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Better Deal for Residents
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Better Deal for Residents






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Better Deal for Residents Presentation Transcript

  • 1. Better Deal for Residents Shared Intelligence – 7 th Oct 2009 Alex Dewsnap – Divisional Director Partnerships & Performance
  • 2. Our Challenges As A Partnership
    • Deliver the Harrow Strategic Partnership vision for Harrow
    • 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 + +
  • 3. Who Said ?
    • ‘ With Council Tenants, it has been a lot of ‘My **** needs wiping and somebody from the Council can come and do it for me’
    • What services do we / don’t we provide ?
    • What are we asking residents to do ?
    Cllr John Hart (Con) LB Barnet Evening Standard 28th August 2009
  • 4. Financial Context
    • Spend broadly growing in line with inflation + demographic pressures + service specific costs
    • This includes costs of capital financing + re-capitalisation + potential re-evaluation pension fund
    • Controllable spend of £170m will become £220+m by 2012/13
    • Income is CTAX approx £100m and grants £70m both may be static
    • Funding gap of approx £15-20m per year
    • Councils are talking about the need to close gaps worth 30% controllable spend in 3 years
    £170m £186m £205m £220m+ ~30% £100m £70m Grant CTAX Income Costs 2010/11 2011/12 2012/12 Financial Projection 2009-2017
  • 5. Better Deal For Residents Future Operating Model Cross Council Efficiency Review Place Shaping & Property Better Together Service Efficiency Programme
  • 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. Total Place
      • Total Place analysis of local spend completed: £1.9bn spent in Harrow:
        • 65% spent on health and social care (10% above London ave.)
        • 16% spent on education (London ave. 17%)
        • 9% public order and safety (same as London ave.)
        • 5% economic affairs (compared to ave. 10% in London)
      • 2 deep dive themes identified:
        • 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
        • 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.
      • Identifying opportunities to better coordinate spend with partners
  • 8. How Do We Work Together ?
    • 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 only where they clearly bring additional capacity and add value
    • Staff lead the innovation and development of programme
  • 9. Key Ingredients for Success
    • Total Partnership approach – need buy-in from all partners
    • Need consistent message and support from Central Government departments
    • Members support and appreciation that there are no red lines and that the council might not benefit directly from all the changes
    • 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
    • Move staff and managers away from a defensive or protective attitude
    • Widen our horizons, be ambitious, creative and innovative
    • Partnerships with the maturity to share, compromise and work outside our preferred institutional boundaries
    • Different culture, different organisation
  • 10. Timescale
    • July/Aug: data gathering
    • September: Spending analysis report and deep dive themes chosen
    • October: Deep dive exploration, site visits, further analysis
    • Dec: Review findings, conclusions and learning and plan way forward
    • Cost: £75k
    • Series of 5 workshops with partners facilitated by Taylor Haig and supported by PWC
    • Session for all public sector bodies referenced in spending analysis to close feedback loop