Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Managing Change-John Knight and Catherine Inskip presentation


Published on

‘Fundamentally re-thinking and re-designing how we deliver services for residents – local government case study’

Published in: Leadership & Management
  • Be the first to comment

  • Be the first to like this

Managing Change-John Knight and Catherine Inskip presentation

  1. 1. Fundamentally re-thinking and re- designing service delivery: Local Government case study
  2. 2. iESE - who we are transformation, innovation, efficiency delivered more than £600m in savings better services, lower costs combined authorities, shared services, corporate review by the sector, for the sector
  3. 3. • 3R reform: our views and the sector response • Evidence and examples • The future rethinking service delivery
  4. 4. from surviving to thriving 3R reform Its origins
  5. 5. from surviving to thriving The White Paper: • Set out our view of the strategic reform initiatives and service options which have provided good practice and delivered savings to date • Created the draft 3R reform model • Conducted quantitative research to test and refine our findings • Developing a view on a single framework for improvement.
  6. 6. 3R Reform - our view
  7. 7. The sector response – what we asked The key questions • What is the current level of reform activity among councils? • What transformation areas are the key priorities? • What will the impact of reform be on the resident? • Are they resourced to deliver? • How well skilled are they to deliver it? • How will they deliver the change?
  8. 8. What is the current level of reform?
  9. 9. What are the priority activities?
  10. 10. Levels of confidence?
  11. 11. Impact on residents?
  12. 12. from surviving to thriving 3R reform In practice
  13. 13. 3R Reform
  14. 14. from surviving to thriving Level 1 Review Typical and legitimate initial response is to focus on internal efficiencies and improvements within existing structures • Review existing services and structures • Based around professional silos, service based • Continuous improvement of internal processes, delivering savings within each service area • Focus on delivering statutory services, reduce discretionary spend • Value for money and cost control • 10-20% savings
  15. 15. from surviving to thriving Level 2 Remodel Where service by service review is no longer viable, whole council approach needed - redesigning services around customer needs • Customer insight • “Customer first” - effective contact methods, channel shift • Multi-skilled staff who can own a customer’s issue • Professional staff engaged for only complex, judgment based tasks and activities • Sharing services • 20-30% savings
  16. 16. from surviving to thriving Level 3 Reinvent But all these measures cannot offer sustainable public services in the long term. Future councils: • Understand the causes of demand and put in place prevention strategies • Community involvement – design and delivery • Challenge assumptions about customer need and what, how and when people want to access services and support • Commission and shape the market • Flexing the organisation to meet increased/decreased/different demand
  17. 17. from surviving to thriving The future Thoughts and conclusions
  18. 18. from surviving to thriving Further information: 07793 510885 07809 086852