ALTERNATIVE DELIVERY MODELS
Meeting the Public Service Improvement and
Budget Challenge in Wales
Monday 6th July, 2015
10am - 4pm
(Registration 9:30am)
Organised by Flintshire County Council
with Capita Transformation and Social Firms Wales
In partnership with Wales Local Government Association, Wales Audit Office,
Association of Public Service Excellence (APSE), Geldards Solicitors
To consider the Welsh policy context, emerging best practice, and
to develop a way forward for sharing practice regularly between
interested parties
Conference Programme
9.30am
Registration
10am
Welcome, Introduction and Setting the Scene to the Alternative
Delivery Model Challenge in Wales


Aaron Shotton, Leader Flintshire County Council
Colin Everett, Chief Executive Flintshire County Council
Combined ADM All
Wales conference 060715 main slides.pptx
10.15am The emerging ADM landscape in Wales

Keith Edwards, Commissioned by WG to undertake a review of
progress on ADM and Social Enterprise Development in Wales
10.35am Current Practice in Wales


San Leonard, Chief Executive, Social Firms Wales
Chris Bolton, Wales Audit Office
10.55am Current Practice in the UK

Ben Spinks, Local Government Market Director, Capita Transformation
11.15am Flintshire’s Approach to Alternative Delivery

Ian Bancroft, Chief Officer Organisational Change, Flintshire County
Council
11.35am
Workshop 1 – A choice of 4 workshops
1) Developing the business case for ADMs and choosing the
appropriate legal form: Capita
2) Developing Cultural and Commercial Capacity
amongst public sector employees: Social Firms Wales
3) Procurement and Legal Issues: Geldards Solicitors
4) Co-operative Approaches to ADM: FCC and Capita
Workshop 1 Workshop 2 - Keith Workshop 3 Kim
Workshop 4
20150630_Flintshire ADM
Simmonds
conference_FINAL
GS & KS Conference
Howell
v 1.0.pptx
Alternative
Workshop.ppt
Delivery
-Co-operative
ModelsApproaches
- Legal Issues
to -Alternative
Presentation
Delivery
at Flintshire
Models.pptx
County Coun
12.35pm
Lunch
1.20pm
Workshop 2 – Repeat of Workshop 1 and discussion in
workshop groups on developing an ADM Emerging
Practice Exchange in Wales: Capita, WLGA, WAO and
Social Firms Wales
 What would be the priorities to share, learn and
work together on jointly?
 Who wants to be involved?
 How do we share?
2.50pm
Feedback on sharing ADM Emerging Practice
3.15pm
The Way Forward to address the Alternative Delivery Model
Challenge in Wales


Aaron Shotton, Leader Flintshire County Council
Colin Everett, Chief Executive Flintshire County Council
Biographies
Councillor Aaron Shotton
Councillor Aaron Shotton, who represents the Connah’s Quay Central Ward, has been a member of
Flintshire County Council since 1999. Councillor Shotton was elected Leader of the Council in May
2012 for the second time, having previously held the position between 2006 and 2008. He also holds
the Cabinet responsibility for Finance.
Councillor Shotton is also the Deputy Leader and Spokesperson for Finance and Resources on the
Welsh Local Government Association and is a Member of the Partnership Council for Wales and
LGA Resources Board.
He has been a member of Connah's Quay Town Council since 1996 and at that time was the
youngest Labour Councillor in the UK. He has also served Connah’s Quay as Chairman of the
Town Council in 2003.
Colin Everett
Colin Everett is Chief Executive of Flintshire County Council.
Colin has over 30 years of public services experience in operational and corporate roles with
Individual councils in Wales (Newport Borough, Swansea City, City and County of Swansea and
Newport City) and England (Leicester City) and latterly in a national role as Director of Improvement
and Governance at the influential Welsh Local Government Association (WLGA).
Colin has been influential in shaping the modernisation and reform of local government both
nationally in his previous role at WLGA, and latterly regionally and locally as a practitioner Chief
Executive at Flintshire.
Colin is Honorary Secretary and past Chair of SOLACE Cymru and has a number of leading
local, regional and national roles including chair of the Flintshire Local Service Board and
member of the Deeside Enterprise Zone Board, member of the North Wales Regional Leadership
and the North Wales Economic Ambition Boards, and is Clerk to the North Wales Fire and
Rescue Authority.
Ian Bancroft
Ian is currently a Chief Officer at Flintshire County Council where he leads with other Chief Officers
work on a Council wide programme of Alternative Delivery Models. Ian started his career working in
a social enterprise in London running school facilities for the community outside of school time. In his
first Authority in Herefordshire in the 1990s he supported the establishment of a number of alternative
delivery models including an artists co-operative who established a craft council recognised gallery,
and social enterprises who took on the running of major sports facilities.
More recently he was an Executive Director of Wigan Leisure and Culture Trust, a social enterprise,
with responsibility for business development. In his last authority at Knowsley he was Head of Social
Growth with lead responsibility for developing the social sector to support communities becoming
more resilient. This including leading the support to and the commissioning of Knowsley Youth Mutual
a co-operative that has taken on the operation of and sustained Knowsleys Youth Services. Ian also
sat on the Cabinet Office group developing approaches to alternative delivery in England and spoke
at the European Conference on Social Entrepreneurship about Knowsleys approach to
commissioning for social value which was a best practice case study in a recent Joseph Rowntree
Foundation report.
Keith Edwards
Keith Edwards is an independent consultant specialising in strategic reviews, service transformation,
community benefits and new models of ownership. He is currently working for Welsh Government on
the public service transformation agenda as well as with a number of local authorities and housing
associations. He was director of the Chartered Institute of Housing Cymru from 2000 to 2015 and
prior to that was director of the Tenant Participation Advisory Service Cymru for ten years. His
background before then was the trade union, co-operative and community development movements.
He is a former Vic-Chair of the Wales Co-operative Centre, a member of the Welsh Housing Quarterly
Advisory Board and a board member of Taff and Tai Calon housing associations.
San Leonard – Chief Executive – Social Firms Wales
Currently employed as a Chief Executive of Social Firms Wales, San Leonard is a highly
professional businessperson and entrepreneur who is passionate about working at the heart of
community regeneration to develop opportunities that bring about sustainable social change.
Working within family businesses from a very early age, she has successfully grown several business
enterprises. Now, with more than 30 years in management and business development within the
private sector, she uses that experience whilst working to support the growth of commercially viable
social businesses.
San utilises her entrepreneurial background, knowledge and experience in business development
and sale, to support the growth of commercially viable enterprises. San and her team specialise in
enterprise development and helping Local Authorities to move trading operations, day services and
public services out of Local Authority ownership into independent trading operations with social aims.
She clearly recognises the complexities of developing and transferring business ownership.
Successes have been built on a good understanding of all sectors within the community and the
ability to look at the wider vision and opportunities.
Chris Bolton
Chris is the Manager of the Good Practice Exchange at the Wales Audit Office which supports
improvement across the whole of Welsh Public Services. He has been involved in this area with the
WAO for the last ten years and has also helped in the development of other knowledge transfer
platforms like Good Practice Wales.
He is particularly interested in learning from failure and writes about it frequently on his blog:
www.whatsthepont.com. He is also a member of the Academi Wales Advisory Board and regularly
contributes to workshops at Public Services Wales Summer School.
Ben Spinks, Local Government Market Director, Capita Transformation
Ben is part of Capita Transformation’s Local Government Market Team, responsible for the successful
delivery of consulting assignments across local government. He is a strong strategic leader,
specialising in organisational behaviour and whole-organisation approaches to culture change and
transformation.
Having worked for over 15 years as a leader and manager in local government, Ben brings strong,
hands-on experience of working in the sector. Ben has an excellent understanding across the breadth
of local government’s responsibilities and has successfully led numerous service transformations
including in the current, very challenging financial circumstances facing local government.
Throughout his career Ben has worked in partnership roles, at both strategic and local level, giving
him a strong understanding and experience of cross-public and voluntary sector working, and how
this capacity can be effectively harnessed and focused.
Prior to joining Capita Ben was Assistant Chief Executive at the London Borough of Brent, where his
responsibilities spanned Policy, Communications, Public Health, Business Intelligence, the
Programme Management Office, and Community Engagement.
Ben has also worked as Assistant Executive Director in Oldham where he oversaw the development
of Oldham’s co-operative council agenda and the establishment of the co-operative councils’ network.
Carl Brooks, Director Local Government, Capita Transformation
Carl Brooks has worked in and around local government for over 30 years. Passionate about public
services, he has worked as practitioner, regulator and consultant across the UK. Carl leads Capita
Transformation’s local government business and has a wide range of experience across a number of
areas such as: operating model design; cost reduction; customer-led efficiency and service
improvement; commercial support; and community and corporate governance. He is currently leading
the development of propositions around digital, customer insight, demand management, and
alternative delivery models.
Keith Simmonds, Social Change Partnership Coordinator (North Wales) Social Firms Wales
Keith Simmonds A.C.I.B. is an Associate of the Institute of Bankers and worked for Barclays Bank
for over 26 years latterly as an Area Corporate Director covering South West London responsible for
running a team of 50 people. In his leadership roles Keith was responsible for setting the strategic
aims of the business and delivering double digit growth year on year. Since leaving Barclays Keith
has run a successful local community magazine and has worked part time as a Fundraising Officer
for North Wales Deaf Association. In just over 18 months in this role he raised over £430,000 for this
organisation.
He is also an associate of Empower – Support for the Voluntary Sector. Keith specialises in Full
Cost Recovery, Project Costing, Business Planning, Feasibility Studies and Fundraising both
training and delivery of business plans, feasibility studies and fundraising strategies.
He is currently working with some Local Authorities helping to transition some public services
towards independent operation and creating employment opportunities.
Kim Howell, Partner, Geldards LLP
Kim has headed Geldards’ public sector employment team for many years. In that role she has
undertaken a broad range of strategic and complex work throughout the public sector and is
particularly well known for her expertise in strategic re-organisation, the collaboration agenda,
organisational re-design, including the implementation of “Single Status” pay and grading structures
throughout Local Authorities in Wales, and the co-ordination of an All Wales response to of multiple,
multi-million pound, equal pay litigation.
In recent years Kim has become increasingly involved in public service modernisation initiatives,
including a number of major public sector re-organisation projects. She has delivered numerous
papers highlighting the governance and other legal issues associated with the collaboration agenda.
Kim is a member of “Public Services Wales 2025”, a project group dedicated to the re-design of public
services for the next generation and beyond. Kim has designed and is undertaking a project with
SOLACE Wales, looking at Making Change Work and identifying the legal, operational and financial
benefits and pitfalls associated with the service transformation agenda and alternative service delivery
models.
Geoff Stevenson
With a background in the computer industry comprising 15 years in senior management/ director
positions across the UK, Geoff has spent the past 12 years in Small Business Consultancy, delivering
advice, support and training to the SME and Third Sector market- place.
Developing considerable experience in this sector, he has delivered a number of significant projects
around Merseyside. These include:
1. Social Enterprise Enabler with Merseyside Social Enterprise Initiative (MSEI) funded through
ESF, delivering start-up and sustainability funding programmes for social entrepreneurs and
sustainable social enterprises –
2. Start-Up adviser with Weston Spirit Youth Charity assisting pre-start enterprises with early
support and planning - programme deliverer to Merseyside Expanding Horizons Social
Inclusion programme
3.
More recently, delivering enterprise workshops to the School of Social Entrepreneurs,
Liverpool, and to Social Enterprise Network (SEN) funded projects.
This spread of project work demonstrates a practical, hands-on style, a desire to learn, and a
willingness to get involved at grass-roots level.
Having worked on two EU transnational projects, Geoff was subsequently invited to visit Eastern
Turkey as an independent consultant, to deliver training in Entrepreneurship and Business Planning
to Kurdish women. This was a reflection of his strong people skills and an ability to design and deliver
programmes for the most hard-to-reach communities.
Other successful projects include supporting a Local Authority social services programme facilitating
creation of an independent Social Firm to manage client day care services, and delivering a host of
social enterprise workshops around the region.