1. Michael Watts was commissioned in 2012 to review and improve the processes used by Maidstone Borough Council to engage with the public and partner agencies. 2. He conducted a discovery phase which included mapping existing systems, researching best practices, and identifying opportunities for improvement. 3. Options for a new model were developed and one was chosen that was expected to save 50% of costs and 20% of staff and councilor time. 4. The results of implementing the new model exceeded expectations by saving 90% of costs and 81% of staffing costs while also increasing public engagement by 700%.

1. My experience of leading a team
to improve a process or service
Michael Watts  Interview for Transformation Manager  7 August
2015
___________________
Let’s connect—here’s how to reach out to me:
iammichaelwatts.com  iammichaelwatts@gmail.com  uk.linkedin.com/in/iammichaelwatts
Helping Maidstone Borough Council deliver its priorities -
“Great people. Great place. Great opportunity.” - …
…through the transformation of processes & services

2. My example
In 2012, I was commissioned by the Care Services Portfolio Holder to review
the framework – i.e. the processes & systems – used to engage with members
of the public & partner agencies
The review was designed to:
Michael Watts  Interview for Transformation Manager  Helping Maidstone Borough Council deliver its priorities through the transformation of processes
& services
a
.
give better value for money –
expectation of savings
b
.
reduce resource implications –
reduction in officer & Councillor time
c
.
remove duplication & repetition –
less meetings, groups & tiers
d
.
give people a stronger, more effective
voice –
talk directly to decision makers

3. Setting the ground rules – a solid foundation
1
.
2
.
3
.
• Met with the service leads to understand their needs &
scope of the project
• Initially agreed deliverables, resources & timeframe
• Used Kickoff Kit to create & agree Project Profiler to
outline –
 what the work involved
 what success looked like
 what everyone needed to know
• Developed Business Case & gained agreement from
Programme Board
• Developed Project Initiation Document, Risk Register,
Communication Plan & outline Project Plan
• Established Task & Finish Project Group with clear Terms
of Reference – including clear responsibilities &
expectations of each member
Michael Watts  Interview for Transformation Manager  Helping Maidstone Borough Council deliver its priorities through the transformation of processes
& services

4. Start with why - discovery phase
1
.
2
.
3
.
• Started by looking at why the existing framework
existed –
 why was it being done?
 what need was it meeting?
• Mapped the existing systems & processes – including
the costs & resources
• Used personas to identify the existing user experience
• Looked at what difference the framework was making –
return on investment
• Researched models from other councils, organisations
& groups – across the UK & internationally
• Identified the current trends in human behaviours &
habits, & technological developments
– & expected future trends & developments
• Scoped the current & future resource constraints – both
financial & staffing
Michael Watts  Interview for Transformation Manager  Helping Maidstone Borough Council deliver its priorities through the transformation of processes
& services

5. How do we make it better - options appraisal
1
.
• Started with a blank sheet –
 Asked “if we were to develop this from scratch
now, what would it look like?”
Michael Watts  Interview for Transformation Manager  Helping Maidstone Borough Council deliver its priorities through the transformation of processes
& services
2
.
3
.
• Drew up options for different models based on next
practice
• Modelled the expected cost savings & resource
benefits for each option - using research, experience &
intelligence
• Gained agreement on the option
• Option chosen had expectation that it would –
 save 50% of original costs
 reduce staff & Councillor time by 20%
• Implemented new model – a big bang approach
A B
C D

6. What did it achieve – what’s happened since
1
.
• Saved 90% of original cost - against target of 50%
• Saved 81% of original staffing cost - against target of
20%
• Reduced 50% of original Councillor time - against
target of 20%
Michael Watts  Interview for Transformation Manager  Helping Maidstone Borough Council deliver its priorities through the transformation of processes
& services
2
.
3
.
• Increased number of people engaged by 700% -
including over 1,400 people that had never been
engaged with before
• And since then, we have refined, improved &
strengthened…
Ask.
Listen.
Learn.
Refine.
And again…

7. What did I learn? - how it changed me
1
.
Better communication
Communicate. Then communicate again. Then again. And once more.
So, I have…
Used tools to communicate & share real time information – such as Trello
Michael Watts  Interview for Transformation Manager  Helping Maidstone Borough Council deliver its priorities through the transformation of processes
& services
2
.
3
.
Better grip
Control on all work to monitor progress, resource implications & workloads
So, I have…
Studied Agile to manage projects - 5 development stages, sprints & releases
Better belief
Research, ask & learn from others – but go with options I believe in
So, I have…
Listened to others – but trusted my gut more

8. ___________________
Let’s connect—here’s how to reach out to me:
iammichaelwatts.com  iammichaelwatts@gmail.com  uk.linkedin.com/in/iammichaelwatts
Michael Watts  Interview for Transformation Manager  Helping Maidstone Borough Council deliver its priorities through the transformation of processes
& services