managing change-john knight and catherine inskip presentation

Fundamentally re-thinking and re-designing service delivery:

Local Government case study

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

• 3R reform: our views and the sector response

• Evidence and examples• The future

rethinking service delivery

from surviving to thriving

3R reformIts origins

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.

3R Reform - our view

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?

What is the current level of reform?

What are the priority activities?

Levels of confidence?

Impact on residents?

from surviving to thriving

3R reformIn practice

3R Reform

from surviving to thriving

Level 1 ReviewTypical 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

from surviving to thriving

Level 2 RemodelWhere 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

from surviving to thriving

Level 3 ReinventBut 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

from surviving to thriving

The futureThoughts and conclusions

from surviving to thriving

Further information:

John.knight@iese.org.uk 07793 510885 Catherine.inskip@iese.org.uk 07809 086852

www.iese.org.uk