Co-operating for Change Meeting the Challenges in Cardiff Overview - - PowerPoint PPT Presentation
Co-operating for Change Meeting the Challenges in Cardiff Overview Recent developments Critical Challenges How can we shift from a negative to a positive response? Local Government in 2020 Towards a new organisational
Co-operating for Change
Meeting the Challenges in Cardiff
positive response?
“Decentralisation shouldn’t stop at County Hall, we need to work in close partnership with local communities and citizens, designing services around their needs.”
reductions in future years.
the fastest growing UK cities.
approach.
2014/15 2015/16 2016/17 2017/18
Challenges - Finance Financial Position - Budget Gap
£92m over 3 years
>50% fall in non-protected
Challenges - Finance Medium Term Modelling
SCENARIO 2015/16 £000 2016/17 £000 2017/18 £000 Total £000 Base position 31,333 34,011 26,930 92,274 Incrementally worse 38,702 38,113 30,823 107,638 Worse 44,996 43,073 35,466 123,535
Challenges - Finance Summary of Medium Term Financial Position
2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 20,000 2014/15 2015/16 2016/17 2017/18
Challenges – Increased demand on services Population projections
Critical Challenges – Economic Recovery
focussed on cities, Cardiff being the main focus
need to come from elsewhere
investment and develop enterprise
Critical Challenges – Reorganisation of local government
Critical Challenges – Performance Management
for sustained attention to be given to the performance of services
from service users
reiterate concerns
Some examples of good practice but…
performance
methodology
performance of services
Organisational stagnation or reinvention? Declining municipal government or vibrant city government?
If we are to deliver our priorities, there needs to be a change in approach given the challenges.
Focussing on what matters to local people within a constrained financial context
way in in which services are currently delivered
realities and support service continuity and improvement
through better internal and external integration of service delivery
development arrangements
– Partnership perspective to delivery focussed on outcomes
– Focussing what we do on customer needs – Improving customer contact
– Single unified customer service – Common processes across the Council – Functional approach that prevents duplication and complexity
– Accelerating working with neighbouring authorities – Capital Cardiff region
management of demand
– Future pressures will be predominately from increases in demand, not just from funding arrangements.
– Non-statutory services to cover cost – New arrangements that allow the ability to trade. – Decisions are made on a real cost / benefit assessment
– Making sure we recognise what works well, and what doesn’t quickly – Making decisions on good evidence
– Ensuring everyone knows what we are trying to achieve – Making sure the organisation and the city works towards the same outcomes
– Making difficult decisions with those who are affected – Public involvement in shaping the design and delivery of services
– Smaller, more skilled workforce – Skills responding to the changing organisation
intelligence
delivery programmes
cultures, align services and focus on local outcomes
“…this model has enabled large organisations to focus on local needs – and demonstrates the ability for [them] to be responsive. It is crucial to retain local decision making and community involvement to create sustainability” Williams Report
approach to assessing need and service planning
Council
value for money
current and future demands and expectations
The teams undertaking the service reviews will need to take into account a number
service?
The Council will identify and select services for review by assessing against following criteria:
Considering the evidence base in order to understand the needs of the local community, and setting the commissioning priorities based on the availability of resources, and current service levels to deliver the desired outcomes Designing appropriate service delivery models based on a range of options that invite input from delivery agents and challenge current delivery models Implementing selected service delivery models (e.g. through contracts, grants or service redesign), and structuring them to enable effective performance management against targets Reviewing contracts and delivery through performance management activities to ensure that services are achieving required outcomes effectively At all stages, the commissioning cycle is underpinned by a governance structure that supports it, ensuring momentum, setting expectations and continually, assessing impact
Reshaping Services to Meet the Challenges Strategic Commissioning Cycle
Adapted from Leicestershire Together – Strategic Commissioning Handbook 2009
Priorities for Cardiff
In‐House Services
Organisational Development Programme
Migration
– More consistent and evidence based approach to service delivery – Key to responding to financial challenges
– Urgent need to improve performance management – Performance improvement – Linking engagement with improvement
Organisational Development Programme
– Property is second highest cost for the Council – Aging operational estate with increasing costs of maintenance – Role to support economic and community development
– Co-production – Working with residents and communities
– More member participation – Transparent and effective information management
Organisational Development Programme
level in the Council and supported by a network of dedicated specialist support (only when necessary).
Officer at Director or Assistant Director level under the
public service delivery.
Employee Survey - Corporate Findings Summary of Results
Senior Management Forum
vision, mission and values being developed
Organisational Change
Roadshows