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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:
[email protected] 07793 510885 [email protected] 07809 086852
www.iese.org.uk
