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Culture and Governance in the Provision of Public Services – a local perspective
Public Sector Reform Conference13 December 2011
Martin Ferguson, Policy Director - [email protected]
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Culture and Governance in the Provision of Public Services – a local perspective
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Presentation outline:1. Future Councils 2. Planting the Flag – cultural change driven by the sector
– exploiting culture as an opportunity rather than a barrier
3. Role of the Chief Information Officer (CIO) as an agent of cultural change
Culture and Governance in the Provision of Public Services – a local perspective
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Culture and Governance in the Provision of Public Services – a local perspective
FUTURE COUNCILS
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Future councils - context
‘Big Society’
‘Open Public Services’
‘Localism’
Zeitgeist
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Understanding?
Skills?
Desire?
Support?
Evidence?
Risks?
Culture?
Remuneration?
Future councils –commissioning
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Clustered
Residual
Commercial
Lifestyle
Transforming
Future councils – an alternative?
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TransformingEntrepreneurial
Innovative
Flexible
Constantly in flux
Managed risk
Digitallyenabled
Future councils – the alternative
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Culture and Governance in the Provision of Public Services – a local perspective
REFORMING CULTURE AND GOVERNANCE
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Planting the Flag: a strategy for ICT-enabled local public services reform
Citizen-centred
Service outcomes-led
Business-driven
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Planting the Flag: a strategy for ICT-enabled local public services reform
CORE PRINCIPLES
Re-design
Innovation
Collaboration
Focus on localitiesBetter understand service users’ needsBuild collaboration in services design and delivery across the local public and third sectorShare expenditure, resources, assets and savings
Examples
Sharing front offices e.g. council, primary care trust, police and third sector organisations e.g. Kent, Norwich
Reusing and sharing IT infrastructure e.g. Herefordshire County and Primary Care Trust, Public Services Networks in Hants and Kent, CenSus shared IT service in West Sussex
Reusing and sharing contracts e.g. Dorset Public Services Network
Outcomes-led business changeSimplify, standardise and automate
Channel shift towards ‘digital by default’Anytime, anywhere, any device
Exampleso Business change and benefits realisation e.g. ‘CHAMPS2’
and Vale of Glamorgano Single, shared information resources (face-to-face,
telephone and web channels) e.g. Surrey
o Digital delivery and inclusion e.g. Sunderland, ‘Connect Digitally’ – schools admissions and free school meals
o Channel strategy/shift e.g. Harrow, Tamesideo Flexible and mobile working (‘workstyle’) e.g. Surrey,
Hants
Shift in ownership and control of dataEngage citizens and communities in service design and delivery (co-creation and co-production)Re-use capability and build capacity – resources, information and skills in the communityExploit transparent and open data
Examples
Personalisation of social and health care e.g. Bromley and Redbridge, Association of Directors of Adult Social Care ‘Easycare’ model‘Digital City’ e.g. Brighton & Hove’s ‘Council Connect’Mutual support e.g. Caerphilly’s foster carers on FacebookNew ‘smartphone-based’ information services e.g. bus movements, on-demand waste recycling, Lewisham ‘Love Clean Streets’, etc.
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Planting the Flag: building the capabilities
ICT CAPABILITIES
Collaborative governance
Organisational change
Leadership
Professionalism
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Leadership role - is a new model required? • Followers do not perceive
leadership as a hierarchical relationship
• Values such as trust, honesty, respect and a sense of equality most often cited as important
• Leadership can be diffuse
Management tasks - is a new model required? Focused on defining public
value outcomes and then realising them most efficiently
Underpinned by effective approaches to value management/benefits realisation e.g. CHAMPS2
Organisational Change
Outcomes
Redesign
Implement
RealiseBenefits
Organisational Change
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Public, private and third sector stakeholders brought together in collective forums with public agencies
Consensus-oriented decision making Replaces adversarial and managerial modes of policy
making and implementation Critical variables:
o prior history of conflict or cooperationo incentives for stakeholders to participateo power and resources imbalanceso leadershipo institutional design
Collaborative governance
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Critical success factors: face-to-face dialogue trust building developing commitment shared understanding
….. focusing on “small wins” gives rise to a virtuous cycle of collaboration
Source: C Ansell and A Gash (2007) “CollaborativeGovernance in Theory and Practice” Oxford Journals
Collaborative governance
Forth Valley GIS – joint venture company Herefordshire County Council and Primary Care Trust – shared chief exec and management team ‘Tri-Boros’ - London Boroughs of Hammersmith & Fulham,
Kensington & Chelsea, and Westminster – service by service - merging children’s services under one director and management team
Cambridgeshire and Northamptonshire County Councils – joint venture company for resource planning
Worthing and Adur District Councils – joint chief executive and strategic committee, simultaneous executive meetings
London Boroughs of Newham and Havering – single CIO, centres of excellence
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Collaborative governance
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Socitm – the association for ICT and related professionals in the public and third sectors, and suppliers to these sectors.
Socitm’s activities include: Member support, professional development and
accreditation Policy and influence Insight research and professional guidance e.g. IT
Trends, Local e-Government Now series Benchmarking – Better Connected, IT, Channel
Value Specialist consulting International – partner associations Professionalism
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Culture and Governance in the Provision of Public Services – a local perspective
ROLE OF THE CIO
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Culture and Governance in the Provision of Public Services – role of the CIO
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Culture and Governance in the Provision of Public Services – role of the CIO
… or Captain Scarlet ---
action hero with mysterious super-human powers of indestructibility?
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The Chief Information Officer (CIO) role as an agent of cultural change
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1. Tell the narrative of change (not how IT will change)2. Handle the inherent complications of change (don’t
further confuse it)3. Take risks (don’t avoid them)4. Provide solutions to known (and unknown) problems
because that defines innovation5. Position IT as a key enabler and transformer of
organisations and places (not a blocker or salvation)
Role of the CIO – ten steps to IT leadership success
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6. Understand the potential of the networked world7. Route everything back to service delivery on the
ground – nothing else really matters 8. Grab all opportunities as they are presented9. Put the ‘customer’ at the heart of all design and build
solutions10. Put the fun, dynamic energy and inspiration into IT-
enabled transformation.
Source: Martin Reeves, CEO – Coventry City Council
Role of the CIO – ten steps to IT leadership success (cont’d)
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What might your local authority look like in the future?
How can organisations stimulate innovation?
Are we clear what outcomes we are able to deliver?
Are local authorities making best use of the internet?
What is the role of social media? How may decision-making structures
need to adapt? What is the innovation challenge for
leaders?
Culture and Governance in the Provision of Public Services – a SOLACE perspective
THE FUTURE?
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Ethos, psychology and reward Governance and management arrangements and
accountability in service provision Culture – professional judgement, personal responsibility Long term strategic thinking The role of Innovation in public service delivery Sustainable delivery of services and promotion of green
approaches Encouraging flexibility and developing capacity Management of renewable and non-renewable resources
Culture and governance in the Provision of Public Services – reflections from a local perspective
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www.socitm.net www.nlgn.org.uk/public/2011/future-councils-life-after-the
-spending-cuts/
www.solace.org.uk www.champs2.info http://jpart.oxfordjournals.org/content/18/4/543.abstract
Culture and governance in the Provision of Public Services – a local perspective - sources
