1. Flintshire All Wales Alternative Delivery Models Event 6th July 2015
Welcome, Introduction and Setting the Scene to the Alternative Delivery Model Challenge in Wales Croeso, Cyflwyniad a Gosod yr Olygfa ar gyfer Her Ffyrdd Amgen o Gynnig Gwasanaeth yng Nghymru
Flintshire All Wales Alternative Delivery Models Event 6th July 2015
Digwyddiad Ffyrdd Amgen o Gynnig Gwasanaethau Cymru Gyfan yn Sir y Fflint 6 Gorffennaf 2015

2. Current Practice in the UK / Arfer presennol yn y D.U.
Ben Spinks, Capita Transformation

3. Capita Transformation www.capita.co.uk/transformation
Current practice in the UK / Arfer presennol yn y DU Ben Spinks, Local Government Market Director Capita Transformation
Capita Transformation

4. Source: Institute for Fiscal Studies
Context – a new financial reality in England / Cyd-destun – realiti ariannol newydd yn Lloegr
Against a backdrop of rising demand and public expectations
The distribution of spending cuts across local authorities
Average cut %
Highest %
Lowest - 6.2%
20.4% without adjusting for pop growth – 24%+ afterwards
Source for all financial stats = Institute for Fiscal studies
Masks variations from 46.3% (Westminster) to 6.2% (NE Lincolnshire)
2015/15 – LB average cut = 6.3%, vs shire county average of 1.9%
All against a backdrop of rising demand and expectations
Source: Institute for Fiscal Studies

5. Very crudely, two responses to this challenge Yn fras iawn, dau ymateb i’r her hon
Flat cuts per department
Siloed approach
Year-on-year cuts
Mitigates against creative solutions
Risk averse
Whole organisation approaches
Emphasis on innovation
Pan-organisation and partnership
Collaboration between authorities
Risk aware

6. Alternative delivery models – potential benefits / Modelau cyflawni amgen – manteision posibl
Increased scope to pull ‘core levers’ which enable savings
Research shows that staff feel more engaged and able to influence the business, that productivity increases and sickness absence is reduced
Staff efficiency & engagement
Varies with the legal option, but increased freedom to trade, to enter new markets and to generate profits which can be reinvested
Commercialisation
Helps identify real current costs and, over time, offers the potential to reduce these
Support service costs
Potential to vary T&Cs, specifically for new staff
Terms and conditions
Successful ADMs have:
developed and enhanced services
improved relationships and staff engagement
enjoyed income growth
reduced costs to the authority
More agile
Different relationships with local people

7. Some key considerations / Rhai ystyriaethau allweddol
The relationship between the service and the council will evolve during the process of creating and spinning out an ADM – proactively managing this is key
Culture and relationships
Inspirational leadership can make or break a fledgling ADM – leadership capacity must be honest appraised and supported
Leadership
Actively supporting the development of commercial skill sets is essential – this will be new for many staff
Skills development
Focus on getting the legal construct right, agreeing contractual arrangements and support service costs with the ‘parent’ authority, detracts from robust analysis of external market
Understand the market
Staff, managers, councillors, unions, customers – all will have a legitimate interest in the future operating model and should be proactively engaged as early as possible
Engage all stakeholders
The process of creating an ADM introduces change and stresses within the retained organisation as well, particularly with regards support services
Changes affect the ‘core’ council 7

8. A few examples / Rhai enghreifftiau
A little about some of these
But also about the characteristics they share

9. Ben Spinks E: M: