David Nicholson, The need for change: how service delivery transformation can meet the imperative to achieve efficiency savings
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David is Highways Director for Impact and Unity Partnerships, he has been working in the Highways field since 1987 where he began his career in Local Government. He spent more than fifteen years in Local Authorities during which time he had the opportunity to be involved in a variety of projects. In 2002 he moved to the Private Sector where he gained considerable experience working with a wide range of clients, including Local Authorities, Development Agencies and the private sector. He is an experienced practitioner who has built up a strong appreciation of the key factors involved in delivery of both projects and services. David has operated at Director level for a number of years and holds positions as Commission Director with Mouchels` Leeds City Council Partnership as well as his responsibility as Highways Director for Unity and Impact Partnerships. He is a firm advocate of the importance of relationships in delivering solutions and is able to communicate with partners at all levels in an organisation.
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David Nicholson, The need for change: how service delivery transformation can meet the imperative to achieve efficiency savings
- 1. The Future of Local Transport Delivery: Oldham road show 6 July 2011, Smokies Park, Oldham Sponsored by In partnership with
- 3. The Need for Change How Service Delivery Transformation can Help meet the imperative to achieve Efficiency Savings July 2011
- 5. National Context Local Government Budget Savings (CSR2004) of £6.45billion by 2008 CSR 2011 - A further reduction of 27% to 2014 Total Public spending 39.8% GDP 2010-2011
- 6. Our Challenge Both Councils implementing a fundamental re-shaping of their services. Examining the benefits of shared services in the context of retained sovereignty. £54m £65m Reduction 2012-14 £94m £130m Total Reduction 2011/2014 £40m £65m Reduction 2011-12 Oldham MBC Rochdale MBC “ Repositioning is about shaping the organisation we need to be for the future ” Charlie Parker, CEO Oldham MBC
- 11. Customer Experience Technology Business Processes and Systems People and Facilities Procurement Some Key Themes
- 13. Procurement Customer Experience Technology People and Facilities Business Processes and Systems Some Key Themes
- 14. Transforming Processes and Systems Use of Advances in Technology – web, pda, gps Data collection and analysis. Informing Decision making Seamless Delivery Single Systems Architecture Improvement Remove Artificial Barriers Roles and Responsibilites Engagement and consultation Right first time
- 15. To establish a clear agreement including outcomes, methods, expectations and who is involved. For all involved to gain a high level view of the areas in scope as a system and to understand that system from the customers perspective. Prepare Setup & Assess Vision To establish “connection” with You all and gain clarity on the wants and needs in order to develop the optimum design to allow you to achieve your objectives To create a compelling shared vision of a possible future for the system. To identify what is needed in order to begin designing or redesigning. The vision is a culmination of the findings of the current state assessment. Design To plan and integrate both technical and social change to the system. The scope of the technical change is clarified and social impact understood with a strategy agreed, in place and communicated which will support the change process. Project Management, Skills Transfer, Stakeholder Management, Risk Management Implement Begin using the new design of the system ensuring all measures are hardwired and culture is embedded Implement planned changes using lesson learned in redesign experiment Revisit Assess Sustain & Improve Lean Systems Thinking Phase 01 Phase 02 Phase 03
- 17. Technology Business Processes and Systems People and Facilities Procurement Customer Experience Some Key Themes
- 19. Maximising the Benefits Consistent Customer Interfaces Payroll and Transactions Application of New Technology Integrated Processes Road maintainance Social care Young people Tourism Culture Parks and Open spaces Street cleaning Refuse & Recycling Emergency planning Regulating services Passenger transport Econ Strategic planning + dev Other LA Education Fire Ambulance Police
- 21. Thank you
Hinweis der Redaktion
- Due to the financial pressures currently facing every local authority, in addition to the £40 million of efficiencies found in 2011/12 Oldham Council has to find £25 million of savings for 2012/13 and a further £20 million for 2013/14. It has been recognised that this will require fundamental change in the way in which the Council delivers a range of services and has developed a strategic model to support this work. Where there is a good case for doing so, we will also look at trading some services – delivering them on behalf of other organisations and charging for them. These changes will lead to a ‘mixed economy’ of services; one of they key elements of repositioning. Repositioning is about shaping the organisation we need to be for the future. (Charlie quote) Rochdale Council reduced its budgets by £65m (from an addressable total of £276m) in 11/12 by a variety of efficiencies and savings across the Council and its partners. A further £65m will be taken from the budgets over the period 2012/14. This will require a fundamental re-shaping of the Council, preparation for which is underway. Rochdale and Oldham Council’s are currently also considering what benefits close integration of services, in the context of retained sovereignty might bring.
- Expectation is still high, we are expected to deliver quality services! We see this every day at an operational level Pressure on maintenance budgets Expectation of a responsive and flexible service A growing expectation of Local solutions
- (Localism and Decentralisation Bill)
- So there is a clear picture emerging that LA are fully embracing the challenge and the concept of transformation. There is also an increasing confidence that by embracing these ideas and approach that they will actually be able to deliver on the challenge set. Most often reduced – Central Services/Services for Young People Most often protected – Children and Adult Social Care and Refuse and Recycling Most common Organisational Changes – Reducing senior and Middle Management, Shared Services, Outsourcing. (Council Budgets, Spending and Saving Survey 2011, Local Government Association) 82% of Councils expect to make savings through new or re-negotiated Contracts/Contractors. Only 8% expect not to.
- Pop outs: Procurement – joint procurement exercises, potential to remove barriers (both geographic and Directorate/Corporate) Use of scale to leverage savings Transfer of risk Supply chain management – single or multiple supplier? Supporting the local economy – local suppliers. e-procurement (i.e. the Chest) All of these issues can be examined in detail as part of the transformation process……. Why – given all of the above do we have the current complicated and potentially wasteful procurement picture, overlapping scope, multiple opportunities/frameworks etc. Customer Experience – Consistent experience Range of mediums to contact and deal with the LA Personalised service Feedback and live data. Record keeping and accountability Performance monitoring and feedback Engagement and response Systems and Processes – Focus on end to end processes – rather than individual elements of a process. Once again removing the artificial barriers. A service request is the same in Highways as it is in Social Services or waste management – in terms of a process.
- Pop outs: Procurement – joint procurement exercises, potential to remove barriers (both geographic and Directorate/Corporate) Use of scale to leverage savings Transfer of risk Supply chain management – single or multiple supplier? Supporting the local economy – local suppliers. e-procurement (i.e. the Chest) All of these issues can be examined in detail as part of the transformation process……. Why – given all of the above do we have the current complicated and potentially wasteful procurement picture, overlapping scope, multiple opportunities/frameworks etc. Customer Experience – Consistent experience Range of mediums to contact and deal with the LA Personalised service Feedback and live data. Record keeping and accountability Performance monitoring and feedback Engagement and response Systems and Processes – Focus on end to end processes – rather than individual elements of a process. Once again removing the artificial barriers. A service request is the same in Highways as it is in Social Services or waste management – in terms of a process.
- Pop outs: Procurement – joint procurement exercises, potential to remove barriers (both geographic and Directorate/Corporate) Use of scale to leverage savings Transfer of risk Supply chain management – single or multiple supplier? Supporting the local economy – local suppliers. e-procurement (i.e. the Chest) All of these issues can be examined in detail as part of the transformation process……. Why – given all of the above do we have the current complicated and potentially wasteful procurement picture, overlapping scope, multiple opportunities/frameworks etc. Customer Experience – Consistent experience Range of mediums to contact and deal with the LA Personalised service Feedback and live data. Record keeping and accountability Performance monitoring and feedback Engagement and response Systems and Processes – Focus on end to end processes – rather than individual elements of a process. Once again removing the artificial barriers. A service request is the same in Highways as it is in Social Services or waste management – in terms of a process.