Driving service transformation Glyn Evans Assistant to the Chief Executive on Transformation

1
Driving service transformationGlyn
EvansAssistant to the Chief Executive on
Transformation
2
Keeping transformation transformational

• Transformation implies change that is both
  radical and visible
• All change appears to have become
  transformation
• are we in danger of just delivering more of the
  same?
• Is there a danger of repeating the technology
  fallacy of the e-government programme?

3
Characteristics of transformation

• Transformation complements continuous improvement
• Transformation is a means to an end, not a
  separate initiative
• a key component in achieving an organisations
  objectives
• Transformation involves people and process as
  well as technology

4
The challenge

• Lack of leadership and engagement at senior
  levels
• Methodological failures
• Inadequate resourcing (capability and capacity)

5
Birminghams objectives

• The world to be
• Customer comes first
• Managers staff serve Birmingham people wherever
  needed
• We solve peoples problems
• Collaboration and decision making as near front
  line as possible
• We have excellent, cost effective services
• We have high levels of job satisfaction

• Council Key Outcomes

• Succeed economically
• Be safe
• Be healthy
• Enjoy a high quality of life
• Make their contribution

Delivered by
Business Transformation changing what we
do Organisational Development supporting
staff to do it
6
Transformation Outcomes
7
Transformation programmes
8
Transformation programmes
9
Senior leadership engagement
10
Creating a consistent approach for transformation

• 8 Phases
• 50 Stages
• 500 Activities
• each activity has associated deliverable(s)
• Supporting information
• examples, templates, How to
• tools, techniques
• e-learning, website
• Fully supported by Centre of Excellence
• Independent quality assurance
• Integrated programme and project management

Transforming Public Services
Initiating Change
Realising Benefits
Identifying Planning
Transformation
Transforming Services
Strategic Need
Visioning
Transformation
Shaping Planning
Common Design
Service Creation
Realisation
Proving Transition
Consolidation
Continuous Improvement
Strategic Outcome
Transformation Initiation

Phase 3
Phase 4
Phase 5
Phase 6
Phase 7
Phase 2
Phase 1
Phase 0
Programme Project Management
11
Capacity and capability
Additional resources supporting transformation
12
Capacity and capability
13
Efficiency Corporate Services Transformation

• Redesigned approach to finance, procurement,
  business management and project management
• Procedures and systems that
• are easier to use
• can be enforced
• Timely and accurate management information to
  members and managers
• enabling effective planning and monitoring of
  resources
• Easier for our suppliers to do business with us

14
Customer First

• A single customer record
• Service requests routed through one entry point
  and system
• Better customer knowledge enables more effective
  investment
• Improved diagnosis of customer requests at first
  contact
• many resolved (gt 80) without referral
• Reduced absence through investing in staff and
  improved services

15
Working for the Future

• Single property portfolio, managed corporately
• Fit for purpose office environment for staff
• Improved efficiency and better customer service
  through extensive flexible working
• Environmentally friendly
• contributing to reducing citys carbon footprint

16
Excellence in People Management

• Improved workforce performance
• Maximising peoples contribution
• Establishing consistent performance management
  framework
• clear objectives and targets for individuals
• individual contributions valued and rewarded
• Timely, accurate and accessible management
  information
• Establishing the Council as an employer of choice

17
Five further programmes in development

• Adult Services
• moving from one size fits all for the few to
  personalised services for the many
• FBC by March 08
• Children, Young People Families
• changing the focus of child welfare from reactive
  to preventative intervention
• FBC by March 08
• Housing
• supporting the delivery of the 3 action plan
• FBC by February 08
• Excellence in Information Management
• programme plan approved
• Environment

18
Programme progress
Transforming Public Services
Initiating Change
Realising Benefits
Identifying Planning
Transformation
Transforming Services
Strategic Need
Visioning
Transformation
Shaping Planning
Common Design
Service Creation
Realisation
Proving Transition
Consolidation
Continuous Improvement
Strategic Outcome
Transformation Initiation

Phase 3
Phase 4
Phase 5
Phase 6
Phase 7
Phase 2
Phase 1
Phase 0
Programme Project Management
19
What would I do differently?

• More emphasis on, and better targeted,
  communication
• Greater capacity for engagement with directorates
• Embed journey management more firmly into the
  process
• More effort to induct senior managers into our
  approach to business transformation
• Increased emphasis on establishing a strong
  evidence base