APM Benefits Summit 2017 : Realising benefits in a changing world In scoping programmes, is using the T word a constraint to success case study by Ian Clark, Department for Work and Pensions 22 June 2017

1. Ian Clark – Programme Director
Dept for Work and Pensions

2. In scoping programmes, is
using the “T” word a
constraint to successful
delivery?
Department for Work & Pensions

3. Department for Work & Pensions

4. Auto Enrolment –
Workplace Pensions
The new State
Pension
Department for Work & Pensions

5. People 13m Pension Age, 500K new claims a year, 6m enrolled into
workplace pension
Financial Impact £100bn a year in State Pension, over £80bn invested in workplace
pensions
Technical 28 IT systems changes, online access
Legislative Major welfare reform
Delivery Timescale 2012 and 2016
Benefits Timescales 20 years +
Impacts and benefits • Once in a Generation
• Removing Complexity
• Addressing Inequalities
• Sustainability
• fair between the generations
• Behavioural change
• Move to a culture of saving
Characteristics of the Major Programmes
Department for Work & Pensions

6. 70 YEARS
Department for Work & Pensions

7. Department for Work & Pensions

8. 5 YEARS
6 YEARS
Department for Work & Pensions

9. 10 - 15
YEARS
Department for Work & Pensions

10. Department for Work & Pensions

11. Examples
Vision Design, test
Implement,
embed
Vision Design, test
Implement,
embed
Vision Design, test
Implement,
embed
The transformation journey
DWP Universal Credit
Short phases of 2-4 years,
balancing the need to test and
learn with the complexity of
rolling Universal Credit out
across the country
MOD Submarines Programme
Lengthy phases due to
engineering/ build and political
cycles and significant mind-set
and performance shift required
Powergen
Lengthy phases due to
regulatory cycles and the
significant mind-set and
capability changes resulting
from the move into commercial
competition
The nature of the phases that make up a transformation will differ
depending on the transformation in question
Every transformation is different and this impacts the nature and the length of the phases needed to deliver
transformation. The following principles apply when deciding how to phase a transformation:
• Complexity means these phases have to create a coherent ‘journey’ of change, rather than isolated projects
• Successful judgment of the appropriate phasing will vary with:
1. The rhythm imposed by physical or IT change cycles
2. The extent to which mind-set-shift needs to go in steps rather than big-bang
3. Resource availability
4. Political and regulatory cycles and the legislative timetable
Department for Work & Pensions

12. • Think if you need to “Reform” before you Transform”
• In scoping the programme think what are you trying to achieve –
is it just “Big” Change
• Steps 1 and 2 are critical – without the burning platform, major
change and/or transformation will be hard, if not impossible
• £££££££ - best way to creating the senior buy in
• People, Process, Technology:
• Change 1 –
• Change 2 - ?
• Change 3 - x
• Is Transformation retrospective?
Some of the lesson delivering Major Programmes
Department for Work & Pensions

13. Department for Work & Pensions