.
- Selective transfer of services to the VCFS: This project aims to create a long-term shift in how the council works with the Voluntary, Community and Faith Sector (VCFS).
- Commercial Excellence: This project aims to optimise procurement and contract management to enable targeted renegotiation of contracts, prevent automatic contract rollovers, and aggregate smaller contracts.
- Predictive Analytics and Prevention: This project seeks to use predictive analytics to identify and support at-risk residents, grow collaboration with the VCFS network, facilitate self-service, and automate caseworkers' tasks.
- Culture and Governance: This project aims to become a more unified, agile, and high-performing organisation that fosters collaboration, cost consciousness, and staff empowerment.
To provide assurance of all transformation activities, the council has procured KPMG as a partner to run a Transformation Management Office (TMO). The contract with KPMG is for an initial 12 months, with the option to extend, and will operate within the approved £2.7m budget.
To further support these efforts, the council has remodelled its budget Star Chamber process to focus on transformation themes.
The Future Croydon JCAD Risk Register outlines potential risks to the success of the TOM projects, including change resistance, resource constraints, procurement challenges, and the potential for a shift in strategic priorities following the 2026 mayoral election. The council is implementing controls to mitigate these risks, such as securing cross-party backing for the Transformation Plan and building flexibility into project timelines.
These initiatives are designed to support the council's financial recovery and improve services for residents.