Integrating ICE within the Change Process Daniel McSorley Chair, RCEG, ICE Programme 13 December 2012

Overview: Reform – ICE – Integration of LG Reform and ICE Challenges The journey so far Where are we now? ICE – ICE moving forward Integration of LG Reform and ICE Challenges

Reform - The journey so far Ministerial announcement – March 2008 PwC Economic Appraisal – October 2009 Local Government Response & Proposals for Improvement, Collaboration & Efficiency (ICE) Reform Programme stalled – June 2010 Programme for Government 2011-15 11 new councils by April 2015 Two significant change programmes – RPA & ICE

Reform - Where are we now? Local Government Reform Programme Focused on 2015 and 11 new councils

ICE – The journey so far 2009 - A programme to identify, share and implement opportunities for improvement, collaboration and efficiency across LG 2010 - The “Case for Change” led by the sector 2011 -Establishment of Governance arrangements and 5 ICE Workstreams 2011 -All 26 Councils signed up to RGG and ICE Principles Supporting change on a transformational scale through service redesign at regional, sub-regional and local levels Underpinned by Invest to Save Business Model – savings already delivered

ICE - Where are we now?

ICE Moving Forward Funding for LG Reform? Service Redesign through Service Review and Improvement (SRI) Process Alignment with Reform Programme via Systems Convergence Good start made – lots more to do Focus on the objective of achieving sector led transformational change through service redesign

- Statutory, led by NI Executive - Voluntary, led by sector RPA & ICE LG Reform Programme - Statutory, led by NI Executive ICE - Voluntary, led by sector 11 new Councils by 2015 Organisations working across geographical & sectoral boundaries – 2015 and beyond Adapt systems and culture to new 11 council model Create new culture and service delivery models Deliver transition Deliver transformational improvements

Integration of ICE with LG Reform Programme Inter-related yet distinct Different objectives and timescales affecting priorities Important to work together to ensure alignment and avoid duplication Aligning systems convergence with service redesign Limited resources may impact on what is achievable, at least in the short term

Challenges Energising and motivating our people – long stop/start history of reform/change Communication Increasing workloads, fewer resources Difficult economic climate Customer and ratepayer expectations STRONG LEADERSHIP