Presentation is loading. Please wait.

Presentation is loading. Please wait.

Harrow Council Transformation Programme October 2010 Tom Whiting, Assistant Chief Executive.

Similar presentations


Presentation on theme: "Harrow Council Transformation Programme October 2010 Tom Whiting, Assistant Chief Executive."— Presentation transcript:

1 Harrow Council Transformation Programme October 2010 Tom Whiting, Assistant Chief Executive

2 2 Agenda Harrow Context & Turn Around Better Deal for Residents Programme Cultural Challenges

3 3 Performance Context: Difficult Times CPA 2 star Council from 2003 onwards –Adults 1 Star Uncertain Prospects 7 years until 2009 –Difficult Corporate Assessment 2007 score of 2 with a 1 out of 4 for Capacity Residents satisfaction levels fell to lowest in London 2006 Dissatisfaction among staff and high levels of sickness Following overspends, reserves fell to £1.3m in 2007 New Chief Executive appointed April 2007

4 4 Performance Context: Turnaround Turnaround started to show 2008 –CPA improved (but still 2 star) March 2009 –2 nd most improved Council in London 2008 PWC benchmarking –£45m savings delivered 2006/07 to 2009/10 Significant improvement during 2009 –Improved to 3 Star in first round of CAA with a 3 out of 4 Adults –Runner up MJ Best Achieving Council 2009 –Shortlisted for LGC Most Improved Council 2010 –Net levels of Residents Satisfaction doubled –Sickness fallen by 20% –Staff survey: 84% questions improved since 2008 –Reserves increased to £7m

5 5 Achieving Turnaround: Specifics 1. Vision & Priorities: 3 simple corporate priorities that drive investment 2. Organisational Structures: 15 to 9 chief officer posts, 20% reduction manager posts, voluntary severance 3. Finances: 5 years of savings worth £50m, salami slicing, tight monthly forecasting 4. Performance Management: 90% appraisals annually, improvement boards, CSB performance mornings, balanced & integrated reporting 5. Culture: CREATE values, CREATE awards, CREATE appraisal framework 6. Investment in People: Management Development Programme for 220, 500 NVQs, 360 leadership development, Local Govt leadership Centre 7. Work Life Balance: Staff benefits brochure eg childcare, health fairs, training 8. Communications: Strong media team, branding, residents magazine, internal magazines, forums 9. First Impressions: Main reception, internet, intranet, customer standards, MOSAIC

6 6 Agenda Harrow Context & Turn Around Better Deal for Residents Programme Cultural Challenges

7 7 Four Programme Objectives Deliver the Harrow Strategic Partnership vision for Harrow as set out in the Community Plan Manage the increasing expectations of residents Deliver a balanced budget in the medium term and make a significant contribution to the 2010/11 budget Maintain the current rate of performance improvement Cost Reduction Better Services Customer Focused ++ … and we have to put an end to salami slicing…

8 8 Five Workstreams Future Operating Model Cross Council Efficiency Review Place Shaping & Property Better Together Service Efficiency Programme 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 ? Are 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 ? Can 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 ? Is 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 ? How do we balance the budget for 2010/11 and 2011/12 ? How do we build our future services around Lean principles of process effectiveness ?

9 9 Six Principles Partnership focused and not just looking at opportunities within the Council Outwardly focused on improving services for Residents The scale of ambition will be challenging The rate of performance improvement should be sustained External consultants will be commissioned where they clearly bring additional capacity and add value Staff will be central to the programme and will lead the innovation and development of ideas for improvement

10 10 Results: Whats underway ? CSB and Cabinet decision making given the imperative to get under way early in 2010/11 July Cabinet 2010 re-launched programme following change of Administration with 40 savings areas under a three part strategy Projects sponsored and led across all of Corporate Leadership Group –Being a more efficient and effective organisation that can live within its means Enabling staff to work more effectively and productively Reducing levels of administration and overheads Services realigned to live within our means –Joining up and personalising customer service for our residents Improved customer service and providing more joined up services when residents contact the Council More services provided in collaboration with local partners Personalise services and promote independence giving power to residents to decide what services meet their needs Online citizen accounts tailored for individuals –Building on the community spirit of residents to be more involved in the future of their Borough Lowest cost channels used to transact with the Council cutting the cost of paper trails Looking after and taking care of the environment Supporting neighbours, families and friends with needs

11 11 Cross Council Efficiency Review: Findings Insert summary numbers from data gathering

12 12 Cross Council Efficiency Review: Business Cases Customer Contact Assess & Decide –Going 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 Hillingdon –Part of an overall approach with golden numbers, channel migration, citizen accounts, single CRM Mobile & Flexible and General Administration –Negotiating outsource of IT and significant upgrade to deliver remote working capability –Going 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 & Flexible Spans of Control –New 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 opportunities The appeal of the process is also what makes it hard to deliver Due diligence on numbers and solution has been critical

13 13 Future Operating Model: Business Cases Libraries RFID –Implementation of self serve across all Libraries targeting savings of approx 43 FTEs with budgets being reduced by £1,112k (gross) over 10 years Streets –Implementation 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 annum Special Needs Transport II –Development 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 Services –Further benefits from SAP implementation to deliver savings of £630k (gross) per annum Re-ablement –New model for intensively supporting older people discharged from hospital or seeking social care packages to save £2m per annum Targeted Integrated Childrens Services –A re-design of the pathways through childrens social care and of the front desk, savings under development

14 14 Place, Property and Service Efficiency: Business Cases A new 4 year property disposals programme worth £60m A long term ambition to move to a smaller town centre based civic centre Review of catering arrangements for meals on wheels to find circa £300k + per annum Renegotiation of major contracts and improved category management targeted with £2m per annum Major Lean review of Housing Repairs, Leaseholder Services, Leaving Care and Children with Disabilities (leaseholders already delivered £400k of in year benefit)

15 15 Better Deal for Residents: Programme Management CSB meets as a Programme Board on a monthly basis – project status, benefits, communications, risks and issues, HR / industrial relations Programme Tracker established – projects, deadlines, status, benefits, confidence level, Council wide cash flow / financial profile Central programme office supporting across workstreams Workstreams and business cases led by Directors and Managers across all services

16 16 Capita Relationship Business Transformation Partnership signed 2005 Initial focus on SAP HR, Finance, CRM + Procurement Later projects have included EDRMS and Waste GPS Established processes in place and a Council which is becoming used to the process and a partner which is used to Harrow –Benefits cards –Business cases (and risk sharing) –Implementation in budgets A capacity for Harrow to speed up implementation and reduce risks in delivery as business cases are developed Critical alignment of Capita relationship to Councils Transformation agenda – Transformation partner that is at the heart of the Programme

17 17 Harrow Business Case Process Strategic Business Case Outline Business Case Full Business Case Implementation Low fees approx £20k Risk transfer High fees approx £ k Harrow commercial position protected

18 18 Agenda Harrow Context & Turn Around Better Deal for Residents Programme Cultural Challenges

19 19 Question 1 Who was the most popular speaker in the last 12 months at a conference of our top 250 managers ? a.The Director of Environment dressed in a large cardboard box b.One of our Call Centre staff explaining Lean and her role in turning around our Housing Repairs Service One of our Call Centre staff explaining Lean and her role in turning around our Housing Repairs Service !

20 20 Question 2 Which workstream has been embraced most enthusiastically by our managers ? a.The PWC Cross Council Efficiency Review b.Better Together Better Together !

21 21 Question 3 At an away day with our majority political group was their main concern about business transformation a.How to close a 30% funding gap over the next 3-4 years b.The use of external consultants The Use of External Consultants !

22 22 Question 4 In a recent staff survey, what % staff said they felt able to say what they thought without fear of negative consequences a.42% b.68% 42% !

23 23 Question 5 When 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 ? a.Meet them to help them navigate the licensing they would require and offer them further support b.Write to them the night before the concert and threaten to prosecute the volunteers who were organising it Write to them the night before the concert and threaten to prosecute the volunteers who were organising it

24 24 Question 6 At a meeting with the Director of Transformation at another London Borough in December, how did they say they had closed previous funding gaps ? a.A mixture of procurement and shared services b.No idea, the Finance Director sorted it out No idea, the Finance Director sorted it out !

25 25 Question 7 What is the Harrow Chief Executives group planning to do with its LAA reward money ? a.Invest in cross partner business transformation projects b.Put the money behind the LAA priorities Invest in cross partner business transformation projects !

26 26 Question 8 At an early meeting of CSB as a Programme Board what did one of our Corporate Directors ask ? a.Why is the Director of Business Transformation amassing all this PMO resource ? b.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 !

27 27 Better Deal for Residents: 8 Cultural Challenges ? 1.Staff are the key source of innovation and improvement 2.Keep the organisation externally focused and dont let it become inward looking 3.Partnership focused rather than the Council alone 4.Use Consultants where they clearly add value and bring capacity 5.Willing to be speculative and take risks 6.Move from state knows best to more citizen focused 7.Everyone has to own the problem and have an appreciation of the numbers 8.Has to be managed and treated as a programme Adopted Principles at Harrow & Values Public Sector Worker

28 28 Better Deal for Residents: Change Management Leadership Model when you dont know the answer (and thats OK) Leadership Model when you do know the answer (and thats OK as well)

29 29 Better Deal for Residents: Making it Real (1) Staff are the key source of innovation and improvement –Lean: Staff development opportunity, visits & experiences –Management Development Programme: Finding your personal niche, survive & thrive –Communication: Managers conferences, staff forums, newsletters, staff workshops –Innov8: Ongoing staff suggestion scheme, aligned to CREAE awards Keep the organisation externally focused and dont let it become inward looking –Total Place & Better Together: Everyones excited & most interesting –London Scene: Hearing from someone else –Personalisation: Making the transformation agenda real Use Consultants where they clearly add value and bring capacity –Use of Consultants: Two framework agreements PWC & Capita –Sponsorship: Workstreams and projects with clear Council sponsors Willing to be speculative and take risks –Language: Important to say it –Programme Management: Try some ideas, dont strangle them

30 30 Better Deal for Residents: Making it Real (2) Move from state knows best to citizen centric –Personalisation: Showcase the work and the reaction of service users –Walk the Route: Go and experience the pathways that service users take Everyone has to own the problem and have an appreciation of the numbers –Wider Participation: Workstream sponsorship, 40 business case leads + teams –Communications: Take the time to explain the numbers Partnership focused rather than the Council alone –Harrow Chief Executives, Crisis & Leadership: Meets every 6 weeks, joining up functions, re-ablement, health economics –LAA money –Navigating Health: Property, commissioning Has to be managed and treated as a programme –Programme Board: CSB every month –Benefits Portfolio Tracking: CSB every month, short and long term


Download ppt "Harrow Council Transformation Programme October 2010 Tom Whiting, Assistant Chief Executive."

Similar presentations


Ads by Google