Delivering Services in the Age of Devolution FRIDAY 6 NOVEMBER 2015 Wifi Account details - The Meeting Space Password - 1nn0v8tion @EMCouncils #EastMidsInnovation
Delivering Services in the
Age of Devolution
FRIDAY 6 NOVEMBER 2015
Wifi
Account details - The Meeting Space
Password - 1nn0v8tion@EMCouncils
#EastMidsInnovation
Cllr Cheryl ButlerLeader, Ashfield District Council
CONFERENCE CHAIR
Devolution – Unlocking Opportunities in Greater Manchester
Cllr Sue Murphy – Deputy LeaderManchester City Council
4GVA – Gross Value AddedLEP – Local Enterprise Partnership
Greater Manchester: a snapshot picture
Pioneering city
A city of firsts – birthplace of the industrial revolution, splitting of the atom and the modern computer
Legacy of driving change – home to the suffragettes and the worldwide co-operative movement
City of innovative pioneers – the city where graphene, the world’s thinnest and strongest material, was isolated
Today, Manchester is the first devolved economic city resulting in a pro-business environment
“BEST UK CITY TO LIVE”Economist Intelligence Unit, 2014
“FASTEST GROWING ECONOMY OUTSIDE LONDON”Grant Thornton, 2014
“NUMBER ONE CITY IN THE UK TO LOCATE A HEADQUARTERS”Cushman & Wakefield, 2012
“ BRITAIN’S MOST VIBRANT CITY ”Experian Vibrancy index, 2013
“THE MOST COMPETITIVE BUSINESS LOCATION IN EUROPE ”KPMG Competitive Alternative Survey, 2014
Recognition
Devolution
• Greater Manchester Devolution Agreement settled with Government in November 2014, building on GM Strategy development.
• Powers over areas such as transport, planning and housing – and a new elected mayor.
• Ambition for £22 billion handed to GM.
• MoU Health and Social Care devolution signed February 2015: NHS England plus the 10 GM councils, 12 Clinical Commissioning Groups and NHS and Foundation Trusts
• MoU covers acute care, primary care, community services, mental health services, social care and public health.
• To take control of estimated budget of £6 billion each year from April 2016.
• Commitment in July 2015 budget to align the Spending Review process for health and social care to our Strategic Sustainability Plan
The background to GM Devolution
• Greater Manchester will remain within the NHS and social care systems and continue to uphold standards in national guidance and statutory duties in NHS Constitution and Mandate – and for delivery of social care and public health services
• Decisions will continue to be made at the most appropriate level to the benefit of people in GM – sometimes locally and sometimes at a GM level
• Organisations will work together to take decisions based on prioritisingtheir people and their place
• From 1 April 2015 ‘all decisions about GM nationally are taken with GM’
What will – and won’t - this mean for the NHS and social care
• Devolving powers to GM will enable us to have a bigger impact, more quickly, on the health, wealth and wellbeing of GM people
• It will allow us to respond to the needs of local people by using their experience to help change the way we spend the money
• It will allow us to better co-ordinate services to tackle some of the major challenges supporting physical, mental and social wellbeing
How will we do this?
• By integrating our governance: being binding on all the partners, decisive and bold
• By integrating planning: working across CCGs, local authorities and trusts in our 10 areas to create aligned local plans feeding one GM strategic plan
• By integrating delivery: by doing best practice at pace and scale
Why do devolution?
• Improve the health and wellbeing of all Greater Manchester people – of all ages
• Close the health inequalities gap faster within GM, and between GM and the rest of the UK
• Integrate physical health, mental health and social care services across GM
• Build on the Healthier Together programme
• Continue to shift the focus of care closer to homes and communities where possible
• Strengthen the focus on wellbeing, including a greater focus on prevention and public health
• Contribute to growth and connect people to growth, eg helping people get in to and stay in work
• Forge a partnership between the NHS, social care, universities and science and knowledge industries for the benefit of the population
• Make significant progress on closing the financial gap
What have we said we’ll do in the MoU?
To ensure the greatest and
fastest possible improvement
to the health and wellbeing of
the 2.8 million citizens of
Greater Manchester
The vision for GM Devolution
| 13
So what do we think could be achieved?
Strategic Plan – our vision – by December
By April 2016 we will take care of our own £6bn
funding, and with this money we will make a
number of significant investments so that by
2020 we will have…
• 64,000 less people with chronic conditions
• 10% less visits to urgent care
• 6,000 less people being diagnosed with
cancer
• 25,000 people with severe mental illnesses
will benefit from better community-based
care, reducing need for urgent services by
30%
• 18,000 children better supported by local
services
• 700,000 people with chronic conditions,
better able to manage their own health
14
Worklessness & Low Skills Children & Young People Crime & Offending Health & Social Care Long-term JSA claimants ESA claimants (WRAG) ‘Low pay no pay’ cycles
Working Tax Credit claimants
Low skill levels (vocational or academic)
Insecure employment
NEET (Young People) Compounding factors:
Lone parents with children 0-4
Poor literacy and numeracy
Poor social skills
Low aspirations
Living alone
Child in Need Status (CIN) / known to Children’s Social Care Child not school ready Low school attendance & exclusions Young parents Missing from home Compounding factors:
Repeat involvement with social care
LAC with risk of offending
Poor parenting skills
SEN
Frequent school moves
Single parents
Repeat offenders Family member in prison Anti-social behaviour Youth Offending Domestic Abuse Organised Crime Compounding factors:
Lost accommodation
Dependent on service
Vulnerability to sexual exploitation
Missing from home
Violent crime
Mental Health (including mild to moderate) Alcohol Misuse Drug Misuse Chronic Ill-health (including long-term illness / disability) Compounding factors:
Unhealthy lifestyle
Social isolation
Relationship breakdown / loss or bereavement
Obesity
Repeat self-harm
Living alone
Adult learning difficulties
The roots of poor health are found across society and the public service – we need to do more than just respond at the point of crisis. This requires integration of not just health and care, but contributing wider public services focussing on health, wealth and wellbeing
Devolution isn’t just about health & social care
Highlights & opportunities
15
• A genuinely galvanising effect – whole system enthusiastic participation. Everyone wants to help. This is true at both the local and national levels, as well across the statutory and voluntary/third sector.
• A collaborative breakthrough – system governance across all partners underpinned by clear joint decision making capability. This includes the unique elements of a GM Joint Commissioning Board and an NHS Providers Federation Board and explicitly priortisespublic benefit about organisational self interest.
• A lifting of the ambition – now planning to bring together £2.7bn of commissioning resource. Also looking at more radical change through the Transformation Initiatives.
• Devolving power/evolving citizenship – generating enthusiasm for a different relationship between the public and their public services, responding to social action, tapping into the strengths and assets of our communities.
• The Economics of Prevention – the key opportunity for us to understand the associations between key preventive interventions (early years investment, employment support, lifestyle adjustment, community development etc) and impact on the characteristics of current demand.
Challenges
16
• Subsidiarity and operation at the right spatial level– getting the balance right between what we do 10 or more times to hold relevance at the ‘place’ level and what we do once at the GM level to secure the benefits of transformation at scale.
• The financial case for prevention & early intervention – we are challenging ourselves to make the most powerful case yet for the ‘economics of prevention’ demonstrating the link between public health, employment and early intervention outcomes and setting this out in a joint submission to the Spending Review.
• Exciting the public about devolution – we have some way to go to opening out the discussion and engagement to the public at large at a level where we could genuinely drive a significant shift in social action and citizenship.
Devolution and Shaping Local ServicesCllr Neil Clarke, EMC Vice Chairman
Leader of Rushcliffe Borough Council
How Devolution can help shape and deliver
better services and outcomes for local
people.
What are our Key Priorities?
Effective and efficient
delivery of local public
services
Driving local economic
growth
For both - the need for
strategic collaboration has
never been greater.
Collaboration across Councils
Ambition is over and above that of shared services.
Transformational services should focus on places we represent.
To genuinely ‘shape place’ – we need to innovate and collaborate.
‘Best of the best’ approach.
5 key themes that influence collaboration; leadership, selflessness, trust, momentum and risk
…..And Devolution?
It is not a panacea for all our woes!
So …. What’s in it for us?
Opportunity to drive and influence future change.
A buying club for local government
Strength in numbers
Opportunities of Devolution
Releasing un-tapped growth potential.
Rebalance economy.
Reforming public services – better outcomes, lower cost.
Renewing our democracy.
What Devolution Should Not Be
About!
Not about more taxes
Increasing bureaucracy
Pushing greater financial burdens onto our businesses
Introducing or re-introducing additional layers of Government
Local Government re-organisation
Losing sovereignty for areas we represent
Drowning in governance discussions
How will Devolution Improve
Service Provision
…..Because currently….!
Lack of flexibility of nationally developed policy.
Benefits and skills system not producing the best outcomes for our area.
Bureaucratic, inefficient and unaffordable.
MEETING THE CHALLENGES OF DEVOLUTION
Why is it important?
Steve Atkinson – Chief ExecutiveHinckley and Bosworth Borough Council
East Midlands Councils6 November 2015
24
The Challenges (1)
• Reduced (and reducing) Finance
- Revenue Support Grant
- Cap on Borrowing
- Council Tax Limits / Referenda
- Rent Reductions
- ‘Forced’ Sales of Assets
- New Homes Bonus
- Propaganda on Charges / Reserves
25
The Challenges (2)
• (Welcome) Increases in Responsibility
- Universal Credit / Wider Welfare
- Discretionary Housing Payments
- Troubled Families
- Housing / Supporting Refugees
26
The Challenges (3)
• Increasing Demands
- Housing (Build)
- Homelessness
- Minimum Wage
- Business Growth
- Planning Approvals (Appeals!)
27
OpportunitiesHinckley and Bosworth Experience
• Combined Authorities
• Shared Services
• Business Rates
• Ingenuity, Innovation and ‘Risk’
• ‘The Best’ of Public Service
• Collaboration, Collaboration, Collaboration
28
The Importance (1)
• Business Growth
• Houses to meet demand
• Community Wellbeing
• Social Housing
29
The Importance (2)
• Because we are the last resort to those in greatest need
• Because our closeness to local communities gives us the insight … and the power … to collaborate to improve their quality of life in
so many ways
30
The ‘To Do‘ ListCouncils will be:
• Setting Place Priorities
• Coordinating Collaboration- Local Authorities
- Businesses
- Health
- LEPs
- Police
- Voluntary Sector
- Education
• Evaluating Effect
• Taking Risks
• Making Things Happen31
Questions and Answers
Break
Workshops Exploring Innovative Changes to Service Delivery
Delegates will have the opportunity to attend both sessions
Workshop 1 - Digital Devolution (Main Room)
Workshop led by Cliff Graham and Sara Whiteside, Agilisys
Workshop 2 - Public-Private Partnerships Delivering Service
Transformation (Board Room)
Workshop led by James Drury, Chesterfield Borough Council and John Wybrant, arvato UK
© 2015 Agilisys Commercial-in-Confidence
Presentation Title
Presentation Subtitle
July 2014
Powering Devolution – Digital as an enablerMeeting demands of citizens in a digitally enabled
world - but with significantly reduced budgets
© 2015 Agilisys Commercial-in-Confidence
Behaviours are changing… and your citizens are no different
92% of the
UK have
web access
(ONS)
In 2014, 71%
of UK adults
banked
online
(OFCOM)
69% of dis-
advantaged
UK citizens
access the
web weekly
(EU)
68%
(Google)
own a
Smartphone,
24% a tablet
(OFCOM)
65% of
people find
your contact
centre
number on
your
website
76% of
adults
access web
daily (ONS),
50% by
phone
(BBC)
In 2014 75%
of UK adults
transacted
online (ONS)
In 2014 the
average UK
consumer
spend p.a.
was £1,174
© 2015 Agilisys Commercial-in-Confidence
Devolution, delivering through regional systems, locally driven, fundamentally
changes the delivery model:
• Managing the balance between Central influence and Local identity
• Predicting and managing changing customer and service demands
• Commissioning model with small core
• Multiple providers, multiple gateways
• Single set of ‘customers’
Can technology enable these new models?
The public sector also needs more:
© 2015 Agilisys Commercial-in-Confidence
Resources
Influence
Leverage
Identity
Engage-ment
Social Capital
The Challenge:
Managing in systems - the central/local balance
© 2015 Agilisys Commercial-in-Confidence
• Single citizen record (client centred, client owned?)
• Access and customer journeys:
• Simple – Efficient - Effective
• Behavioural change – hints, nudges, shoves to support a move away
from dependency
• Analytics, insight and the power of Big Data to support planning:
• What works, what doesn’t
• Targeted, expedient investment
The power of data across devolved systems:
Predicting and managing demand
© 2015 Agilisys Commercial-in-Confidence
© 2015 Agilisys Commercial-in-Confidence
Place as a Platform
Sara WhitesideClient DirectorAgilisys Engage
November 2015
© 2015 Agilisys Commercial-in-Confidence
“We will prioritise spending which promotes, “innovation and
greater collaboration in public services” and “growth and
productivity including through devolution within England” – along
with “choice and competition…which drive efficiency and value
for money”. .”
George Osborne, Treasury Spending Review, 21 July 2015
© 2015 Agilisys Commercial-in-Confidence
“Local government has a long history of collaborating and
sharing services, but devolution will require councils to
challenge themselves to go much further. For devolution to
deliver better results for communities, councils will have to be
bolder about how they work across boundaries and become
champions of a wider place.”
ENGLISH DEVOLUTION: LOCAL SOLUTIONS FOR A SUCCESSFUL NATION
Local Government Association Paper, May 2015
© 2015 Agilisys Commercial-in-Confidence
Enabling Digital Leadership
Imperatives driving change
Citizen
engagement
DevolutionDigital
First
Reduce
Cost to ServeReform
Connecting the
elected with the
citizen
Outcomes
Effective
collaboration
with community
partners
Better,
personalised
digital services
Savings through
shift to right
channel & partner
Data driven,
outcomes focussed
transformation
Community partner network tools & insights
User engagement tools & services
Digital analytics tools & dashboards
Behaviour driven personalised user journeys
…with people, places and partners
© 2015 Agilisys Commercial-in-Confidence
• Leicestershire/Melton Population of 667k/51k & 26k/2.1k
Business Enterprises
• Millions of web interactions per month
• Individual view of total customer journey, blind to other data
• Demand management opportunity limited to own site activity
• Lack of content alignment or dynamic signposting
• Citizen experience fragmented and repetitive
• Challenge = handling and optimising this digital
engagement holistically across a Community
© 2015 Agilisys Commercial-in-Confidence
© 2015 Agilisys Commercial-in-Confidence
Citizen
Signs Posts
Surveys
Road Blocks
Assisted Self Serve & Web Chat
Analytics & Journey Tools
Geo Zones
BusinessDigital Value Optimisation
e-Partnering + Rev Gen
Open Profile Community
Social Media
© 2015 Agilisys Commercial-in-Confidence
Citizen
Signs Posts
Surveys
Road Blocks
Assisted Self Serve & Web Chat
Analytics & Journey Tools
Geo Zones
BusinessDigital Value Optimisation
e-Partnering + Rev Gen
Open Profile Community
Social Media
© 2015 Agilisys Commercial-in-Confidence
Sign posts
Chat Geozones
Road blocks Advanced Analytics
Data Insight
© 2015 Agilisys Commercial-in-Confidence
Sign Post
Web Chat
Citizen
© 2015 Agilisys Commercial-in-Confidence
Discover
Understand
Co-Design
Reward
Advocate
Execute
Personal
Place-Aware
Optimised acrossMulti-agencies
© 2015 Agilisys Commercial-in-Confidence
© 2015 Agilisys Commercial-in-Confidence
Mobile Digital Dashboards - Focus on transformational
outcomes
Executive Dashboard
• Targeted at members and officers• Simple interface• Snapshot of 3-6 metrics• Connecting citizen, place and service
• Targeted at officers and operations staff• Agilisys Engage and Agilisys Digital data• Option to filter by place, and time• Benchmark, social media and news reports
Operational Dashboard
© 2015 Agilisys Commercial-in-Confidence
A Digital Leadership Opportunity For Local Authorities
A Local Digital Infrastructure is the fabric which knits together the local community, people, providers, social enterprises and businesses
This sits at the core of the Local Authority role. If the Local Authority is not providing this, who is?
Local Authorities have THE key role to play in building stronger, place-based, partnerships and digital communities for;
Immediate supply-side efficiencies
Effective management of the demand-side through behaviour change
Better, ‘locality’ commissioning
Economic development and (re)generation
Stronger local democracy, citizen engagement and ‘citizen participation’
© 2015 Agilisys Commercial-in-Confidence
‘Place as a platform’ is the digital
infrastructure for a ‘whole place’;
promoting, developing and regenerating
the offline world – driven by devolution,
powered by digital
© 2015 Agilisys Commercial-in-Confidence
Collaboration, not integration:
• Managing the sum of the parts may be better than the whole
• Avoiding monoliths, hierarchies and bureaucracy, but retaining
influence and leverage from scale
• Enabling active citizenship: peer-peer, self-sustaining choice, control
and engagement for communities to manage ‘outside the system’
• Developing social capital
• Fundamentally changing the role of the professional: moving away
from alleviating distress to drawing on the capacity of communities
and individuals to avoid it
Sovereignty and identity
© 2015 Agilisys Commercial-in-Confidence
Principles
Focus on removing customer frustration
Ineligible transactions (e.g. ASC)
Chaser calls (e.g. status)
Information calls (e.g. apt time)
REDUCE
Avoidable
Contact
Data entry (e.g. reporting)
Administration (e.g. scheduling)
Data management (e.g. RAS)
AUTOMATE
Transaction
Processing
HAND-OFF
Transaction
Fulfillment
Chasing data (e.g. incomplete)
Chasing payments (e.g. highways)
Posting / printing (e.g. licence)
© 2015 Agilisys Commercial-in-Confidence
Is there a better customer focused model?
Could technology
enable a joined up public sector without loss of sovereignty?
© 2015 Agilisys Commercial-in-Confidence
Lunch
Workshops Exploring Innovative Changes to Service DeliveryDelegates will have the opportunity to attend both sessions
Workshop 1 - Digital Devolution (Main Room)
Workshop led by Cliff Graham and Sara Whiteside, Agilisys
Workshop 2 - Public-Private Partnerships Delivering Service
Transformation (Board Room)
Workshop led by James Drury, Chesterfield Borough Council and John
Wybrant, arvato UK
© 2015 Agilisys Commercial-in-Confidence
Presentation Title
Presentation Subtitle
July 2014
Powering Devolution – Digital as an enablerMeeting demands of citizens in a digitally enabled
world - but with significantly reduced budgets
© 2015 Agilisys Commercial-in-Confidence
Behaviours are changing… and your citizens are no different
92% of the
UK have
web access
(ONS)
In 2014, 71%
of UK adults
banked
online
(OFCOM)
69% of dis-
advantaged
UK citizens
access the
web weekly
(EU)
68%
(Google)
own a
Smartphone,
24% a tablet
(OFCOM)
65% of
people find
your contact
centre
number on
your
website
76% of
adults
access web
daily (ONS),
50% by
phone
(BBC)
In 2014 75%
of UK adults
transacted
online (ONS)
In 2014 the
average UK
consumer
spend p.a.
was £1,174
© 2015 Agilisys Commercial-in-Confidence
Devolution, delivering through regional systems, locally driven, fundamentally
changes the delivery model:
• Managing the balance between Central influence and Local identity
• Predicting and managing changing customer and service demands
• Commissioning model with small core
• Multiple providers, multiple gateways
• Single set of ‘customers’
Can technology enable these new models?
The public sector also needs more:
© 2015 Agilisys Commercial-in-Confidence
Resources
Influence
Leverage
Identity
Engage-ment
Social Capital
The Challenge:
Managing in systems - the central/local balance
© 2015 Agilisys Commercial-in-Confidence
• Single citizen record (client centred, client owned?)
• Access and customer journeys:
• Simple – Efficient - Effective
• Behavioural change – hints, nudges, shoves to support a move away
from dependency
• Analytics, insight and the power of Big Data to support planning:
• What works, what doesn’t
• Targeted, expedient investment
The power of data across devolved systems:
Predicting and managing demand
© 2015 Agilisys Commercial-in-Confidence
© 2015 Agilisys Commercial-in-Confidence
Place as a Platform
Sara WhitesideClient DirectorAgilisys Engage
November 2015
© 2015 Agilisys Commercial-in-Confidence
“We will prioritise spending which promotes, “innovation and
greater collaboration in public services” and “growth and
productivity including through devolution within England” – along
with “choice and competition…which drive efficiency and value
for money”. .”
George Osborne, Treasury Spending Review, 21 July 2015
© 2015 Agilisys Commercial-in-Confidence
“Local government has a long history of collaborating and
sharing services, but devolution will require councils to
challenge themselves to go much further. For devolution to
deliver better results for communities, councils will have to be
bolder about how they work across boundaries and become
champions of a wider place.”
ENGLISH DEVOLUTION: LOCAL SOLUTIONS FOR A SUCCESSFUL NATION
Local Government Association Paper, May 2015
© 2015 Agilisys Commercial-in-Confidence
Enabling Digital Leadership
Imperatives driving change
Citizen
engagement
DevolutionDigital
First
Reduce
Cost to ServeReform
Connecting the
elected with the
citizen
Outcomes
Effective
collaboration
with community
partners
Better,
personalised
digital services
Savings through
shift to right
channel & partner
Data driven,
outcomes focussed
transformation
Community partner network tools & insights
User engagement tools & services
Digital analytics tools & dashboards
Behaviour driven personalised user journeys
…with people, places and partners
© 2015 Agilisys Commercial-in-Confidence
• Leicestershire/Melton Population of 667k/51k & 26k/2.1k
Business Enterprises
• Millions of web interactions per month
• Individual view of total customer journey, blind to other data
• Demand management opportunity limited to own site activity
• Lack of content alignment or dynamic signposting
• Citizen experience fragmented and repetitive
• Challenge = handling and optimising this digital
engagement holistically across a Community
© 2015 Agilisys Commercial-in-Confidence
© 2015 Agilisys Commercial-in-Confidence
Citizen
Signs Posts
Surveys
Road Blocks
Assisted Self Serve & Web Chat
Analytics & Journey Tools
Geo Zones
BusinessDigital Value Optimisation
e-Partnering + Rev Gen
Open Profile Community
Social Media
© 2015 Agilisys Commercial-in-Confidence
Citizen
Signs Posts
Surveys
Road Blocks
Assisted Self Serve & Web Chat
Analytics & Journey Tools
Geo Zones
BusinessDigital Value Optimisation
e-Partnering + Rev Gen
Open Profile Community
Social Media
© 2015 Agilisys Commercial-in-Confidence
Sign posts
Chat Geozones
Road blocks Advanced Analytics
Data Insight
© 2015 Agilisys Commercial-in-Confidence
Sign Post
Web Chat
Citizen
© 2015 Agilisys Commercial-in-Confidence
Discover
Understand
Co-Design
Reward
Advocate
Execute
Personal
Place-Aware
Optimised acrossMulti-agencies
© 2015 Agilisys Commercial-in-Confidence
© 2015 Agilisys Commercial-in-Confidence
Mobile Digital Dashboards - Focus on transformational
outcomes
Executive Dashboard
• Targeted at members and officers• Simple interface• Snapshot of 3-6 metrics• Connecting citizen, place and service
• Targeted at officers and operations staff• Agilisys Engage and Agilisys Digital data• Option to filter by place, and time• Benchmark, social media and news reports
Operational Dashboard
© 2015 Agilisys Commercial-in-Confidence
A Digital Leadership Opportunity For Local Authorities
A Local Digital Infrastructure is the fabric which knits together the local community, people, providers, social enterprises and businesses
This sits at the core of the Local Authority role. If the Local Authority is not providing this, who is?
Local Authorities have THE key role to play in building stronger, place-based, partnerships and digital communities for;
Immediate supply-side efficiencies
Effective management of the demand-side through behaviour change
Better, ‘locality’ commissioning
Economic development and (re)generation
Stronger local democracy, citizen engagement and ‘citizen participation’
© 2015 Agilisys Commercial-in-Confidence
‘Place as a platform’ is the digital
infrastructure for a ‘whole place’;
promoting, developing and regenerating
the offline world – driven by devolution,
powered by digital
© 2015 Agilisys Commercial-in-Confidence
Collaboration, not integration:
• Managing the sum of the parts may be better than the whole
• Avoiding monoliths, hierarchies and bureaucracy, but retaining
influence and leverage from scale
• Enabling active citizenship: peer-peer, self-sustaining choice, control
and engagement for communities to manage ‘outside the system’
• Developing social capital
• Fundamentally changing the role of the professional: moving away
from alleviating distress to drawing on the capacity of communities
and individuals to avoid it
Sovereignty and identity
© 2015 Agilisys Commercial-in-Confidence
Principles
Focus on removing customer frustration
Ineligible transactions (e.g. ASC)
Chaser calls (e.g. status)
Information calls (e.g. apt time)
REDUCE
Avoidable
Contact
Data entry (e.g. reporting)
Administration (e.g. scheduling)
Data management (e.g. RAS)
AUTOMATE
Transaction
Processing
HAND-OFF
Transaction
Fulfillment
Chasing data (e.g. incomplete)
Chasing payments (e.g. highways)
Posting / printing (e.g. licence)
© 2015 Agilisys Commercial-in-Confidence
Is there a better customer focused model?
Could technology
enable a joined up public sector without loss of sovereignty?
© 2015 Agilisys Commercial-in-Confidence
Cllr Graham ChapmanNottingham City Council
The Future for Commercialismin Local Government
Graham Chapman
Deputy Leader
Nottingham City Council
Why We Need a
Commercial Approach
Financial Constraints
Reputation
Staff Morale
Control
Local Jobs
But what’s the reality?
Companies we already own
(or part-own)
Total Income £m
Externally generated
Income £m
% of income that is
external
Net Position
of Service £m
Property Services - Bridge Estate -1.545
Property Services - Property Trading Account (*excluding Bridge Estate)
-4.934
Property Services - FM 0.491
Property Services - Other 0.329
Building Cleaning 0.978
Catering 0.405
Highways -0.685
Car Parks -5.966 Enviro Energy -1.346
Passenger Transport -0.474
Commercial Waste -1.146
Garage Services -0.375
Adults Provision 0.094
Royal Centre 0.293
Leisure 1.230
Museums 2.202
Cems & Crems -0.594
Markets -0.024
TOTAL -11.067
Areas of Focus
Trading Areas Companies
Robin Hood Energy
Nottingham City
Homes
Ice Centre
Enviro Energy
SCAPE
(Construction and
Procurement body)
N’ttm Revs & Bens
What have we achieved?
2014/15 2015/16
Commercial
Growth/Income
£12.539 £15.753
(budget)
Key Factors You need to
Consider
Leadership
Marketing
Accounting and Finance
HR
Priorities
Leadership – Culture
Change
Political Lead
Director of Commercialism
Senior Management Team Support
Commercial Director Support
Regular Meeting to Coordinate
Champions in Each Department
Ensure gateway system for vetting bus.cases
Marketing
Change the Comms Division
Keep a corporate approach but with flexibility
Don’t rely on ‘wallpaper’ advertising
Market and don’t just promote
Personal contact
Work with other authorities (use senior
politicians and officers)
Accounting and Finance
Establish Trading Accounts
Use (Create) your investment fund
Don’t be afraid to borrow to invest
Set realistic financial targets
Allow some retained profits for reinvestment
Ensure your property account is ring fenced
Retrain accountants in cost accounting
HR
Look to see what flexibilities can be introduced
but also ensure safeguards – hiring, firing,
retention, incentive
Corporate training programme for account
managers
Dedicated HR support
Priorities/Risks
Make or Buy
Enthusiasm versus Biggest pay back
Commercialism versus day Job
Risk and compound risk
Risk and benefits of separate companies
The Age of Devolutionis 75% ‘Partner Relationships’ and only 25% about ‘The Deal’
Sometimes, even if I
stand in the middle of
the room, no one
acknowledges me!
98
Dominic Macdonald-Wallace MA, Cert Ed, AFPC, SSAf
About Shared Service Architecture
• a research informed teaching,
facilitation and mentoring
company
• the national provider for public
sector shared service and
collaborative transformation
learning
• national awarding body for
SS(PRAC)™, SSA™, CTPrac™
and CTArc™ recognition
• Partners with CIPFA and Canterbury Christ Church University in
delivery of the Postgraduate Certificate in Collaborative Transformation
It’s about…Trust Fracture Point
Management
100
X
TFP2 Partners = 1 TFP
It’s about…Trust Fracture Point
Management
101
X
TFP
TFP
TFP
3 Partners = 3 TFPs
It’s about…Trust Fracture Point
Management
102
4 Partners = ? TFPs
5 Partners = ? TFPs
6 Partners = ? TFPs
Understand the partnership
Where is the partnership today?
What’s on and off the table?
Shared Destination
Where do we see the partnership in 5 years’ time?
How big is the prize?
Reality check - Where are we now?
What are the first steps to shared destination?
Understand my organisation
What will this mean for my organisation?
What does my organisation want out of the deal ?
Partnership Principles
What kind of relationship do we need to build together to
make the deal a success?
Leading the change
How will we lead the change?
103
THERELATIONSHIP THE DEALTRUST
75% 25%
Building and
sustaining
Shaping
The Deal vs Relationship Balance In Collaborative TransformationThe senior leadership role…
© 2015 SSA Ltd
From SSA’s Collaborative Leadership Between Organisations Toolkit
Cost of Delay Barometer…
104
Set Up
£10k per day of
benefits begin
(01/06/15)
Gateway Reviews
Review is
missed by
one month
Delivery
Starts
(01/05/17)
105
From SSA’s Collaborative Leadership
Between Organisations Toolkit
The Age of Devolutionis 75% ‘Partner Relationships’ and only 25% about ‘The Deal’
106
Dominic Macdonald-Wallace MA, Cert Ed, AFPC, SSAf
T: 0796 898 5544
Questions and Answers
Close