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Public Service Transformation in Action
Robert PollockDirector
Public Service Transformation Network
Ezra WallaceSenior Policy & Strategy Officer
Westminster City Council
Better Services for Less
Public Sector Show, Excel Centre, 13 May 2014
Transforming public services: the challenges and opportunities
Context: more fiscal tightening to come
Implication for public spending
]
2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19
0
4
8
12
16
20
24
6.5 6.4 6.4 6.5 6.4 6.3 6.2
3.4 3.4 3.2 3.2 3.1 3.1 3.0
0.4 0.4 0.4 0.4 0.5 0.5 0.5
11.9 11.410.7 10.0
9.18.6
7.9
16.164713763283314.933849954380214.1523362491554
Other International development Education NHS (Health) Implied PSCE in RDEL PSCE in RDEL
Pe
r ce
nt
of
no
min
al G
DP
Source: OBR Economic and Fiscal Outlook, March 2014, HM Treasury Budget 2014, HM Treasury Public Expenditure Statistical Analyses, July 2013
Plans for RDEL excluding depreciation upto 2015-16. Beyond 2015-16 based on implied PSCE in RDEL calculated from the Government assumption for TME. Other includes unallocated amounts.
Why change is needed?
Less money
New Technology
Entrenched cost &
dependency
Increasing Demand
Changing Expectations
Poor Services
Policy enablers
Transformation
1.Demand Management
2. Community resilience
3. Digital4. Place Based
5. New delivery models
6. National Incentives
Ingredients for success
• Strong local leadership and good governance
• A compelling narrative for change agreed with partners
• Co-design with local partners and community• A plan that includes:
• good analysis of trends in local demand and spending • interventions that focus on what works• Regular communication and engagement with staff • Putting the user of the service first
• Be opportunistic about funding and process to achieve your goals (BCF, Local Growth, TCA etc.)
• Seek forgiveness not permission
Developing our approach to growth and reform
May 2014
Quick
Personal
Direct
1950s Today
Radical re-design of how the
totality of public
spending improves lives and
drives growth,
providing a blue
print for Governme
nt to follow
Public service reform
Growth and
increased economic productivity for local
benefit
Our four pillars for reform
Target services on
a whole household
basis
Making employment
central
More efficient
pathways and
processes, more
effective workforce
Focus on cashable savings
High CostFamilies
Medium CostFamilies Not
At Risk
Low CostFamilies At Risk
Low CostFamilies Not At
Risk
Medium CostFamilies At Risk
Objective: To reduce demand through prevention and early intervention
What could be different?
•Faster and more effective early identification
•Targeted spending on focussed, evidence-based interventions funded by a pooled budget (shared in particular across health, employment and adult services)
•Smaller case loads worked on more intensively
Objective: To reduce cost by more effectively managing flow across the system
What could be different?
•Variable thresholds to service offer based on cost of need
•Tailored package of specialist, timely interventions that can be purchased from a pooled budget shared between agencies
•Single assessment and case management processes across different services and agencies
•Combined professional roles and merged specialist functions
13
Designing a new offer In
crea
sing
dem
and
and
cost
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