Releasing resources to the frontline

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Releasing resources to the frontline
Efficiency on the move Nomad - London 2005

Local Government Modernisation and
Efficiency Nicky Jackman productive time
improvement
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Introduction- the modernisation and efficiency
team _at_ the ODPM - who we are/ what we do

• overall co-ordination of 6.45 billions worth of
  efficiency gains in SR 2004 period
• programmes for the 9 RCEs, and current
  crosscutting service improvement targets
• -Procurement
• -Corporate services
• -Transactions
• - Productive time

Sue Reid ODPM local government modernisation and
efficiency
Corporate Transactional services CSR 07
RCE Programme Management
Productive Time
Communi-cations
National Procure-ment Strategy
Strategic Partnering
Trading, Companies Staff Transfers
Pay and Workforce Strategy
Efficiency Review
Nicky Jackman x 4515
Melvin Hughes x 4147
Mark Holder t Leader x 4450
Mark Holder x 4450
Melvin Hughes x4147
Melvin Hughes x 4147
Husna Mortuza x8764
Neil Reeder Team Leader x 6916
Ashley Pottier x4191
Rehan Haidar x 5157
Rehan Haidar x 5157
Andrew Cornelius x 8766
Marcia Julien x 3338
Kevin Davies PB4 x 5190
Bernadette Ogunrinde x5263
Michael Leah x34704191
Chuka Iwobi x 2657
RCE programme management Peter Bishop Alex
Holden Adrian Bentley
Sharon Elias x 19556
Mario Christophi x 4132
Mario Christophi PB3 x4132
Sharon Elias x 19556
Ben Ankrah x 6437
Jackie Reid x 3470
Ben Ankrah x 6471
Vinoda Nagamootoo x4149
Vinoda Nagamootoo x4149
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Reminder of the current efficiency context.
(public spending round 2004)
2003 report Releasing resources to the frontline
Sir Peter Gershon (HM Government efficiency
adviser), who reminded that.. Frontline staff
are there to deliver services to the user and
reducing the amount of time they spend away from
these core activities is an important part of
efficiency .productive time can be reduced if
people are having to spend too much time
servicing the organisation rather than their
customers.

• above quote sums up the driving rationale
  behind the current efficiency effort
• to better ensure that the available (NOT less)
  resource is optimised in favour of the customer
• by focussing (or redeploying) what we have on
  what adds value to end-user experiences.

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Annual Efficiency Statements progress with the
current (resource redeployment) 6.45b target
overall Local Authorities are doing very
well (against existing 1bn overall financial
target by end 2005/06, and all regions
delivering ahead of targets)
Productive time gains 122m
CTS gains m
Procurement gains m
Waste management gains m
Non school Education m
Sport Leisure m
Supporting People gains m
Adult Social Care gains m
Childrens services m
Other m
750m achieved in 04/05 1.2b expected in
05/06 TOTAL 1.9billion
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Highlights from first 2 rounds of productive
time cross cutting annual efficiency
statements..

• The 05/06 crosscutting productive time forward
  look plans indicate
• 191 (50) of councils taking action to develop
  the people aspects of organisation (188
  specifically tackling (official) sickness
  absences)
• 113 (41) taking action to utilise ICT to
  improve end-to-end business processes
• 8 specifically mentioning mobile technology
  initiatives
• 22 (14) focussing on rationalising and improving
  structures including shared service approaches.
  
• The 04/05 cross cutting productive time backward
  look statements showed
• large numbers of councils (143) focusing on down
  time due to recorded sickness
• 2 councils specifically mentioning mobile
  technology initiatives.

Overall a (cross-cutting) productive time
improvement that can be quantified as being worth
some 122m (mainly non-cashable big focus on
sickness absence management).
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More on use of mobile technology as evident from
first 2 rounds of all sectors efficiency
statements..
Results of AES word search
This year
All 05/06 forward look efficiency statements
(plans) 14 local authorities specifically
including use of mobile working/ technology to
demonstrate improving efficiency. Barking and
Dagenham, Lichfield, Aylesbury Vale, N. Cornwall,
Sedgefield, Staffordshire Moorlands, Test Valley,
Fenland, High Peak, Huntingdonshire, Winchester
(2 entries in 2 sectors), Dudley, Harlow.
Last year
All 04/05 backward look statements 3 local
authorities specifically including current use of
mobile working/technology to demonstrate
improving efficiency. (Cumbria, Gateshead,
Kensington Chelsea)
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doing well ..but what of the practical, and
future challenge? where Nomad fits with
this?
AES 2005/6 total gains
750m achieved in 04/05 1.2b expected in
05/06 TOTAL 1.9 billion
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Effective resource deployment ..the leaking
pipe view of the practical challenge
examples of typical time people wasters?
So end with
Start with
Ineffective job design/ poor use of specialised
skills
ill health (stress!)
Poor ITC utilisation.
Few systems to help align available resources
with modern customer expectation
Retention, recruitment pay issues.
Outdated business processes
Excessive travelling. Long meetings
Low resource flexibility.
Red tape








i.e. LOST TIME that higher operating costs
reduced service impact
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In other words..
flexibility issues
Issues for optimising specialist skills
Retention recruitment, pay issues
People/ working culture
All cost and effectiveness issues
Job design issues
travelling
that if effectively tackled, would need
multi-dimensional solutions e.g. involving
collaboration between most, if not all,
organisational services including HRM/ IT/
estates/ finance corporate planning people.
technology
long meetings
poor ITC utilisation
place
outdated business processes
Adequacy of systems to help closely align
resources to customer need/ growing expectation.
And on the wider modernisation horizon
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21st century vision - the future
challenge..emerging strategy documents
Transformational Government - Enabled by
Technology
Inclusion through Innovation
CSR O7 addressing future cost effectiveness
issues for public services
Twenty First Century Government is enabled by
technology policy is inspired by it, customer
and corporate services are dependent on it, and
democratic engagement is exploring it. Moreover
modern governments with serious transformation
intent see technology as a strategic asset and
not just a tactical tool. Technology alone does
not transform government, but government cannot
transform to meet modern citizens expectations
without it.
New report exploring the potential that
Information Communication Technologies have to
make to improve service delivery and quality of
life for the most excluded groups, and argues
that ICT is key to addressing exclusion and
meeting complex need. It explores how ICT can be
used to mainstream services, and sets out
numerous examples of innovative use of technology
to address exclusion.
In announcing the Comprehensive Spending Review,
HM Treasury set out a range of challenges to
Britain that will require innovative policy
responses and co-ordination across departmental
boundaries. Technology will be at the heart of
meeting this agenda.
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All in all big need for joining up (meshing)
on all levels i.e. no one component or
one-dimensional solution being able to deliver
in isolation
Typically a hall mark characteristic of mobile/
flexible working initiatives.. They require
organisational change across the piece but
not just 3 dimensional..
People/ working culture
technology
place
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an increasing need to see the whole delivery
system and to be able to marshal all the
enablers, viz
right CHANNELS
right PEOPLE/ CULTURE policies/skills/ rewards
right TECHNOLOGY
right BUSINESS PROCESSES
right CORPORATE SUPPORT
Efficient organisations
right PLACE (s)
right RD
right market environment
right governance
right CUSTOMERS!
right CONTRACTS/ partnerships
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Nomad a clear contribution to make to
multi-dimensional organisational change
Just a few Nomad credentials
Transformational/inclusive government
- examples of solutions for local authorities
that have transformed services for housing
tenants, benefit claimants, and social care
clients.
The future of public services has to use
technology to give citizens choice, with
personalised services designed around their needs
not the needs of the provider. ..we have to use
technology to join up and share services rather
than duplicate them. It is a simple fact that we
are stronger and more effective when we work
together than apart. most of all we have to
have the right people with the right professional
skills to plan, deliver and manage technology
based change. Rt Hon Tony Blair MP
- current, cutting-edge project for one-stop
mobile assessments across number of London
authorities more later today.

• growing track record in supporting effective
  change and project management.
• achieved practical implementation of whole new
  work processes, better management (work
  allocation) systems and complete change of IT
  systems with associated cost savings.

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To recap - achieving (efficiency/any)
improvement 5 main stages

• The Efficiency Programme means getting the best
  public services from the resources available.
  Among other things, this requires
• looking at what the public wants,
• being clear about costs and performance,
• implementing innovative new approaches to
  delivery,
• being skilled at changing organisations to meet
  new goals and
• helping staff through this change.
• David Rossington, Director, efficiency Team, OGC,
  March 2005

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More info
Efficiency agenda coordination 020 799
6961 neil.reeder_at_odpm.gsi. gov.uk Productive
time 020 7944 4515 nicky.jackman_at_odpm.gsi.gov.uk C
orporate Transactional services CSR
07 Ashley.pottier_at_odpm.gsi.gov.uk 020 7944
4192 Measurement guidance available on RCE
website at http//www.rcoe.uk.rce/core/page.do?pag
eld 10166
PEOPLE
TECHNOLOGY
right CUSTOMERS!
PROCESS
PROCESS
right CONTRACTS/ partnerships