CHAMPS2 The foundations of Birmingham City Council’s transformation success
Glyn Evans Corporate Director of Business ChangeBirmingham City Council
– 40,000 non-teaching staff– £3.5bn budget (at the
moment!)– Hundreds of services– Thousands of locations– One million residents
We are big!
68,020 Council houses maintained
20,000 tonnes of paper recycled
2,499 km of roads maintained
2,675 acres of park maintained
14,371,230 school meals served
40% of Birmingham owned and managed
Council Tax collected on 390,792 homes
4,174,716 library visits
176,495 pupils taught
Birmingham’s transformation goals
Increased job satisfactionIncreased job satisfaction
Improved efficiencyImproved process efficiency
Step-change in service qualityStep-change in service qualityCustomers
Efficiencies
Staff
Drivers for change • Financial
– The Recession/‘Emergency Budget’– Comprehensive Spending Review (Oct 2010) – 28% budget reduction– Local politicians’ desire to keep council tax low/frozen
• Government Expectations/Agenda– Efficiency & Reform– Reduce structural deficit
• Customer Expectations– Improved services– Better customer experience/ more ‘joined-up’ for effectiveness
• Partners/Public/voluntary Sector– Shared data– More ‘joined-up’ for efficiency
• Demographics– Aging population– Young city
Incremental improvement wasn’t enough. We needed to transform. We define transformation as …
…fundamentally changing form or shape
…becoming something different
…doing different things (not doing things differently)
…behaving differently
…being viewed by others as something different
www.champs2.info
Housing Environment
Children, Young People & Families
Adults
Corporate Services Transformation
Customer First
Excellence in Information Management
Working for the FutureExcellence in People
Management
Achieving significant savings through better procurement, an "Amazon.com" style of ordering, greater compliance with corporate contracts and more consistent financial information
Workspaces that support agile working and provide a better staff environment to help deliver improved services to our customers
Helping the Council to make best use of its people resources and improve performance through live management information and corporate behaviour standards
Improving the way that we create, manage and use our wealth of information
Putting the customer first ; a single record allowing integrated responses to customer needs, easy tracking of service requests and better service standards
Improving outcomes and life chances for all children, particularly vulnerable children through early intervention
Expanding direct choice for adults in need of care to better meet their needs in the 21st century
An excellent service that delivers homes to be proud of; providing quality housing that meets the needs of everyone in the city
Reducing the city’s environmental impact in order to improve people’s quality of life now and in the future
Realising more than £2 billion of benefits (£1.5 billion cashable) over ten years for an investment of £670 million
What we are doing
We created a method covering the entire business transformationlifecycle - CHAMPS2, providing:
• A vision-led, benefits-driven delivery approach for the programmes
• A structured approach for radical change
• A single language for all those involved across all functional boundaries, client and consultant teams
• A truly holistic approach , including business processes, organisation change & technology
• Risk prevention for major business transformation programmes
• Reducing cost of delivery and implementation
• Improving programme planning & added rigour to business cases
• Quality assurance for the programme management teams
CHAMPS2Change Management in the Public Sector
CHAMPS2 supports the delivery of tangible transformation outcomes -
• Better for the customer• greatly improved services – more responsive and effective
• Better for the taxpayer• a far more efficient organisation• an efficient mechanism for achieving change – a return on
investment ration of 2.4:1• Better for the employee
• improved job satisfaction through increased clarity about role and contribution and a focus on performance management
CHAMPS2 supports transformation in following a number of key themes
• True business transformation – redesigning service delivery around customer needs –changing what we do, not just changing how we do
• Collaboration – tapping into synergies between councils, partners and other public sector bodies
• Smart procurement – better service management, process and tools
• Better use of technology – joining up information, promoting service integration and optimising use of telephone and internet
• Asset management – assets shaped around service delivery needs
• Excellence in people – developing capacity and capability through our staff, providing job satisfaction
The public sector value chain
Elements
£ INPUTS PROCESSES OUTPUTS OUTCOMES
People, Property, IT, Goods and Services
Cut supplier prices
Cut overheadsCut staff costs
Sell assetsIncrease income
OrganisationsManagement
Service Design
Demand less input by:•Remove duplication
•Redesign•Lean Mgt (cut rework)•Cost effective access•Reduce complexity
•Coproduction
ServicesInterventions
Choose the most
effective
Use evidence
Stop doing things
Quality of Life
Results
Prioritise
Limit priorities
Remove outcomes
How to save
£ INPUTS PROCESSES OUTPUTS OUTCOMES
How to save
ChangeManagement
ProjectManagementConcerned with Inputs
On timeTo budgetMilestones achievedResources allocated/ utilised
Concerned with OutcomesBusiness case implementedBenefits realisedPost project ‘embedding’ activityCulture change
StrategicNeed
Visioning
Phase 3 Phase 4 Phase 5 Phase 6 Phase 7
Identifying & Planning Transformation
Transforming Services Realising Benefits
Programme & Project Management
Shaping
& Planning
Design
Service Creation
& Realisation
Proving &
Transition Stabilisation
Benefits Realisation
Strategic Outcome
Transformation Initiation
Initiating Change
Phase 2Phase 1Phase 0
Transforming Public Services
Reduce the cost of delivery and implementation
Ensures quality & consistencyacross the transformation
programmes
Provides a structured & professional
approach to transformation
Improves programme planning
Helps manage programme risk Adds rigour to programme costing
Reduces rework &reinvention
Provides a repository forbest practice as it is developed
within the Council
CHAMPS2: a common sense approach
CHAMPS2 is a rigorous solution -
• specifically for transformation (not for continuous improvement)• complete (end-to-end) and detailed (right down to document
templates)• comprehensive (from behavioural change to benefits realisation,
from technology to training)• allows phasing to match available resources• flexible to different scales of organisation and programme• tailors information and detail to the audience • Reduces risk and cost by providing clear guidance, tools and
techniques• Achieves high standard of programme delivery through quality
management framework integrated within the method• Gives leadership control through comprehensive gateway
processes• Builds internal change management capability within your
organisation
CHAMPS2 delivery benefits for Birmingham…
Full integration of solutions for the business areas:
• Best practice programme management
• Programme governance
• Business process redesign – not just improvement
• Change management
• Politically sensitive organisational change
• Training
• World-class ICT implementation
Unique selling points -
• Consistent – in approach and standard to change management and the transformation of services within the public sector.
• Extensive – supports large-scale interdependent change. It’s about service transformation.
• Comprehensive – a robust solution; covering full service transformation from initial visioning through to benefits realisation.
• Flexible - can blend with other management models into the activities that facilitate change - solution can be adapted in whole or part.
• Inclusive – for a blend of external / internal capacity to deliver transformation.
• Available – for any organisation to deliver transformation.• Proven – has already delivered real cashable benefits
within Birmingham City Council.
Other Key Features of CHAMPS2
• Explores full potential for change• Logical and structured approach• Rigorously costed and justified business cases• Control through extensive gateway process• Tracks and delivers the outcomes and benefits• Quality management framework
StrategicNeed
StrategicNeed
StrategicOutcomeStrategicOutcome
Vision-led
Benefits-driven
Benefits• Non–financial - customer satisfaction, reputation
• Financial – Cashable - delivering same for less
money
– Non-cashable - delivering more for same money
Benefits Lifecycle:
External Interest in CHAMPS2
• 942 registered members from 32 countries
• 849 UK members – 610 from public sector
• 65 countries visiting website
• On-line forum
• Interest from training organisations
• Interest in Birmingham experience
• Knowledge Centre
• Flow diagram
• Reference Manual
• Poster
• e-Learning
• Training courses: Essentials Foundation Practitioner
www.champs2.info
Find out More -