Haringey’s transformation
- 1. Haringey.gov.uk Haringey’s transformation Business Transformation Councilof the Year, LGC Awards 2016
- 2. Haringey - the place £1bnof new investment in housing and jobs International art, sport, heritage and culture Some of London’s best schools and parks 5 minutes from Kings Cross; 13 minutes to West End
- 3. 1. Substantial changeand improvements have taken place in Haringey 2. Established strong leadership and partnerships in uncertain times 3. Despite our huge financial challenges, we are not in the business of managing decline
- 4. Delivering on our ambitions Whatit means for residents Enable every child and young person to have the best start in life All our secondary schools are good or outstanding Support all adults to live healthy, long and fulfilling lives Helping people live healthier, independent lives Clean, well maintained and safe borough where people are proud to live 88% of residents satisfied with area as a place to live Drive growth and employment from which everyone can benefit £1bn of investment providing new jobs, skills opportunities and affordable homes Create homes and communities where people choose to live and are able to thrive Modernising and improving housing conditions
- 5. Transforming Haringey 2015-2018 MTFS to Deliver £70m Savings Corporate Delivery Unit New Governance Model Three-year Planfor People and Place Workforce Plan Community Partnerships
- 6. Corporate Delivery Unit Helps theorganisation focus on priorities Provide challenge and support to priority services Build Haringey’s capability to address future challenges “The job of the council is not just the delivery of basic services to a mediocre or a good standard or to ensure that we are getting the basics right. What we are about is changing Haringey, life chances, the local economy, changing the place in its fullest sense. We can’t do that if we can’t process planning targets, or children not assessed in time.” Peter Thomas evaluation of CDU, 2014
- 7. CDU Approach Assessing Delivery Plans Ourassessment framework helps services to analyse and strengthen the plans they have in place for delivering key outcomes. Using Data Applying consistent analytical methods we support services to better understand and project their performance and to focus on estimating the likely impact of interventions. Problem Solving Reviews Every two months we provide the Leader and Chief Executive with a face-to-face update. Progress summaries are discussed and agreed with service leads in advance. Problem Solving Reviews Working jointly with a service we undertake rapid analysis of the state of delivery in a priority area and identify actions needed to strengthen delivery. Building Capability In all our work with services we help them to understand and apply our tools and methods so that they can make sustainable improvements to performance.
- 8. • All schoolsare Ofsted rated as good or outstanding • GCSE results – in the top three most improved local authorities in the country (2010-14) • Haringey’s Looked After Children ranked third best when it comes to achieving five A*-C GCSEs with Maths and English Positive outcomes
- 9. “Through the leadership fromthe top of the organisation, a much clearer sense of direction is being provided and real ambition is being demonstrated for both the place and the council.” LGA Corporate Peer Challenge October 2014
Editor's Notes
- #3 Leader: 30 seconds I want to begin by telling you about Haringey. We are a borough that – fairly or unfairly – has historically been characterised through failure. A borough, despite the enormous strengths that we have, has often lacked self belief. Today I am going to tell you a story of modern Haringey and about how we have got here. A, confident, innovative and ambitious borough that is well respected at all levels of Government. A borough that is playing a major role in London’s economic future.... A borough that is on the top table when it comes to reforming public services. Most important of all, we are a borough that is delivering on the very high ambitions we have for people and place. CLICK NEXT SLIDE
- #4 Leader 55 seconds I believe we will be the strongest of the stories you hear today because over the last few years we have has seen- from top to bottom – the most significant business transformation of any council in the country, covering every aspect of what we do. We have new leadership, we are forging pioneering alliances with public and private sector partners….. and we are delivering on a three-year plan which ensures that every person living in Haringey today has access to opportunities, amenities and a quality of life equal to the best in London. Yes, just like all councils, we face many challenges – by 2018 our revenue budget will have shrunk by roughly half what it was in 2010. But I, as council leader, have made very clear: I am not in the business of managing decline. We have reshaped our business in every way to deliver the outcomes we are seeking for residents. The result is that our schools are the most improved in the country, our streets are the cleanest they have ever been, our parks are amongst the best in London and we are attracting more than £1bn of new investment -bringing 22,000 new homes and creating 13,000 new jobs. TURN TO JON
- #5 Jon Abbey: 40 seconds I want to shine a light on just one example of that ambition being delivered. Haringey’s schools – important in meeting so many of our ambitions – have historically under-performed. In April 2012 we started to see improvements – but not content with that we set up an independent Outstanding for All Commission to accelerate that rate of improvement, with the goal of ensuring that children in Haringey have the best start in life. The Commission, chaired by Dame Anna Hassan, led to wholesale changes. The relationship between the council and schools – historically strained – was transformed..... and its place came a learning and sharing network to push innovation, challenge established practices and provide cutting-edge evaluation through the effective use of data. CLICK SLIDE
- #6 Jon Abbey – 50 seconds The outcome is that now all our secondary, special and nearly 90% of our primary schools are rated Good or Outstanding by Ofsted. Between 2010 and 2014 we have been in the top three nationwide for having the most improved schools at GCSE We are particularly proud of the fact that our looked after children are excelling.....a group ranked third best in the country when it comes to achieving 5 GCSES at grades A-C with Maths and English. The picture you see on this slide is from our Outstanding for All Awards at Alexandra Palace– an annual event now in the Haringey calendar where we honour and celebrate educational achievement. This isn’t just about Haringey. Across all our work we are keen to share our learning and gain inspiration form others. We did this last year by organising the UK’s first National Conference on School Improvement which was attended by 300 school leaders. It was so successful it will now become an annual event in the national school calendar. Click slide/turn to Leader
- #7 Leader: 50 seconds We have some of the best schools in London – but what is also important to me is ensuring that our young people have access to the very best skills opportunities That is why last year I established the Haringey STEM Commission, led by Baroness Sally Morgan, with fellow commissioners including Robert Peston, Andrew Harrison, MD of Stansted, local headteacher Michael McKenzine and Dame Maggie Philbin, a hugely influential figure in the world of science and technlogy. The Commission is investigating barriers to STEM access, attainment and employment. As Haringey’s economy grows and diversifies it is incredibly important that we bridge this gap, looking at what we need to do within educational and employment sector to provide a better pathway for young people entering these professions. The Commission has already, through events in Parliament, engaged thought leaders across the country. It is another example of Haringey being ambitious for our borough but also the wider sector. Click slide .
- #8 Zina: 30 seconds So, how have we transformed Haringey? We spent at least 18 months painstakingly re-engineering all our business planning processes by producing a three-year vision for our borough – in the form of our Corporate Plan – aligned with a three-year MTFS budget and a three-year Workforce Plan. It is underpinned by new ways of working with partners across our borough and across London, new ways of working with our community, a new governance model – and a Corporate Delivery Unit which ensures projects stay on track. Having all this aligned ensures that we are not in the business of managing decline and that we are meeting the very high ambitions set down. Click slide
- #9 Zina 1min 35 seconds Those ambitions are set across all priority areas – children’s, adults and health, neighbourhoods, growth and employment and housing. To deliver each we are working with our partners in the wider public and the private sector, national and regional Government and our community. And we are seeing major outcomes You have heard about education; For adults We are integrating health and social care so that services we provide and commission are joined up around resident’s needs, not organisations. We are investing in reablement to enable people to remain independent for longer, needing fewer council services. In our neighbourhoods, 20 of our parks have green flags – that record in London is only beaten by Westminster and K&C which of course have the Royal Parks Resident satisfaction with street cleaning is now at 75%, according to our last survey – a huge leap from the low 20s which is where we were in 2010 And 88% of our residents are satisfied with their area as a place to live – way above the national average of 82% and above the target of 85% which was we set in our Corporate Plan just 18 months ago On growth and employment we are well on track to deliver £1bn of new investment to our borough, creating 22,000 homes and bringing with it 14,000 new jobs. The scale of regeneration in Tottenham is larger than the Olympic Park. On housing we have delivered £70m of Decent Homes improvements These outcomes are significant but they are only the start. Already this year we are paving the way in areas like devolution having had 2 bids accepted by the Government. In the first we will be building the case for stronger licensings powers for local councils – such as the ability to set a minimum unit price for alcohol or to restrict numbers of betting shops – where necessary. In the second we are working with our neighbours to look at new ways of supporting people into sustainable and long term employment. Haringey is also leading in London on housing devolution – we expect to be bringing forward proposals in the coming weeks. Click slide
- #10 Zina – CDU – 40 seconds You will see a quote there from Peter Thomas of the Institute for Government who helped us evaluate our newly established Corporate Delivery Unit in 2014. He says that the job of a council is not just to deliver basic services well like street cleaning........ The job of a council is to change the lives of our residents for the better. But we cannot do that without having the right processes in place. In Haringey we would not be able to expand our economy or improve educational attainment for looked after children if we can’t process planning applications in time or ensure that vulnerable children are assessed in time. The role of the Corporate Delivery Unit is not only to ensure that we are focused on delivering our priorities, but also to ensure that we have the right structures and process mapping in place to carry on delivering well on everything that is important to our residents. It provides challenge, rigour and evaluation on everything that we do. Turn slide
- #11 Zina – 35 seconds The CDU – an idea borne out the Prime Minister’s Delivery Unit set up by the Blair Government – has been copied internationally but never before in local Government, and we have had a steady stream of visitors coming to see how it works. It: Assesses, analyses and strengthens delivery plans Uses business intelligence to understand drivers behind performance Problem solves by conducting reviews and identifies actions to strengthen delivery And most importantly builds capacity, giving managers and staff the tools ,confidence and support to ensure that improvement is sustained.
- #12 Zina – 10 seconds 2 quick examples on the outcomes it has achieved which I will show you using the tools the CDU use. When it comes to processing housing benefit claimants, we have gone from around 60 days in September 2013 to less than 20 days Turn slide
- #13 Zina – CDU 15 seconds For planning applications we have gone form a situation in April 2013 where 60% of major planning applications were processed in time – believe me before then it was even worse - to a situation where all major planning apps are processed in time. This is really important when it comes to inspiring confidence with developers.
- #14 Wrap up – Leader 50 seconds You have heard from us – but it is important to hear what others say. That quote on this slide is the conclusion of the LGA Peer Challenge which reported back in October 2014. It concluded that we had the right leadership in place, the right processes and the right financial management. Relationships between officers and councillors have been transformed, creating a much tighter sense of shared aspiration for our borough. It said that a “significant step change” has taken place in Haringey. And we have made substantial further steps forward since then. There is still work to do – but I would go further than that. We are a borough transformed with a new identity, vision, leadership and ethos. That is why we should win this award. I am going to leave you now with the Haringey story from the point of view of people living and working in our borough ******* TURN SLIDE AND PLAY *********** 1min 30 sec