Better Deal for Residents Shared Intelligence – 7 th  Oct 2009 Alex Dewsnap – Divisional Director Partnerships & Performance
Our Challenges As A Partnership <ul><li>Deliver the Harrow Strategic Partnership vision for Harrow  </li></ul><ul><li>Mana...
Who Said ? <ul><li>‘ With Council Tenants, it has been a lot of  ‘My **** needs wiping and somebody from the Council can c...
Financial Context <ul><li>Spend broadly growing in line with inflation + demographic pressures + service specific costs  <...
Better Deal For Residents Future Operating Model Cross Council Efficiency Review Place Shaping & Property Better Together ...
Examples Of What Success  Might Look Like  Could we simplify the pathways cross partners for 100 most expensive families w...
Total Place  <ul><ul><li>Total Place analysis of local spend completed: £1.9bn spent in Harrow: </li></ul></ul><ul><ul><ul...
How Do We Work Together ? <ul><li>Partnership focused and not just looking at opportunities within the Council </li></ul><...
Key Ingredients for Success <ul><li>Total Partnership approach – need buy-in from all partners </li></ul><ul><li>Need cons...
Timescale <ul><li>July/Aug: data gathering </li></ul><ul><li>September: Spending analysis report and deep dive themes chos...
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Better Deal for Residents

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Better Deal for Residents

  1. 1. Better Deal for Residents Shared Intelligence – 7 th Oct 2009 Alex Dewsnap – Divisional Director Partnerships & Performance
  2. 2. Our Challenges As A Partnership <ul><li>Deliver the Harrow Strategic Partnership vision for Harrow </li></ul><ul><li>Manage the increasing expectations of residents </li></ul><ul><li>Deliver a balanced budget in the medium term and make a significant contribution to the 2010/11 budget </li></ul><ul><li>Maintain the current rate of performance improvement </li></ul>Cost Reduction Better Services Customer Focused + +
  3. 3. Who Said ? <ul><li>‘ With Council Tenants, it has been a lot of ‘My **** needs wiping and somebody from the Council can come and do it for me’ </li></ul><ul><li>What services do we / don’t we provide ? </li></ul><ul><li>What are we asking residents to do ? </li></ul>Cllr John Hart (Con) LB Barnet Evening Standard 28th August 2009
  4. 4. Financial Context <ul><li>Spend broadly growing in line with inflation + demographic pressures + service specific costs </li></ul><ul><li>This includes costs of capital financing + re-capitalisation + potential re-evaluation pension fund </li></ul><ul><li>Controllable spend of £170m will become £220+m by 2012/13 </li></ul><ul><li>Income is CTAX approx £100m and grants £70m both may be static </li></ul><ul><li>Funding gap of approx £15-20m per year </li></ul><ul><li>Councils are talking about the need to close gaps worth 30% controllable spend in 3 years </li></ul>£170m £186m £205m £220m+ ~30% £100m £70m Grant CTAX Income Costs 2010/11 2011/12 2012/12 Financial Projection 2009-2017
  5. 5. Better Deal For Residents Future Operating Model Cross Council Efficiency Review Place Shaping & Property Better Together Service Efficiency Programme
  6. 6. Examples Of What Success Might Look Like Could we simplify the pathways cross partners for 100 most expensive families we serve ? Should we join up our HRD, Legal and Communications Dept with local Partners ? How can we achieve over 50% recycling levels to reduce our landfill costs ? How much can we get Residents to deal with us over the internet ? Can we get Residents to play a greater role in looking after our parks ? Should we simplify our production and reporting of management information ? Could we more effectively share our Admin resource across the Council ? Can we automate more customer service to resolve queries at first point of contact ? What services can we look to locate in our schools ? How do we move to a smaller civic centre ?
  7. 7. Total Place <ul><ul><li>Total Place analysis of local spend completed: £1.9bn spent in Harrow: </li></ul></ul><ul><ul><ul><li>65% spent on health and social care (10% above London ave.) </li></ul></ul></ul><ul><ul><ul><li>16% spent on education (London ave. 17%) </li></ul></ul></ul><ul><ul><ul><li>9% public order and safety (same as London ave.) </li></ul></ul></ul><ul><ul><ul><li>5% economic affairs (compared to ave. 10% in London) </li></ul></ul></ul><ul><ul><li>2 deep dive themes identified: </li></ul></ul><ul><ul><ul><li>Top 50 – 100 families : Understand the overlap of services on a core group of high demand families, consuming services and requiring support from multiple agencies </li></ul></ul></ul><ul><ul><ul><li>Older People - Hospital Admissions & Preventative Options : Understand the full cycle of events leading to older peoples admission to hospital through A&E and their exit into social care/reablement. Identify the overlap of services (health/social services) and opportunities for prevention in the preceding 12months. </li></ul></ul></ul><ul><ul><li>Identifying opportunities to better coordinate spend with partners </li></ul></ul>
  8. 8. How Do We Work Together ? <ul><li>Partnership focused and not just looking at opportunities within the Council </li></ul><ul><li>Outwardly focused on improving services for residents </li></ul><ul><li>The scale of ambition will be challenging </li></ul><ul><li>The rate of performance improvement should be sustained </li></ul><ul><li>External consultants will be commissioned only where they clearly bring additional capacity and add value </li></ul><ul><li>Staff lead the innovation and development of programme </li></ul>
  9. 9. Key Ingredients for Success <ul><li>Total Partnership approach – need buy-in from all partners </li></ul><ul><li>Need consistent message and support from Central Government departments </li></ul><ul><li>Members support and appreciation that there are no red lines and that the council might not benefit directly from all the changes </li></ul><ul><li>Role of Council senior management in holding the ring and encouraging an environment where everyone feels safe to push the boundaries and work outside of their comfort zones </li></ul><ul><li>Move staff and managers away from a defensive or protective attitude </li></ul><ul><li>Widen our horizons, be ambitious, creative and innovative </li></ul><ul><li>Partnerships with the maturity to share, compromise and work outside our preferred institutional boundaries </li></ul><ul><li>Different culture, different organisation </li></ul>
  10. 10. Timescale <ul><li>July/Aug: data gathering </li></ul><ul><li>September: Spending analysis report and deep dive themes chosen </li></ul><ul><li>October: Deep dive exploration, site visits, further analysis </li></ul><ul><li>Dec: Review findings, conclusions and learning and plan way forward </li></ul><ul><li>Cost: £75k </li></ul><ul><li>Series of 5 workshops with partners facilitated by Taylor Haig and supported by PWC </li></ul><ul><li>Session for all public sector bodies referenced in spending analysis to close feedback loop </li></ul>

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