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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