Research Findings
This article discusses research findings on service delivery models and their implications for human resources, authored by Anastasia Simpson and Stephen Cooper. The content provides valuable insights for professionals in the field.
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Research Findings Service Delivery Models and their HR Implications Anastasia Simpson & Stephen Cooper Date 17th March 2015 www.local.gov.uk 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 1. What are the current service delivery models? coming together is a beginning 2. Best practice staying together is progress 3. 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
Local Government Services Local Authority Trading company Council 2 Other non- public body Social enterprise Council 3 Core Council Private / voluntary sector provider Joint venture Council 4 Other public body ALMO
Drivers for change Improved Skill Base Greater focus on client need Better utilisation of resources Cost Savings Better quality Service
Key workforce themes Political Shared vision for new service Open communication Post implmentation reviews Relationships Communication Sufficient timescales Leadership Harmonisation Terms and Conditions of Employment Pensions Baseline skills and knowledge transfer Project team Upskilling managers More focus post implementation Culture Change TUPE ICT Realignment of Processes Realistic budget Communicate expectations Realistic resources Upskilling Relationships Contract negotiation Commercialism Processes Communication Communicate Change Relationship Managment Staff Engagement Leadership Clear objectives Marketing
Top 10 recommendations Effective relationship management and communication Shared vision and Political buy in Realistic budget and expectations TUPE Harmonising terms and conditions of employment/ pensions Upskilling employees, commercial awareness Leadership Governance, SLAs, Legal Agreements Managing cultures across boundaries Performance management/ effective reward strategies
Some specific issues Role models for leaders, during a period of unprecedented flux Preparing to work in a commercial environment Balancing the political and commercial agenda Preparing operational staff moving to new bodies with corporate skills Managing Member and resident expectations Managing across organisational boundaries : e.g. influencing organisational culture and managing inequality of pay, terms and conditions and pensions Performance management and reward strategy that is fit for the new order Engagement of delivery partners Managing workload during transition periods War for talent
We Do. Well Within Our Council Number of Respondents
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 place in 2012/13 Implementing in 2013/14 71 61 57 35 34 34 31 24 24 20 18 14 13 12 11 10 9 9 7 7 7 6 6 4 2 1 Other Sharing management with another Recruitment freeze Reviewing annual leave Reducing management costs e.g. Major new outsourcing projects (e.g. Reducing staff hours (compulsory) Setting up shared services with other Reviewing other conditions of service Reducing staff hours (voluntarily, e.g. Reducing redundancy entitlements Reducing the number of staff posts Reducing managers' pay authority / partner organisation covering back-office services) through delayering authorities/partners unpaid leave etc)
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
Table 22: Employee-led organisations Single/upper tier Response category Response Shire district England Yes (%) 3 13 8 Did you receive any requests from staff to set up an employee led organisation? No (%) 93 75 83 Don't know (%) 4 13 9 Total (%) 100 100 100 Yes (%) (2) 100 (9) 82 (11) 85 No (%) (0) 0 (0) 0 (0) 0 Has your authority supported these requests? Don't know (%) (1) 0 (2) 18 (2) 15 Total (%) (2) 100 (11) 100 (13) 100 Yes (%) 7 13 10 No (%) 77 41 58 Is your authority going to be actively promoting employee led organisations in the next financial year (2013/14)? Don't know (%) 16 46 32 Total (%) 100 100 100
Areas for further work Terms and Conditions of Employment Commercialism Pay, Understanding of Different Models (Mutuals) Performance and Job Evaluation Governance Arangements Leadership Programmes Figure 20 - Potential Areas of Further Research
Post conference? Review and collate all resources Develop database of practice Bank of professionals to implement change Sharing of documentation Take the research to the next level Series of linked events
Some additional resources Shared service map http://www.local.gov.uk/shared-services-map Social enterprises map https://www.google.com/maps/d/viewer?mid=zO- toYvWhVV0.kRv3mNSlchak Transformation Challenge Award winner https://www.gov.uk/government/uploads/system/uploads/at tachment_data/file/273731/150114_Transformation_Challe nge_Award_-_Winning_Bids.pdf
Additional resource (cont.) Digitalisation http://www.local.gov.uk/productivity/- /journal_content/56/10180/6357119/ARTICLE Enterprising Councils http://www.local.gov.uk/c/document_library/get_file?uuid=f 8aaa25f-81d6-45c9-aa84-535793384085&groupId=10180 Commercialism http://www.local.gov.uk/web/guest/productivity/- journal_content/56/10180/5785720/ARTICLE
Contact details Stephen Cooper Anastasia Simpson Stephen.Cooper@local.gov.uk asimpson@tendringdc.gov.uk
