Date www.local.gov.uk Research Findings Service

Transcript:Date www.local.gov.uk Research Findings Service:
Date www.local.gov.uk Research Findings Service Delivery Models and their HR Implications Anastasia Simpson & Stephen Cooper 17th March 2015 www.local.gov.uk Why are we here? LGA / Solace / PPMA Public Sector Transformation network Transformation challenge awards Shared Chief Executive’s network Local Government Delivery Council Three steps What are the current service delivery models? “coming together is a beginning… Best practice …staying together is progress… Next Practice …working together is success” What does the future look like? The Co-operative Council The Commissioning Council The Commercially Minded Council The Mosaic Council Combined Authorities Lead Authority Model Voting Questions The research project Local Government Services 21st Century Worker What are councils doing? Service delivery models How do I get there? Drivers for change Key workforce themes Top 10 recommendations Some specific issues Interactive voting The different models Internal transformation Digitalisation Agile Council Commissioning Commercialism Income generation Community Engagement Demand Management Improve performance Cost savings Terms and conditions Recruitment freeze Reducing posts In-sourcing Benefits Cheaper? e.g. management layers can be stripped out and structures may have been streamlined Clearer accountability Shared goals and vision Bringing commerciality into the council Commercial opportunities Challenges More expensive? e.g. service standards Impact on HR metrics Equal pay Aligning organisational structures terms and conditions – the new “single status” culture Working together – Shared Services, Joint Venture Companies Benefits Economies of scale Similar cultures to be aligned* Clear accountability* Influencing how money is spent Sharing best practice Developing expertise Challenges Aligning organisational structures terms and conditions – the new “single status” performance management Organisational culture, the third (or fourth) way Independence Who drives this? Locality working Benefits Cheaper Trust and understanding Flexibility Innovation No need to harmonise Skill development Capacity Outcomes not tasks Challenges Managing culture Leadership Perceptions of inequality Job design Reward Responsibility and accountability Capacity beyond statutory responsibilities Outsourcing Benefits Cheaper? Expertise of specialists Economies of scale Innovation Efficiency Access technology Flexibility Challenges More expensive? Reputation Transformational leadership Partnership working Recruitment and retention Management layers TUPE Resistance to change Other new bodies LATC, social enterprises, Trusts Benefits Some flexibility for income generation Staff empowerment Access to funding Innovation Developing expertise Challenges Open procurement competition Capacity to set up a new structure / organisation whilst doing the day job Expectation of income generation “Corporate” expertise Integration Voting Questions Next steps Areas for further work Post conference? Review and collate all resources Develop database of practice Bank of professionals