Presentation on theme: "Summary of Future Shape Business Case"— Presentation transcript:
1Summary of Future Shape Business Case The Future Shape business case proposes a fundamental change in the way the County Council operates. On Monday 24th March, Cabinet agreed to the implementation of the Future Shape model in 2015.The following presentation aims to give you the highlights of the full business case document and its appendices. It will take you approximately 10 minutes to go through this presentation.Neither this summary or the full business case gives details at this stage about individual service area or posts within it. This will be developed during the detailed design phase – more details given at the end of this presentation.The key features of the Future Shape model are:Please view this as a slideshow.Services will be delivered through a wide mix of modelsA council which is financially sustainable and self reliantA council that makes best use of resources and assetsA workforce that is lean, flexible and commercially skilledMembers priorities are delivered through outcome based commissioningResidents will find it easy to do business with usThe following slides will now go through each feature in more detail.
2IMPLEMENTING THE FUTURE SHAPE MODEL Services will be delivered with key partners and through a wider mix of cost effective, fit for purpose delivery models and providers.How are we going to change the way services are delivered?IMPLEMENTING THE FUTURE SHAPE MODELOur ambition is to organise ourselves in the most commercially-minded way. We have considered a range of models for organising our Council. The model proposed incorporates the best of the private sector with the best of the public sector.Summary of Future Shape Business Case
3A focus on the headquarters function Services will be delivered with key partners and through a wider mix of cost effective, fit for purpose delivery models and providers.A focus on the headquarters functionStrategy and Policy will provide support to all Members through a single Member support function, including how to turn Member priorities into tangible outcomes within a defined financial envelope.Business Enterprise will identify opportunities to collaborate, innovate and develop value propositions for enterprise-wide activities.The Assurance Function will ensure that we are protecting the public purse, meeting our statutory responsibilities and delivering effective value for money.
4Services will be delivered with key partners and through a wider mix of cost effective, fit for purpose delivery models and providers.What is an operating framework?The operating framework describes the relationship between the different parts of the organisation and sets out what each part can expect from the other. This is not a team of people – think of it as a ‘deal’ on how the Headquarters and Business Units will work together.The operating framework has two key objectives:To ensure that Business Units have the freedom to operate commercially and deliver the best possible outcomesTo ensure that Members have the tools they need to safeguard the public interest, investment, ensure that organisational risk is managed effectively and achieve their objectives
5A focus on the Business Units Services will be delivered with key partners and through a wider mix of cost effective, fit for purpose delivery models and providers.A focus on the Business UnitsA Business Unit will be a small team given flexibility in the way it operates and delivers services within the council-wide Operating Framework.They are responsible for turning the strategic outcomes from Members into services for residents. They may do this by direct delivery, managing contracts or a combination of both. BUSINESS UNIT FUNCTIONSService-level commissioningContract managementBusiness planning, budget management and savingsStrategic alliances and partnershipsIntelligent clientBusiness developmentCategory ManagementImplementing integration and solutionsPerformance managementRisk managementMarket shapingComplaints handlingChange managementSubject matter experts
6Services will be delivered with key partners and through a wider mix of cost effective, fit for purpose delivery models and providers.TrustsNot-for-profit organisation designed to benefit residents mentally, morally or physicallyBuckinghamshire Learning Trust has been established to provide high quality services to schools and settings primarily in Buckinghamshire.Local Authority Trading CompanyOperates in the same way as a private company but is owned fully by a councilE.g. Buckinghamshire Care.What are the models we might use for Delivery Units?Services will be delivered in-house and through a mix of delivery models:Community modelService is run by a local community enabling them to shape the service to meet local needsEmpowers volunteers to take the initiative and responsibility for delivery13 Buckinghamshire libraries use this model.External organisationDelivered by external organisations, many from the voluntary and community sectorAchieves better value for money and enables us to retain flexibility as social needs changeRingway Jacobs is a commissioned service.
7A focus on the Delivery Units Services will be delivered with key partners and through a wider mix of cost effective, fit for purpose delivery models and providers.Buckinghamshire Learning Trust launched on 31st July 2013 and has been established to provide high quality services to schools and other settings primarily in Buckinghamshire, but also beyond the County boundaries.What are the benefits?As a charity the Buckinghamshire Learning Trust is able to access new sources of funding, therefore generating incomeA focus on the Delivery UnitsWe have identified some opportunities for future Delivery Units. Some of these are very early ideas and some are already well progressed. They include:Heritage Trust (either including or separately a Libraries Trust)Buckinghamshire Law PlusBuckinghamshire YouthFostering and Adoptions (mutual)Integrated 0-25 TrustEnergy Service CompanyProperty CompanyCommunity Transport TrustDelivery Units are the front-line of service delivery, managed by Business Units. A variety of models will exist as we become more commercially minded.The Adventure Learning Foundation launched on 1st November 2013 and is a charity run in partnership with the County Council. It runs three outdoor education centres: Green Park, Longridge and Shortenills.What are the benefits?The Foundation is able to generate income by providing shared services to member centres and is able to establish itself as an Alternative Education Provider benefitting many children and young people.Buckinghamshire Care launched on 1st October 2013 and is a Local Authority Trading Company.What are the benefits?As a trading company, Buckinghamshire Care will be able to generate a surplus of funds to reinvest in quality services.DELIVERY UNIT FUNCTIONSService deliveryPerformance management of service deliveryContinuous improvementIndividual commissioningRingway Jacobs were contracted in 2008 to deliver Transport for Buckinghamshire – the day-to-day highways and transportation services.What are the benefits?As a commissioned service the County Council is able to achieve much greater value for money and enables it to retain flexibility as social needs change.
8What do we mean by self-reliant? We will implement solutions that will ensure the Council is financially sustainable and more self-reliant to tackle the social and economic challenges now and for the years ahead.What do we mean by self-reliant?One of the reasons for creating Delivery Units is that they are able to operate more freely than the County Council. This means in the longer term we will be less reliant on grants from central Government.exampleBuckinghamshire Care is able to increase their income by applying for grants that would not normally be available to the Council. They are also able to provide services to private paying clients, which is not something that a County Council is able to provide.exampleBuckinghamshire Learning Trust delivers school and early years improvement services, specialist teaching services and other key support services to organisations around the world. This income is used to improve the attainment of children and young people within Buckinghamshire, reducing reliance on Government grant.Summary of Future Shape Business Case
9Summary of Future Shape Business Case We will implement solutions that will ensure the Council is financially sustainable and more self-reliant to tackle the social and economic challenges now and for the years ahead.The Future Shape Programme is not about delivering short-term savings targets. It aims to deliver significant savings in the long term.howhowInvestment in new technology to enable ‘smarter’ transactions with customers.The aim is to reduce the volume of low-value high cost transactions, like renewing library book over the telephone.Harnessing our property to sub-let our office accommodation to get income and creating hubs of public services including police, NHS etc.howCrowd funding – having a conversation with a group of residents about them collectively funding gold-plated services e.g. non-priority potholes being fixed within specified timeframe within a specific village.Summary of Future Shape Business Case
10What do we mean by ‘resources’? We will carry on making better use of all our resources and assets and everyone will be aware of opportunities to innovate.How will we make best use of our resources and assets in the Future Shape of the Council?howCorporate Landlord ProjectThis looks at the needs of the Council as a whole, rather than by each service area as we did historically. The project aims to get better value from properties through joint arrangements with others or by maximising private sector investment. This approach enables improved support of the delivery of the Strategic Plan and brings together thinking about property with finance and regeneration.Strengthen our strategic, long-term approach to managing our assetsWith our new commercial focus, we will aim to achieve the best return on our assetsWhat do we mean by ‘resources’?Resources is a term that can be applied to money, materials, staff, or other assets that are used by the organisation to function.Develop new opportunities to generate additional income (for example the creation of a Property Company)Co-locate with other public services where it makes financial sense to do soDeliver more frontline services with our public sector partners through Delivery UnitsMake better use of office space by fully adopting an agile working approach (this includes hot-desking, working from home, video meetings, using Lync to make telephone calls)Summary of Future Shape Business Case
11What opportunities are there to innovate? We will carry on making better use of all our resources and assets and everyone will be aware of opportunities to innovate.What opportunities are there to innovate?Business and Delivery Units will be free to innovate and will be incentivised to generate income and tradeWe have a clear plan for how we will develop our workforce in core skill areas such as commercial thinking.What do we mean by ‘innovate’?The County Council has been around a long time along with many well-established methods and processes for doing things. We want all employees to be innovative and suggest changes and improvements that will benefit our residents and the Council.How will the Business Enterprise function of the Headquarters help us to innovate?Ensure there is a focus on the whole enterprise by identifying opportunities to collaborate and innovateIt will include an Innovation Unit that will support organisational change, with the capacity and skills to drive forward new initiatives and projects as required.Summary of Future Shape Business Case
12What do we mean by leaner? What do we mean by commercially skilled? A leaner, flexible and commercially skilled workforce who are equipped and incentivised to work together across different structures to deliver our priorities.What do we mean by leaner?There will be fewer staff directly employed by the Council. Highly skilled staff will work on activities centred around the customer.What do we mean by commercially skilled?It is not just about managing contracts, it includes:Putting the customer at the centre of our thinkingUnderstanding current and future costs and stripping out unnecessary onesMaking money from the things we are good atHaving a strong grasp of performance and qualityBeing flexible and risk awareHaving a high quality, engaged and skilled workforceWhat do we mean by flexible?An organisational structure that adapts and responds to the changing environmentBusiness and Delivery Units will have more freedom to manage, motivate and reward their people in a way that makes sense to themFull roll out of hot-desking, working from home and increasing use of virtual meetingsOur people are our biggest asset and we need to invest in them to give them the right skills and capabilities to operate in a commercial model.Training sessions are available for all staff. Book on a Commercial Awareness course now via SAP.Summary of Future Shape Business Case
13We will change our culture through: A leaner, flexible and commercially skilled workforce who are equipped and incentivised to work together across different structures to deliver our priorities.People and Organisational change:A minimal set of core HR policies will ensure we meet core legal responsibilitiesThe Operating Framework will allow Business Units to flex and tailor approaches to meet their different needsColleagues with potential can be identified in a more consistent wayThe majority of front-line employees will be working in Delivery Units, with small teams in Business Units and a very lean HQ (less than 200 employees).We will support staff to work flexibly to achieve an employee to desk ratio of 3:2 by April 2015 and 2:1 by April 2016We will change our culture through:Leaders driving change and behaviours shaping itHowever there are many positive examples of qualities in our existing culture that we want to retain—such as commitment to customers, a sense of belonging and a strong public service ethos.Summary of Future Shape Business Case
14What do we mean by outcome-based commissioning? Members will set priorities with residents and ensure that they are delivered through stronger outcomes-based commissioning and performance management.What do we mean by outcome-based commissioning?The commissioning function will be joined up across the Council, focussing on outcomes not service areasWhen we created contracts in the past with organisations to deliver services on our behalf, we would have set out the activities required in detail.In the Future Shape model, we will commission an organisation to deliver an outcome. The relevant Business Unit will use their expertise to propose the solution which would be agreed and monitored by our Members.It is therefore really important that the high level outcomes accurately reflect the priorities of Members!Summary of Future Shape Business Case
15Summary of Future Shape Business Case Members will set priorities with residents and ensure that they are delivered through stronger outcomes-based commissioning and performance management.exampleOutcome given to Transport for Buckinghamshire: Develop a thriving economy in BuckinghamshirePossible solution: Invest in the county’s strategic road network to improve journey times which encourages business growth and investmentexampleA different outcome given to Transport for Buckinghamshire: Improve resident satisfaction with the road networkPossible solution: Focus resources on improving minor roads and filling potholes as this will have a more immediate impact with residentsSummary of Future Shape Business Case
16Summary of Future Shape Business Case Residents will find it easier to do business with us, be able to serve themselves and get better access to services delivered digitally.We want to allow our customers to be able to request it, renew it, tell us about it, pay for it, and apply for it through digital channels.AmeliaDamaged drain on Bourton Road between Cricket Club and Badgers pic.twitter.com/lqt5dDE0R8exampleTransport for@A_Lockers Thanks for your tweet. It has been called through to the technician for immediate attention. Reference CRN Thanks againAmelia@tfbalerts just driven past on way to work and it’s fixed. Thank youSummary of Future Shape Business Case
17Summary of Future Shape Business Case Residents will find it easier to do business with us, be able to serve themselves and get better access to services delivered digitally.howHow this might work for transport services:Push all contact to online self-serve with direct links to the third party supplier (no council intervention)Free up capacity within the telephony channel—which could generate cashable savingsTelephony channel used to handle, at the first point of contact, more complex enquiries that are currently being handed off via the contact centre to service professionals within services.Personalised ‘My account’24/7 access to transactions without waiting or queuingTrack progress on outstanding issues without having to contactPersonalised, interactive and secure serviceUnique user identification which enables customers to sign-up to receive alerts on the move.How this might work for Adult Social Care services:Aspiration is to increase resident’s ability to serve themselvesBy shifting information requests, request for service and rules-based assessments, capacity will be freed up to focus on supporting complex assessment activity.Summary of Future Shape Business Case
18Summary of the financial benefits A number of investment costs and savings have been investigated as part of the business case. The Future Shape model is not about providing a short term fix but supporting the organisation in the medium to long-term to unlock future savings.There are already challenging targets for saving £49m by 2017/18 of which £7.1m is needed to be delivered through the additional financial benefits identified in the Future Shape business case. We have estimated savings ranging between £7.8m and £10.8m in 2017/18, exceeding this target. A range of costs and savings has been used to reflect the level of confidence in the opportunity. These have been summarised in the table below:£million2014/152015/162016/172017/18LowHighTotal investment/savings22.214.171.124.4-3.4-4.5-7.8-10.8The next stage will be to develop more detailed transition plans which will give greater confidence around the levels of costs and savings for the next four years and the longer term.Summary of Future Shape Business Case
19Detailed design - April to September 2014 Next stepsDetailed design - April to September 2014Development of detailed plans for setting up the new structures, processes and systems for the new model to operateIncludes key governance changesSenior management team in place by summer 2014 to drive forward the next phase of workDetailed transition plans produced for setting up each Business Unit.Construction – October 2014 to March 2015Shadow Business Units will be in operation overseeing the set-up of new processes to drive forward digital and customer improvements, complete staff consultations and ensure plans are in place to deliver outcomes.The end of this phase is marked by the formal ‘go live’ of new structures from April 2015.Implementation – April 2015 to March 2016The Business Units will drive forward a more commercial approachFurther Delivery Units to be developed and financial benefits to be realised.Summary of Future Shape Business CaseThis has been produced by the County Council’s Communications team