Transformation 2018 – T18South Hams District Council and West

Devon Borough Council

Steve JordenExecutive Director, Strategy and Commissioning

Sophie HoskingExecutive Director, Service Delivery & Commercial Development

8th September 2015

South Hams and West Devon

• Working together since 2007

• Began with shared Chief Executive

• Now all in-house services are shared

• Separate governance and individual Council identities

T18 – the case for change

• Improvement - Customer experience

• Fiscal - Public sector finances

• Political - Determination not to reduce or stop services

• Aspirational - A vision for growth

T18 – the Future Model

• Focused around the citizen not the council

• No more service silos• Enabled by technology• Driven by behaviours• 25% reduction in budget

Culture change

Behaviour change

Structure change

System change

Process change

Invisible, longer, harder

Visible, quicker, easier

Organisational Design

Organisational Development

T18 -Total Organisational Change

Processes, systems & structures

• Over 400 processes re-engineered - redesigned, mapped, scripted and tested

• New systems, smarter use of technology and emphasis on channel shift and efficiency

• Structures totally redesigned on a case management and specialist model – no more service silos

Behaviour & Culture Change• Every role is new – From Executive Directors

to Level 8s. (New SLT)• Everyone had to apply for a job in the new

structure (if not then redundant). • No ring-fences - anyone could apply for

anything• Assessment process based on behaviours

and future potential not past performance• Independent assessors for all roles

New Behaviours Framework

What happened... Phase 1a Support Services• A number of staff did not apply for roles

• About 10% did not meet the minimum criteria – big wake up call

• Some staff chose not to take up roles offered

• Some staff leap-frogged up the levels

Senior and Extended Leadership Team

• SLT roles advertised internally and externally

• External appointments made for the 2 Executive Director roles

• Only 1 internal candidate successful for SLT

• Had to go externally for some of the ELT

Phase 1b and Phase 2

• Higher percentage chose not to apply

• Very few failed the assessment process

• Not all staff offered roles at the level assessed

• Not all posts filled

• Phase 2 brought forward to enable recruitment to vacancies

What’s happening now...

• Phased “go-live” with IT systems

• Climbing the change curve – but it’s tough

• Assessment data for whole organisation

• Move to intelligence led service delivery

• Holding the line

What would we do differently...?

• Put the processes and systems in place first

• Involve more staff, earlier

• Better engagement with the politicians and stakeholders and management of expectations

• Keep the recruitment timetable as tight as possible

The Future...

• Establish a wholly owned company and transfer all service delivery staff

• Maximise on trading opportunities with other public sector

• Be self-sufficient of Government grant by 2020

Questions and Comments