The Working Smarter Programme Paul Milmore Programme Manager 4 th November 2010

Contents History of the Programme The 5 projects and ‘fit for the future’ Achievements to date Systems Thinking at Walsall Council How we are moving forward

History of Working Smarter October 09 – concept borne with CMT and Cabinet January to May 10 – council level systems thinking with top leadership group May 10 – formal programme established Oct 10 – completed Phase 1 successfully Nov 10 – Phase 2 launched = delivery of the benefits

Objectives of Working Smarter Reduce the council’s cost base by at least £68 million by April 2015 Increase customer satisfaction with the council from 32% now to 75% by April 2015 Radically change the way in which we do our business Plus 9 Working Smarter Principles that are currently being implemented across council

The 5 Working Smarter Projects Area Partnerships Implementation Resource Allocation Process & Model Service Redesign Asset Management 2010 Council System Design ……’Fit for the Future’ strand All work as a single programme

Achievements to date Commenced 7 service redesign projects – Identified £4.391million efficiencies for 2011/12 Area Planning frameworks in place for all 6 areas priorities identified and being delivered Outline new council system design and operating model Initial Working Smarter business case and benchmarked service cost model

The method is… Systems Thinking Taking a customer’s perspective Clarity of purpose in customer terms Measuring what matters to your customers Considering the whole system – end to end Understanding demand – value / failure Understanding flow – value / waste Designing against the value demand Seeking continuous improvement using the right measures

Introducing the approach Weekly as required Sustain Strategic Team – Portfolio Holder; ED; AD; HoS Prep & Set up Assess Vision & Redesign Experiment Implement Internal Team Operational team – end to end Model for CHECK Value Steps Measures Design and run experiments Establish new measures Take one, do one Learn Back to the garage New operating principles Paper design 5 weeksScale up1 day5 weeks2 weeksMake normal

Service Redesign Activity Children’s Services (Specialist Services) Neighbourhoods - Public Realm Neighbourhoods - Highways Adult Services Regeneration and Economic Development Asset Management – non-property savings Support Services Council-wide Customer Demand

What we have found so far Adult Social Care – 2 assessments per week to >10 per worker (£200k unnecessary care) Pothole repairs – 84% return rate, now 0% 50% Failure demand in FSS/Contact Centre Housing Options – Prevent homelessness? School Meals – predictable fluctuations in demand; spend per child on meals

Working Smarter – Next Steps Phase 2 requires a step change in approach Dedicated Executive Director – removed from the day job Roll out systems thinking across council Right balance of external support, central change team and service level capacity Programme of Service Reviews combined with supporting change activity at all levels Ensure the 6 Area Plans are linked to service redesign programme