This document summarizes a presentation on transforming public services given by Robert Pollock from the Public Service Transformation Network and Ezra Wallace from Westminster City Council. It discusses the context of continued fiscal tightening and implications for public spending. It outlines challenges like less money, new technology, entrenched costs and dependency, and increasing demand. It proposes policy enablers for transformation like demand management, community resilience, digital transformation, place-based services, and new delivery models. It provides ingredients for successful transformation including strong local leadership, a plan for analyzing trends and spending, and being opportunistic about funding. It presents an approach around targeting services at the household level, making employment central, more efficient pathways and processes, and focusing on cash

1. Public Service Transformation in Action
Robert Pollock
Director
Public Service Transformation Network
Ezra Wallace
Senior Policy & Strategy Officer
Westminster City Council

2. Better Services for Less
Public Sector Show, Excel Centre, 13 May 2014
Transforming public services:
the challenges and opportunities

3. Context: more fiscal tightening to come

4. Implication for public spending
]
16.2
14.9
14.2
6.5 6.4 6.4 6.5 6.4 6.3 6.2
3.4 3.4 3.2 3.2 3.1 3.1 3.0
0.4 0.4 0.4 0.4 0.5 0.5 0.5
11.9
11.4
10.7 10.0
9.1
8.6
7.9
0
4
8
12
16
20
24
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19
PercentofnominalGDP
Other International development Education NHS (Health) Implied PSCE in RDEL PSCE in RDEL
Source: OBR Economic and Fiscal Outlook, March 2014, HM Treasury Budget 2014, HM Treasury Public Expenditure Statistical Analyses, July 2013
Plans for RDEL excluding depreciation upto 2015-16. Beyond 2015-16 based on implied PSCE in RDEL calculated from the Government
assumption for TME. Other includes unallocated amounts.

5. Why change is needed?
Less money
New
Technology
Entrenched
cost &
dependency
Increasing
Demand
Changing
Expectations
Poor
Services

6. Policy enablers
Transformation
1.Demand
Management
2. Community
resilience
3. Digital
4. Place Based
5. New delivery
models
6. National
Incentives

7. Ingredients for success
• Strong local leadership and good governance
• A compelling narrative for change agreed with partners
• Co-design with local partners and community
• A plan that includes:
• good analysis of trends in local demand and spending
• interventions that focus on what works
• Regular communication and engagement with staff
• Putting the user of the service first
• Be opportunistic about funding and process to achieve your
goals (BCF, Local Growth, TCA etc.)
• Seek forgiveness not permission

8. Developing our approach to
growth and reform
May 2014

10. Quick
Personal
Direct
1950s Today

11. Radical re-design of
how the totality of
public spending
improves lives and
drives growth,
providing a blue print
for Government to
follow
Public service
reform
Growth and
increased
economic
productivity for
local benefit
Independent,
self-reliant and
resilient
communities

12. Our four pillars for reform
Target
services on
a whole
household
basis
Making
employment
central
More
efficient
pathways
and
processes,
more
effective
workforce
Focus on
cashable
savings

13. High Cost
Families
Medium Cost
Families Not
At Risk
Low Cost
Families At Risk
Low Cost
Families Not At
Risk
Medium Cost
Families At Risk
Objective: To reduce demand through prevention and early
intervention
What could be different?
•Faster and more effective early identification
•Targeted spending on focussed, evidence-based interventions
funded by a pooled budget (shared in particular across health,
employment and adult services)
•Smaller case loads worked on more intensively
Objective: To reduce cost by more effectively managing flow across the system
What could be different?
•Variable thresholds to service offer based on cost of need
•Tailored package of specialist, timely interventions that can be purchased
from a pooled budget shared between agencies
•Single assessment and case management processes across different services
and agencies
•Combined professional roles and merged specialist functions
13
Designing a new offer

14. To hear more from PSTN please register for The Public
Sector Show 2015 and hear from industry leading
speakers and decision makers
Register your free place here
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