The Working Smarter Programme

Paul Milmore Programme Manager4th November 2010

Contents

• History of the Programme• The 5 projects and ‘fit for the future’• Achievements to date• Systems Thinking at Walsall Council• How we are moving forward

History of Working Smarter

• October 09 – concept borne with CMT and Cabinet

• January to May 10 – council level systems thinking with top leadership group

• May 10 – formal programme established• Oct 10 – completed Phase 1 successfully• Nov 10 – Phase 2 launched = delivery of the

benefits

Objectives of Working Smarter

• Reduce the council’s cost base by at least £68 million by April 2015

• Increase customer satisfaction with the council from 32% now to 75% by April 2015

• Radically change the way in which we do our business

• Plus 9 Working Smarter Principles that are currently being implemented across council

The 5 Working Smarter Projects

• Area Partnerships Implementation• Resource Allocation Process & Model• Service Redesign• Asset Management 2010• Council System Design• ……’Fit for the Future’ strand • All work as a single programme

Achievements to date

• Commenced 7 service redesign projects – Identified £4.391million efficiencies for 2011/12

• Area Planning frameworks in place for all 6 areas priorities identified and being delivered

• Outline new council system design and operating model

• Initial Working Smarter business case and benchmarked service cost model

The method is… Systems ThinkingThe method is… Systems Thinking

• Taking a customer’s perspective• Clarity of purpose in customer terms• Measuring what matters to your customers• Considering the whole system – end to end• Understanding demand – value / failure• Understanding flow – value / waste• Designing against the value demand• Seeking continuous improvement using the right

measures

Introducing the approachIntroducing the approach

Weekly as required

Sustain

Strategic Team – Portfolio Holder; ED; AD; HoS

Prep & Set up Assess

Vision & Redesign Experiment Implement

Internal Team

Ope

ratio

nal t

eam

–

end

to

end

Model for CHECKValue Steps Measures

Design and run experiments Establish new measures Take one, do oneLearn

Back to the garageNew operating principles Paper design

5 weeks Scale up 1 day 5 weeks 2 weeks Make normal

Service Redesign Activity• Children’s Services (Specialist Services)• Neighbourhoods - Public Realm • Neighbourhoods - Highways• Adult Services• Regeneration and Economic Development• Asset Management – non-property savings• Support Services• Council-wide Customer Demand

What we have found so far

• Adult Social Care – 2 assessments per week to >10 per worker (£200k unnecessary care)

• Pothole repairs – 84% return rate, now 0%• 50% Failure demand in FSS/Contact Centre• Housing Options – Prevent homelessness?• School Meals – predictable fluctuations in

demand; spend per child on meals

Working Smarter – Next Steps• Phase 2 requires a step change in approach• Dedicated Executive Director – removed

from the day job• Roll out systems thinking across council• Right balance of external support, central

change team and service level capacity• Programme of Service Reviews combined

with supporting change activity at all levels• Ensure the 6 Area Plans are linked to service

redesign programme