Proposal
Description
1. We want to understand what people really want and need. We think we can do this through better dialogue, and better
information and insight into what the people of Devon value, recognising that people and communities are unique.
1.1. Better Use of
Information and Dialogue
Pilot a customer engagement model for better use of information and dialogue in order to
understand, target and influence customers using ‘promoting independence’ as an area for
focus
1.2. Understanding our
Create a DCC ‘Nudge Team’ to look at really understanding our communities, their behaviours
communities, their
and characteristics, including using social media as a better route to understand expectations;
behaviours and
and exploring how we can use communication to change our own, and our citizens’
characteristics
expectations and behaviours
2. We want to design for outcomes based on our understanding and insight, starting with our customers, not what we
already do. We want to work in collaboration with our customers, communities, and partners to create positive
relationships and networks (co-producing solutions, or helping individuals and communities to help themselves).
2.1 Understanding
Explore a shift from service / solution to outcomes using some specific areas for focus. Develop
Outcomes
an understanding of outcomes: the whole person, whole life, whole community, whole Devon.
2.2 Self-Assessment Portal Prototype a self-assessment portal for customers in order to promote independence.
3. We want to focus on prevention when designing for outcomes; understanding the breadth of activity that falls under the
prevention spectrum.
3.1 Prevention
Develop and implement a prevention ‘organisational filter’. Any new project, policy, strategy to
‘Organisational Filter’
demonstrate how it will relate to the four categories of prevention
3.2 Prevention toolkit
Develop a prevention tool identify where and why prevention works
4. We want to invest and source money innovatively and collaboratively based on evidence and sound financial planning.
4.1 Value for Money
Review of Services
4.2 Common Spend
Conduct a high level ‘Value for Money Review’ of key services, comparing with other authorities
in order to determine and where possible emulate best practice.
Identify and manage common spend across the organisation, and with partners
4.3 Longer Budget Cycles
Trial longer budgeting cycles in an area of the business.
4.4 Understanding Social
Value
4.5 Total Accounting
Project to unlock resources within local communities, and mainstream the work to understand
social value in Cullompton, Ilfracombe and High Bickington.
Prototype a total accounting model to understand the full cost to DCC of delivering a service,
including related and support services and infrastructure.
Trial evidence based and zero-based budgeting.
4.6 Zero-based Budgeting
5. We want to be open, flexible, agile and responsive, embracing change and new ways of working. We want to switch easily
between different roles; and want to remove barriers and obstacles so that across the organisation everyone can get involved
and challenge the status quo. We want to generate and seize new opportunities and markets; be prepared to venture into the
unknown, and create a digital climate that inspires transformation. We want to develop new skills and capability, and learn,
discover and explore through experience.
5.1 Open Data
Work with one or more groups of citizens, supporting them to access and manage information
to improve their lives, find their own solutions, and challenge their public services.
5.2 Open Systems
Conduct a pilot exercise with a group of frontline staff to explore how they work across
partnerships to provide an integrated customer focus, the barriers to information sharing, legal
constraints and other issues. Also at the “customer journey” i.e. how does it feel to experience
fragmented service delivery?
Give time, space and encouragement to develop and implement new ideas.
5.3 Encourage Creativity
and Innovation
We want clear leadership, true empowerment and trust for our staff, our partners, and our communities. We want to be
clear about our purpose and values, and give a clear sense of direction to the people of Devon and the people who work for
Devon County Council.
6.1 A flexible workforce
Work with a group of DCC and (possibly) partner staff to pilot “bring your own device”
6.2 Purpose, Values and
Set up a task and finish group to explore a new purpose, values and behaviours for the
Behaviours
organisation
6.3 Skills for the Future
Explore how we can develop, train and recruit to the skills required in the new world –
commissioning, negotiation, contract management, investment and financial management.
Develop a prototype skills audit to review roles, expertise, skills and responsibilities
6.4 Review Current
e.g. clear paths of development: separating technical expertise from responsibility for staff /
Practices and Policies to
budgets; job evaluation (whether it reflects the skills, values and behaviours essential for the
reflect the Future
new organisation); and appraisal process