Presentation on theme: "Harrow Council Transformation Programme"— Presentation transcript:
1Harrow Council Transformation Programme October 2010Tom Whiting, Assistant Chief Executive
2AgendaHarrow Context & Turn AroundBetter Deal for Residents ProgrammeCultural Challenges
3Performance Context: Difficult Times 2006-08 CPA 2 star Council from 2003 onwardsAdults ‘1 Star Uncertain Prospects’ 7 years until 2009Difficult Corporate Assessment 2007 score of 2 with a 1 out of 4 for CapacityResidents satisfaction levels fell to lowest in London 2006Dissatisfaction among staff and high levels of sicknessFollowing overspends, reserves fell to £1.3m in 2007New Chief Executive appointed April 2007
4Performance Context: Turnaround 2008-2010 Turnaround started to show 2008CPA improved (but still 2 star) March 20092nd most improved Council in London 2008 PWC benchmarking£45m savings delivered 2006/07 to 2009/10Significant improvement during 2009Improved to 3 Star in first round of CAA with a 3 out of 4 AdultsRunner up MJ Best Achieving Council 2009Shortlisted for LGC Most Improved Council 2010Net levels of Residents Satisfaction doubledSickness fallen by 20%Staff survey: 84% questions improved since 2008Reserves increased to £7m
5Achieving Turnaround: Specifics 1. Vision & Priorities: 3 simple corporate priorities that drive investment2. Organisational Structures: 15 to 9 chief officer posts, 20% reduction manager posts, voluntary severance9. First Impressions: Main reception, internet, intranet, customer standards, MOSAIC3. Finances: 5 years of savings worth £50m, salami slicing, tight monthly forecasting8. Communications: Strong media team, branding, residents magazine, internal magazines, forums4. Performance Management: 90% appraisals annually, improvement boards, CSB performance mornings, balanced & integrated reporting7. Work Life Balance: Staff benefits brochure eg childcare, health fairs, training5. Culture: CREATE values, CREATE awards, CREATE appraisal framework6. Investment in People: Management Development Programme for 220, 500 NVQs, 360 leadership development, Local Govt leadership Centre
6AgendaHarrow Context & Turn AroundBetter Deal for Residents ProgrammeCultural Challenges
7Four Programme Objectives Deliver the Harrow Strategic Partnership vision for Harrow as set out in the Community PlanManage the increasing expectations of residentsDeliver a balanced budget in the medium term and make a significant contribution to the 2010/11 budgetMaintain the current rate of performance improvementCost Reduction++Customer FocusedBetter Services… and we have to put an end to salami slicing…
8Five Workstreams Future Operating Model Should the Council continue to run 700+ services or is someone else (private sector, another Council, a social enterprise) better positioned ?Can local public service spend be better joined up if we coordinate spend with local partners ?Cross Council Efficiency ReviewAre there areas of common process and activity across our service Directorates that would be more efficiently organised if they were simplified, standardised and shared across the Council ?Place Shaping & PropertyCan we consolidate the number of sites that the Council and its partners operate from ?What is the opportunity arising from changes in Health and Policing ?Better TogetherIs there a way that we can get residents to behave differently in such a way that helps us to deliver improved outcomes and reduced costs ?Service Efficiency ProgrammeHow do we balance the budget for 2010/11 and 2011/12 ?How do we build our future services around Lean principles of process effectiveness ?
9Six PrinciplesPartnership focused and not just looking at opportunities within the CouncilOutwardly focused on improving services for ResidentsThe scale of ambition will be challengingThe rate of performance improvement should be sustainedExternal consultants will be commissioned where they clearly bring additional capacity and add valueStaff will be central to the programme and will lead the innovation and development of ideas for improvement
10Results: What’s underway ? CSB and Cabinet decision making given the imperative to get under way early in 2010/11July Cabinet 2010 re-launched programme following change of Administration with 40 savings areas under a three part strategyProjects sponsored and led across all of Corporate Leadership GroupBeing a more efficient and effective organisation that can live within its meansEnabling staff to work more effectively and productivelyReducing levels of administration and overheadsServices realigned to live within our meansJoining up and personalising customer service for our residentsImproved customer service and providing more joined up services when residents contact the CouncilMore services provided in collaboration with local partnersPersonalise services and promote independence giving power to residents to decide what services meet their needsOnline citizen accounts tailored for individualsBuilding on the community spirit of residents to be more involved in the future of their BoroughLowest cost channels used to transact with the Council cutting the cost of paper trailsLooking after and taking care of the environmentSupporting neighbours, families and friends with needs
11Cross Council Efficiency Review: Findings Insert summary numbers from data gathering
12Cross Council Efficiency Review: Business Cases Customer Contact Assess & DecideGoing ahead saving 29 FTEs with migration of all contact except Childrens Front Desk, budgets have been reduced by £890k per annum (gross).Controversial migration of Adults initial contact and screening but worked through with HillingdonPart of an overall approach with golden numbers, channel migration, citizen accounts, single CRMMobile & Flexible and General AdministrationNegotiating outsource of IT and significant upgrade to deliver remote working capabilityGoing ahead saving 46 FTEs with implementation of a general filing module for General Admin, budgets have been reduced by £132k (gross) per annum.Review of Council office space and hot desking opportunities for Mobile & FlexibleSpans of ControlNew protocols launched for spans of control and tiers of management which will be implemented through each business case, as well as an identification of high value opportunitiesThe ‘appeal of the process’ is also what makes it hard to deliverDue diligence on numbers and solution has been critical
13Future Operating Model: Business Cases Libraries RFIDImplementation of self serve across all Libraries targeting savings of approx 43 FTEs with budgets being reduced by £1,112k (gross) over 10 yearsStreetsImplementation of remote scheduling capability with real time links to call centre with manager and staff savings of approx 34 FTEs with budgets being reduced by circa £1,060k (gross) per annumSpecial Needs Transport IIDevelopment of an Adults entitlement policy and provision of more independent travel training to save £880k (gross) per annum (previous projects delivered £1,450k ((gross)) per annum)Corporate ServicesFurther benefits from SAP implementation to deliver savings of £630k (gross) per annumRe-ablementNew model for intensively supporting older people discharged from hospital or seeking social care packages to save £2m per annumTargeted Integrated Childrens ServicesA re-design of the pathways through childrens social care and of the front desk, savings under development
14Place, Property and Service Efficiency: Business Cases A new 4 year property disposals programme worth £60mA long term ambition to move to a smaller town centre based civic centreReview of catering arrangements for meals on wheels to find circa £300k + per annumRenegotiation of major contracts and improved category management targeted with £2m per annumMajor Lean review of Housing Repairs, Leaseholder Services, Leaving Care and Children with Disabilities (leaseholders already delivered £400k of in year benefit)
15Better Deal for Residents: Programme Management CSB meets as a Programme Board on a monthly basis – project status, benefits, communications, risks and issues, HR / industrial relationsProgramme Tracker established – projects, deadlines, status, benefits, confidence level, Council wide cash flow / financial profileCentral programme office supporting across workstreamsWorkstreams and business cases led by Directors and Managers across all services
16Capita Relationship Business Transformation Partnership signed 2005 Initial focus on SAP HR, Finance, CRM + ProcurementLater projects have included EDRMS and Waste GPSEstablished processes in place and a Council which is becoming ‘used to the process’ and a partner which is ‘used to Harrow’Benefits cardsBusiness cases (and risk sharing)Implementation in budgetsA capacity for Harrow to speed up implementation and reduce risks in delivery as business cases are developedCritical alignment of Capita relationship to Council’s Transformation agenda – Transformation partner that is at the heart of the Programme
17Harrow Business Case Process Strategic Business CaseOutline Business CaseFull Business CaseImplementationLow fees approx £20kRisk transferHigh fees approx £ kHarrow commercial position protected
18AgendaHarrow Context & Turn AroundBetter Deal for Residents ProgrammeCultural Challenges
19Question 1Who was the most popular speaker in the last 12 months at a conference of our top 250 managers ?The Director of Environment dressed in a large cardboard boxOne of our Call Centre staff explaining Lean and her role in turning around our Housing Repairs ServiceOne of our Call Centre staff explaining Lean and her role in turning around our Housing Repairs Service !
20Question 2Which workstream has been embraced most enthusiastically by our managers ?The PWC Cross Council Efficiency ReviewBetter TogetherBetter Together !
21The Use of External Consultants ! Question 3At an away day with our majority political group was their main concern about business transformationHow to close a 30% funding gap over the next 3-4 yearsThe use of external consultantsThe Use of External Consultants !
22Question 4In a recent staff survey, what % staff said they felt able to say what they thought without fear of negative consequences42%68%42% !
23Question 5When our largest Residents Association organised a concert for 300 people to raise money to refurbish one of our heritage properties in one of our parks, what did we do ?Meet them to help them navigate the licensing they would require and offer them further supportWrite to them the night before the concert and threaten to prosecute the volunteers who were organising itWrite to them the night before the concert and threaten to prosecute the volunteers who were organising it
24No idea, the Finance Director sorted it out ! Question 6At a meeting with the Director of Transformation at another London Borough in December, how did they say they had closed previous funding gaps ?A mixture of procurement and shared servicesNo idea, the Finance Director sorted it outNo idea, the Finance Director sorted it out !
25Invest in cross partner business transformation projects ! Question 7What is the Harrow Chief Executives group planning to do with its LAA reward money ?Invest in cross partner business transformation projectsPut the money behind the LAA prioritiesInvest in cross partner business transformation projects !
26Question 8At an early meeting of CSB as a Programme Board what did one of our Corporate Directors ask ?Why is the Director of Business Transformation amassing all this PMO resource ?How will we manage the join up between the plans for a new Civic Centre and our IT strategy for remote working ?Why is the Director of Business Transformation amassing all of this PMO resource !
27Better Deal for Residents: 8 Cultural Challenges ? Staff are the key source of innovation and improvementKeep the organisation externally focused and don’t let it become inward lookingPartnership focused rather than the Council aloneUse Consultants where they clearly add value and bring capacityWilling to be speculative and take risksMove from ‘state knows best’ to more citizen focusedEveryone has to own the problem and have an appreciation of the numbersHas to be managed and treated as a programmeAdopted Principles at Harrow & Values Public Sector Worker
28Better Deal for Residents: Change Management Leadership Model when you don’t know the answer (and that’s OK)Leadership Model when you do know the answer (and that’s OK as well)
29Better Deal for Residents: Making it Real (1) Staff are the key source of innovation and improvementLean: Staff development opportunity, visits & experiencesManagement Development Programme: Finding your personal niche, survive & thriveCommunication: Managers conferences, staff forums, newsletters, staff workshopsInnov8: Ongoing staff suggestion scheme, aligned to CREAE awardsKeep the organisation externally focused and don’t let it become inward lookingTotal Place & Better Together: Everyones excited & most interestingLondon Scene: Hearing from someone elsePersonalisation: Making the transformation agenda realUse Consultants where they clearly add value and bring capacityUse of Consultants: Two framework agreements PWC & CapitaSponsorship: Workstreams and projects with clear Council sponsorsWilling to be speculative and take risksLanguage: Important to say itProgramme Management: Try some ideas, don’t strangle them
30Better Deal for Residents: Making it Real (2) Move from ‘state knows best’ to ‘citizen centric’Personalisation: Showcase the work and the reaction of service usersWalk the Route: Go and experience the pathways that service users takeEveryone has to own the problem and have an appreciation of the numbersWider Participation: Workstream sponsorship, 40 business case leads + teamsCommunications: Take the time to explain the numbersPartnership focused rather than the Council aloneHarrow Chief Executives, Crisis & Leadership: Meets every 6 weeks, joining up functions, re-ablement, health economicsLAA moneyNavigating Health: Property, commissioningHas to be managed and treated as a programmeProgramme Board: CSB every monthBenefits Portfolio Tracking: CSB every month, short and long term