Posts Tagged transformation

Localism, open data, co-production, great ideas and veggie food!

Backside-covering-note: these are personal views, not necessarily those of my employer! I think it’s worth anyone attending events like this putting their thoughts “out there”.

I attended an event for local authorities today, hosted by Sue Bruce of Edinburgh City Council along with Jackie McKenzie of NESTA. Presentations were given by OpenlyLocal‘s Chris Taggart (@countculture) on the importance of opening up council data sets; and by Kirklees Council’s Diane Sims and Andrew Wilson on how they used open data to enable an local online venture called Who Owns My Neighbourhood. This latter project has resulted in an online map-driven database of information co-operatively contributed by local people on places in the Kirklees area, particularly aimed at collating data on ownership or stewardship of land areas, but expanding into a hyperlocal resource containing photos, stories, memories and facts about the area’s places. The council have opened up their datasets to enable this initiative and local groups are using the data to make better use of ‘spare’ land – green or redundant spaces – which they may not have otherwise realised was council-owned. Examples included using spare land for local fetes or sporting events and the possibility of converting land surrounding an old railway track to a cycle track. The same principle is applied to privately owned land. BTW, I got a chuckle at one of the Kirklees attractions : a “junk-modelling” activity for kids which sounds incredible fun!

The Who Owns my Neighbourhood site is mobile enabled, allowing on-the-ground lookups. An interesting way of engaging the local community was the use of a physical map and flag-stick-pins which could be used to attach stories to places, allowing contributions in the real world as opposed to solely the virtual.

Another idea of note came from Sue Bruce, who described how creating a database of local young people and their skill-sets has drawn praise from the business sector. This is a great initiative that would be transferable to any area. Sue reported that Edinburgh CC are now in contact with Nial Grant the creator of recruitwork.co.uk with the hope of partnering.

Chief Executive Niall Grant, a previous winner of the 'Young Scot of the Year for Enterprise' and a graduate of Sir Tom
Hunter’s 'Leadership Programme'. Whilst seeking summer employment as a student it became obvious to Niall that there was a disconnect
between businesses and talented young people. His desire was to develop a vehicle to simplify and streamline employment opportunities
for young adults.

Chris described how councils are opening up data sets on their spending , available via the openlylocal website. Councils are being encouraged to open up as much data as possible, if not all! The data sets should be exposed using malleable standards like xml, JSON, etc so that local people can manipulate it and build innovative developments that are of use to the community. The Who Owns My Neighbourhood initiative showed how opening up data on land ownership enabled the creation of a new community-led service that encourages greater participation in leisure, environmental and economic development opportunities.

In response to my question about how the use of open data might lead to service demand reductions instead of just allowing completely new initiatives that councils may see as an additional burden, Sue pointed out that the ePlanning agenda is a prime example of moving the effort of the planning process away from councils while improving service. Chris also pointed out that it is often impossible to predict the future benefits from initiatives until we try – a case in point being the establishment of libraries by philanthropists at a time when most people could not read. The mood is one of “build it and they will come”.

Another idea discussed was to draw inspiration from the Birmingham Civic Society.

I admit to being a little sceptical about entering into brand new initiatives that take time our hard-pressed council staff have little enough of, most especially since times are tough and getting tougher, yet no-one can fail to be inspired by the achievements from working outwith the bounds of council-only possibilities.

The Radical Scotland report produced in 2010 by NESTA addressed how services could be transformed to be delivered by radical means, for example the application of co-production in the social care services. Leaving aside the buzzwords and political frippery of Big Society, there might be areas where services can be delivered (or produced co-operatively) better by opening up to a more innovative mindset – as advocated in the report. One example cited is the use of Local Area Coordinators to mediate health and social service provision – a decentralising idea successfully applied to the navigation of services  for complex needs involving  individuals with mental or physical disabilities in Ayrshire, Renfrewshire and East Renfrewshire through Partners for Inclusion.

Janet rounded up by describing NESTA‘s aim to inspire and promote innovation through a new initiative to be launched in Scotland later this year. I won’t put down dates or funds here in case it steps on anyone’s toes.

Councils will be able to bid for support for innovative schemes that make use of data sets held by local authorities, encouraging re-use and re-purposing the data by involving the community and local enterprise. The initial idea is that 4 winning councils will be awarded the grants and support necessary to take the schemes forward, however the approach taken by NESTA is flexible and open to other suggestions. Assistance might include funding – either a local supplier; or a fund-a-teccie to work inhouse; or a hackday – also facilitation of promoting the scheme to ensure community involvement and other non-cash support.

In conclusion, a useful event, if just to hear the ideas. Shame it was limited to 2 hours. Perhaps more such events can take place. One such is the ScotGovCamp! Hosted this year by Ian Watt (@watty62), of Aberdeen City Council and Aberdeen University, it takes place this Saturday – 24th  Sept and is well worth a visit. See my previous post on last years event. This year they are including a hackday attended by the regulars of the Aberdeen Tech Meetup. Much kudos to Ian for organising this.

And another important but often overlooked point about the meeting today – they included a separate table of veggie sandwiches and snacks. Not only that – they included the superbly plain cheese and cucumber option, free of all that slimy gunk so beloved of business lunches, and it was a tomato-free zone. Well done Edinburgh CC!

 

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programme and change management event

Last week I attended the Programme and Change Management (Benefits Realisation) event in Glasgow, organized by the Improvement Service. The day was attended by reps from all 32 Scottish LA’s. I was one of the very few IT bods in attendance, mostly it was change managers and corporate business folk. They looked at how to change council’s business practices in order to realize benefits and although in a sense the boat has sailed on this and real cuts are coming, a couple of the speakers were good enough to inspire debate.

Because it was relatively interesting (for this type of thing), I thought I’d share some notes with you (attached).

Roy

More information incl Peterborough Business Cases available at their Infobank website.

Programme and Change Management Event – Notes on two interesting speakers

  1. Presentation by Paul Tonks, Director of Transformation, Peterborough Council

Peterborough similar to medium sized Scottish LA:  £230m budget and 6,500 staff.

Introduced Programme Management Office (PMO) and Transformation  programme in 2006; on instigation of depute leader, with target of £24m savings over 3 years. Target achieved.

Seconded key staff to central PMO. Consultants / partners appointed: AMTEC and  V4 Services via OGC catalyst framework.

6 staff in PMO + 6 consultants / partners / associates on a project by project basis. Plus 3 non-transformational people. 76 projects.

PT worked for V4 and was eventually seconded to work for Peterborough. Now he is Director of Transformation.

Established an Invest to Save fund of £1m. “Dragons Den” model for bids, with ROI < 3 years. To get a slice of the initial investment, the bidding SRO must immediately surrender the projected savings from their budget (this encourages success!). In reality it can take up to a year for this budget reduction to kick in. Only repeatable savings allowed. Staff engagement via this competition for ideas.

Programmes:

Growth and Infrastructure

Procurement

Shared Services

Efficiency

Corporate BPR

Customer Services

Sneakily, they worked on the first project – “Manor Drive plc”- for 3 months behind the scenes – it’s success built trust that the model of providing savings would work. Also, they simply ignored all HR standards and internal policies to establish their Manor Park project. They found HR to be a barrier to progress, coming up with reasons not to proceed and ingrained attitudes were to work against rather than with the unions. Contracts were renegotiated without HR involvement and head of HR left the council. Unions were consulted and welcomed the changes.

Transformation is the integral tool for delivering Medium Term Financial Strategy (MTFS). Business transformation programme means that savings are centrally apparent, no silos, and the investment-led approach means that there is no across-the-board slicing of budgets with a broad brush.

Manor Drive project brought together corporate back office services “into a single coherent structure”. Called it “delayering” the BO. Now extending across all services. Childrens Services has expressed interest and will be next for rollout. Changed BO into a business!

Governance

  • Directors Group – overseers – chair: Director of Transformation (PT)
  • Governance Board – manages all council projects > £50k (cap or rev). chair: head of Finance
  • Savings Board – manages delivery of transformation projects, interventions etc. chair: Head of Customer Services
  • Programme Team – chair : senior programme manager

Every project >£50k capital or revenue goes through the Project Gateway process.

All projects tracked in Verto system developed by Peterborough CC and TMI systems – it’s a big spreadsheet on the web, hosted and supported with structure and reporting. Seems simple and powerful. £3k pa for 20 seats, or £25k site-licence and £5k pa.

Also have a Performance Management system ,and although they use it for PI’s etc,  this is not connected with the Transformation programme and PT was derogatory.

Speaking to PT, he revealed that to stuff all the people into Manor Drive, they used a monitoring tool from BT which monitored how long and when people were actually at their desks. They could use these figures to show that they could reduce the office space significantly and make savings. Also introduced agile and home working (renegotiated contracts ignoring HR).

Questions / answers session

PT said right from the start they stated that they would be making people redundant and redeploying people. The unions had been frustrated at the previous barriers to change and came on board. Where they previously saw services being outsourced for the wrong reasons (outsourcing risk / culpability rather than service improvement).

Peterborough have an ALMO (Arms Length Management Organisation) called City Services. There were interfaces with this, but it was outside the scope of the Manor Park project.

Management team have their performance monitored by signing a new contract so SROs must deliver. Because they have had their budget removed, they must make the saving. There is a some slack from the transformation budget where necessary. 70% of projects achieve savings.

You have a year until you close accounts so redundancies not straightaway . Calculate benefits as Net position, not Gross position (I don’t understand this).

Centralising benefits and taking budget avoids double-counting of benefits.

Investment led approach allows pump-priming,  paying upfront for business cases to be produced.

Cost avoidance and notional savings not counted.

As a result of Manor Drive, the council’s company has won 2 tenders to provide local BO services in Peterborough.

Contacts

We can ask for a demo login for Verto system

Paul Tonks, Head of Business Transformation

paul.tonks@peterborough.gov.uk

Telephone: 01733 452471

Sally Howe, V4 Services Limited

sally.howe@V4services.co.uk

Telephone: 07912 517093

Chris Wright, TMI Systems Limited

chris.wright@tmisystems.co.uk

Telephone: 07799 656101

  1. Stephen Jenner, director Criminal Justice IT portfolio unit
    (profile: http://www.stage-gate.com/SG_Summit/SGLS_Faculty.php )

The final speaker was Stephen Jenner who presented on the topic “Benefits Realisation….a fool’s errand?”

Steve’s presentation was interesting and wry, underlining the point that it is only possible to realize benefits when you have defined, clearly and honestly, what those benefits will be.

He called upon various expert papers by government officials and academics who decry the lamentable businesss practices we all fall subject to. For example, all business cases tell lies: “the planned, systematic, deliberate misstatement of costs and benefits to get projects approved….that is lying”.

There is a demonstrated, systemic tendency for project appraisers to be overly optimistic.  This is a worldwide phenomenon that affects both the private and public sectors…appraisers tend to overstate benefits, and underestimate timings and costs.” HM Treasury

Forecasts are “highly, systematically and significantly misleading (inflated).  The result is large benefit shortfalls”.

Flyvbjerg

Delusional optimism: we overemphasise projects’ potential benefits and underestimate likely costs, spinning success scenarios while ignoring the possibility of mistakes.” Lovallo and Kahneman

He pointed out some ways to cut through the potential problems:

  • “Strategic alignment” is no justification for investment. Will any business case not align with strategy?!
  • Be clear about the benefits from the start and what kind of benefits they are.
  • Saving employee time is not a benefit – they are only “vouchers”. It is what we do with that time that determines  the resulting benefit.
  • Use rigorous stage Gates during projects
  • Use the business case as a measure at each stage / phase to ensure clear line of sight
  • Use summary documentation – size is the enemy to understanding – the bigger a business case, the less useful it is! One page business cases?!
  • Post-implementation reviews provide an organisation with learning from past mistakes that would otherwise be lost. I;m not sure how this would be best communicated.
  • Independent reviews:
    • Ayers suggests an, “Advocatus Diaboli’… whose job it is to poke holes in pet projects.  These professional “No” men could be an antidote to overconfidence bias.”
    • Davidson Frame proposes the use of “murder boards” to pull a proposal apart to, “make sure that arguments in support of project ideas do not have built into them the seeds of their own destruction.
    • Steve Jenner – I suggest a fool to ask the questions others don’t dare to ask and identify those, ‘assumptions that masquerade as facts’. “Be wise enough to play the fool”.

While you could argue that Steve is dressing up some common-sense principles in order to make a living as a public speaker, nevertheless he convincingly makes points that lend a note of valuable caution to the justifications and programme management of every organization.

My notes in Word format

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