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Public Service Transformation: what’s working and what’s not?
Speaker:
Sir Derek Myers, co-chair of the independent service transformation panel Robert J O’ Neill, Jr.
Executive
Chair: Deborah Cadman, Chief Executive, Suffolk
County Council
Sponsored by: PROSPECTS
Service Transformation
Challenge Panel
Sir Derek Myers
Co-Chair of the Service Transformation Challenge Panel
SOLACE conference, October 2014
Who makes up the Panel?
Sir Derek Myers (co-chair) - Former Chief Executive of (joint) LB Hammersmith/Fulham, and RB
Kensington/Chelsea. Now retired, is on the board of Public Health England and a Trustee at Shelter
Pat Ritchie (co-chair) - Chief Executive Newcastle City Council
Jonathan Flowers - Market Director of local government at Capita and a Director at Veredus
Dr Ann Limb - Chair of the South East Midlands Local Enterprise Partnership
Mark Lloyd - Chief Executive of Cambridgeshire County Council
Tony Lloyd - Police and Crime Commissioner for Greater Manchester, Chair of the Association of Police and
Crime Commissioners
Nick Markham – Non Executive Director of DCLG, Chief Executive Officer of Top Up TV
Sir Paul Scriven – Peer of House of Lords, Managing Partner of Scriven Consulting
John Young - Professor of Elderly Care Medicine at Leeds Institute of Health Sciences; and a National
Clinical Director for the NHS
Philip Colligan - Deputy Chief Executive of NESTA, and an Executive Director of the Innovation lab
Evidence based policy making
300 interviews with practitioners
155 pieces of evidence
15 visits to local places
Why change is needed
Less money
Less money
Increasing demand
Entrenched cost and dependency
New technology
Changing
Expectations
Creating the conditions for change
Identification
• High cost cohorts
• Use of big data
• Development of product toolset
Implementation
• Long term funding
• Collaborative leadership
• Local expectations and accountability
Information sharing and using big data
Big Data Is A Big
Deal
… information is the currency of better outcomes…
Cross sector collaborative leadership
Leadership is the most important ingredient for transformation
Uncoordinated funding
• Multiple bids to multiple transformation pots
• Multiple funding streams to different services in a single place
• Short-term budget allocations
Local expectations and accountability
• Impetus required from local place and not direction from the centre
• A role for local bodies to challenge and set expectations at local level
• Collective local accountability for improving standards
Discussion
How do we work together to achieve successful transformation?
