The Deal, Alison McKenzie-Folan (Deputy CEO and Digital Transformation Lead, Wigan Council)
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Wigan are trying something new: a contract between residents and the council as both sides strive for a better borough. Alison shares the lessons and impacts so far. This presentation was made at mySociety's TICTeC Local conference on 6th November 2018. More information about TICTeC Local can be found here: https://tictec.mysociety.org/local
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The Deal, Alison McKenzie-Folan (Deputy CEO and Digital Transformation Lead, Wigan Council)
- 1. Alison Mckenzie-Folan Deputy Chief Executive Overview of the Deal
- 2. Wigan Population of 323,000 70% green space 136,000 households 85th most deprived
- 3. The story so far… we have saved £131m whilst continuing to improve outcomes for the people in the borough Since
- 6. The Deal for the future A radical plan: • To transform traditional council services and deliver in new ways • To grow the borough • To form new relationships with residents • To maintain and protect service for the future
- 7. How we deliver – Asset Based
- 8. How we deliver – Community Investment £10m invested in communities by the end of 2018 Opportunity for the community to take control and make a difference After £5.1m of actual spend: • 67 Big ideas • £5.5m external funding leveraged • £9.5m social and economic benefit • £2m recurrent council savings
- 10. How we deliver – Be Wigan Be Positive… take pride in all that you do Be Courageous… be open to doing things differently Be Accountable… be responsible for making things better Because how we do things is just as important as what we do
- 11. Permeates everything we do Transforming care with residents at Heathside Residential Home: “I’ve worked here for 14 years and I am so proud to see the changes that have come about through The Deal. We are given the chance to listen to our residents and the permission to create brilliant activities for them as a result.” Kevin Fulton, Staff Member
- 12. How we deliver – co-location in a place
- 14. How we deliver – digital 10.5m adults don’t have basic online skills and 6.7m have never been online 37% digitally excluded are social housing tenants £164 billion of online sales lost per year for businesses that are not online 1 in 3 SMEs don’t have a website – 2/3rds of SMEs don’t market themselves online The benefit of new users being online is estimated an average of £1,064 per year 80% of the governments interactions are with the poorest 25% of the UK population 12.6% of Greater Manchester (North) have never used the internet 44,000 adults in Wigan have never accessed the internet Potential 8,123 Wigan children without home internet
- 15. How we deliver - #Digitalwigan Digital engagement – top 2 in the country Digital Workforce – VDIs, mobile devices, job allocation Digital business – digital growth service Digital health and social care – smart technology Digital communities - superfast broadband and community investment Digital Council – 100,000 my account users Digital residents – IDEA, apprenticeships
- 16. How digital ready are we?: Digital Leaders 22400 Twitter followers 3134 Instagram followers 3800+ staff working on VDIs 100,000 MyAccount registered users 20,000 reports received online 21829 Facebook likes
- 17. How digital ready are we?: Skills & Learning • It is accessible online and completely free • Learners are awarded digital badges that carry points • Wigan is the first borough in the country to roll out iDEA to all residents with a range of our community partners • A Wigan badge has been developed to track progress We have been awarded Pioneer Council status for delivery of the Duke of York’s iDEA (Inspiring Digital Enterprise Award)
- 18. How digital ready are we?: Business Growth Digital Growth Service • Delivered in partnership between Wigan Council and the Business Growth Hub • Supports local businesses by providing a fully funded programme of specialist digital growth advice
- 19. How digital ready are we?:Health & Social Care Smart in home technology: The disruptive use of technology to build resilience, independence and help people live a rich and vibrant lives connected to their communities Sharing data: Share to Care makes it quicker and easier for staff to get the information they need to look after patients
- 20. How digital ready are we?: Community Investment £500,000 Digital Skills: children without internet access Connected Business: digital growth advisor, infrastructure Connected Communities: the Deal for Communities Investment Fund
- 21. Mildred Video
- 22. How we deliver – changing behaviour
- 24. The leadership bit • Develop a single unifying philosophy which is optimistic, simple and applies across the place to everyone • Keep telling this story with illustrations every day to everyone with humility • Create political and organisational support for a radical new model • Build a strong, cohesive and high energy team • Constantly listen harder to residents, to staff to community groups • Build a demand management strategy not a budget strategy • Build trust with staff and community to allow them to innovate and for it to be ok • 80% of costs are on processing people – shift the funding to investment in people • Maintain your personal energy levels!!
- 25. The Finance bit • Acted quickly – decisive • Over programmed savings plan • Focus on cash flow – not just savings • Invest to save – community, prevention, early intervention • Ensure you have the enabling functions to make the change
- 26. Our progress – achievements Childrens services rated Good by Ofsted Reablement service rated as outstanding by CQC Increased staff engagement – best council to work for Getting people home from hospital quickly - best in the north west Happiest place to live in Greater Manchester Recycling rates increased to over 50% Pioneering council for the Duke of York’s iDEA – digital skills Public Finance Efficiency award winner @ 6% reduction in looked after children since 2010 Healthy life expectancy increased by seven years deprived areas
- 27. The Deal 2030 • Deal 2030 will build on the success of the Deal for the Future with a plan for the place • Co-designed and delivered with partners, our communities and staff • A bigger focus on inclusion – celebrating diversity and a fair borough for all • Big Listening Project – today and all autumn
Hinweis der Redaktion
- How we work as a council (social media engagement, my account, digitally enabled staff) and we how we engage with new innovations How we support businesses – including supporting them to develop an online presence How we support our residents to develop digital skills (IDEA and digital apprenticeships) and ultimately how we help them to access services online Using technology to keep people well and independent (social care, digital bungalow etc) and empowering them to engage with their communities Enabling digital innovation in communities (investment fund)
- Summer of Culture digital advertising reached ½ million promoting events to residents and outside the borough. Further advertising included an events guide (online and print), plus outdoor and press advertising. Foster - Enquiries running ahead of target. Web visits more than doubled in July and August due to Facebook, press and digital radio advertising. Adoption - Adoption enquiries on target, with an noticeable increase in August due to Facebook and outdoor advertising. Web visits more than doubled in August and response to the campaign is strengthening.
- Resident satisfaction with the way the council runs things has increased by 59% since 2008 Two thirds (65%) of residents stated that they are satisfied with the way Wigan Council runs things in 2016, compared to 41% in 2008. Residents satisfaction in comparator authorities is lower at 52% Perceptions that the Council provides value for money has increased from 30% in 2008 to 50% in 2016. Higher than the LG Inform average of 47% Highways – 4% (march 16/17) of principal roads need maintenance (a slight increase from 3% in 15/16), we are in the top quartile nationally. Received recognition for Highways were recognised by APSE for their work, especially their Winter Maintenance programme. Services users who receive self-directed support is 16/17– (building self reliance within a vulnerable cohort) improved 11% since 2015/16. Above the north west average which is 84.99% and in the top quartile for the NW 7.5 million has been invested in community groups over the last four years. Impower index Wigan was found to be the 5th most productive Council in England. This was calculated by taking the rank for each of the 6 lenses – these are Children’s Social Care, Older Adults Social Care, All Age Disability, Health and Social Care Interface, Housing and Homelessness, Waste and Recycling. A single ‘average rank’ was then created so that all authorities were re-ranked, using the average rank for the final ranking. Therefore, the overall ranking rewards authorities who have the best performance across all the domains – not just in one or two areas. Compared to our 9 statistical neighbours, Wigan ranked 1st in Children’s Social Care and 4th compared to 150 authorities in England; we achieved high ranks on each performance measure except for ‘the percentage of re-referrals’, for which we achieved a mediocre ranking. Health and Social Care was another strongly performing lens for Wigan – we ranked 5th versus 150 authorities in England and 1st versus our statistical neighbours. However, we ranked considerably poorly on three of the performance measures within Health and Social Care; in particular, ‘the number of unplanned reviews due to a hospital episode (planned or unplanned) as proportion of all LTC clients’ was the lowest ranking within this lens. This shows the importance of looking at each performance measure within a lens, as there can be quite a lot of variation within these in terms of how well we are performing. Our best ranking compared to 150 authorities was Children’s Social Care (we ranked 4th) and our worst was All Age Disability in which we ranked 71st. Our best ranking compared to our 9 statistical neighbours was Children’s Social Care and Health and Social Care (we ranked 1st in both of these). Our lowest rankings amongst our statistical neighbours were for Older Adults Social Care and Waste and Recycling – we ranked 4th for both of these. Productivity is measured based on outcomes per £, so better performance is a result of low spend and high outcomes
- Resident satisfaction with the way the council runs things has increased by 59% since 2008 Two thirds (65%) of residents stated that they are satisfied with the way Wigan Council runs things in 2016, compared to 41% in 2008. Residents satisfaction in comparator authorities is lower at 52% Perceptions that the Council provides value for money has increased from 30% in 2008 to 50% in 2016. Higher than the LG Inform average of 47% Highways – 4% (march 16/17) of principal roads need maintenance (a slight increase from 3% in 15/16), we are in the top quartile nationally. Received recognition for Highways were recognised by APSE for their work, especially their Winter Maintenance programme. Services users who receive self-directed support is 16/17– (building self reliance within a vulnerable cohort) improved 11% since 2015/16. Above the north west average which is 84.99% and in the top quartile for the NW 7.5 million has been invested in community groups over the last four years. Impower index Wigan was found to be the 5th most productive Council in England. This was calculated by taking the rank for each of the 6 lenses – these are Children’s Social Care, Older Adults Social Care, All Age Disability, Health and Social Care Interface, Housing and Homelessness, Waste and Recycling. A single ‘average rank’ was then created so that all authorities were re-ranked, using the average rank for the final ranking. Therefore, the overall ranking rewards authorities who have the best performance across all the domains – not just in one or two areas. Compared to our 9 statistical neighbours, Wigan ranked 1st in Children’s Social Care and 4th compared to 150 authorities in England; we achieved high ranks on each performance measure except for ‘the percentage of re-referrals’, for which we achieved a mediocre ranking. Health and Social Care was another strongly performing lens for Wigan – we ranked 5th versus 150 authorities in England and 1st versus our statistical neighbours. However, we ranked considerably poorly on three of the performance measures within Health and Social Care; in particular, ‘the number of unplanned reviews due to a hospital episode (planned or unplanned) as proportion of all LTC clients’ was the lowest ranking within this lens. This shows the importance of looking at each performance measure within a lens, as there can be quite a lot of variation within these in terms of how well we are performing. Our best ranking compared to 150 authorities was Children’s Social Care (we ranked 4th) and our worst was All Age Disability in which we ranked 71st. Our best ranking compared to our 9 statistical neighbours was Children’s Social Care and Health and Social Care (we ranked 1st in both of these). Our lowest rankings amongst our statistical neighbours were for Older Adults Social Care and Waste and Recycling – we ranked 4th for both of these. Productivity is measured based on outcomes per £, so better performance is a result of low spend and high outcomes