Welcome,
Introduction and Setting the Scene to the
Alternative Delivery Model Challenge in Wales
Croeso,
Cyflwyniad a Gosod yr Olygfa ar gyfer Her Ffyrdd
Amgen o Gynnig Gwasanaeth yng Nghymru
Flintshire All Wales Alternative Delivery Models Event 6th July 2015
Digwyddiad Ffyrdd Amgen o Gynnig Gwasanaethau Cymru Gyfan yn
Sir y Fflint 6 Gorffennaf 2015
Current Practice in the UK / Arfer
presennol yn y D.U.
Ben Spinks, Capita Transformation
Current practice in the UK /
Arfer presennol yn y DU
Ben Spinks, Local Government Market Director
Capita Transformation
Capita Transformation
www.capita.co.uk/transformation
© Capita Business Services Limited 2015
Context – a new financial reality in England /
Cyd-destun – realiti ariannol newydd yn Lloegr
• Against a backdrop of rising demand and public expectations
The distribution of spending cuts across local authorities
• Average cut - 20.4%
• Highest - 46.3%
• Lowest - 6.2%
Source: Institute for Fiscal Studies
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Very crudely, two responses to this challenge
Yn fras iawn, dau ymateb i’r her hon
• Flat cuts per department
• Siloed approach
• Year-on-year cuts
• Mitigates against creative
solutions
• Risk averse
• Whole organisation approaches
• Emphasis on innovation
• Pan-organisation and partnership
• Collaboration between authorities
• Risk aware
© Capita Business Services Limited 2015
Alternative delivery models – potential benefits /
Modelau cyflawni amgen – manteision posibl
• Increased scope to pull ‘core levers’ which enable savings
Staff efficiency & engagement
• Research shows that staff feel more engaged and
able to influence the business, that productivity
increases and sickness absence is reduced
Successful ADMs have:
Commercialisation
• Varies with the legal option, but increased freedom
to trade, to enter new markets and to generate
profits which can be reinvested
• developed and enhanced services
• improved relationships and staff
engagement
• enjoyed income growth
Support service costs
• Helps identify real current costs and, over time,
offers the potential to reduce these
• reduced costs to the authority
Terms and conditions
• Potential to vary T&Cs, specifically for new staff
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Some key considerations / Rhai ystyriaethau allweddol
Culture and
relationships
• The relationship between the service and the council will evolve during
the process of creating and spinning out an ADM – proactively managing
this is key
Leadership
• Inspirational leadership can make or break a fledgling ADM – leadership
capacity must be honest appraised and supported
Skills
development
• Actively supporting the development of commercial skill sets is essential
– this will be new for many staff
Understand the
market
• Focus on getting the legal construct right, agreeing contractual
arrangements and support service costs with the ‘parent’ authority,
detracts from robust analysis of external market
Engage all
stakeholders
Changes affect
the ‘core’
council
• Staff, managers, councillors, unions, customers – all will have a
legitimate interest in the future operating model and should be
proactively engaged as early as possible
• The process of creating an ADM introduces change and stresses within
the retained organisation as well, particularly with regards support
services
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A few examples / Rhai enghreifftiau
© Capita Business Services Limited 2015
Ben Spinks
E: [email protected]
M: 07713 787683
© Capita Business Services Limited 2015
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