CHAMPS2 The foundations of Birmingham City Council’s transformation success

1. CHAMPS2 The foundations of Birmingham City Council’s transformation success Glyn Evans Corporate Director of Business Change Birmingham City Council

2. 40,000 non-teaching staff £3.5bn budget (at the moment!) Hundreds of services Thousands of locations One million residents We are big! 40% of Birmingham owned and managed 20,000 tonnes of paper recycled 2,499 km of roads maintained 14,371,230 school meals served Council Tax collected on 390,792 homes 68,020 Council houses maintained 2,675 acres of park maintained 4,174,716 library visits 176,495 pupils taught

3. Customers Step Step - - change in service quality change in service quality Efficiencies Improved efficiency Improved process efficiency Staff Increased job satisfaction Increased job satisfaction Birmingham’s transformation goals

4. Drivers for change • Financial • The Recession/‘Emergency Budget’ • Comprehensive Spending Review (Oct 2010) – 28% budget reduction • Local politicians’ desire to keep council tax low/frozen • Government Expectations/Agenda • Efficiency & Reform • Reduce structural deficit • Customer Expectations • Improved services • Better customer experience/ more ‘joined-up’ for effectiveness • Partners/Public/voluntary Sector • Shared data • More ‘joined-up’ for efficiency • Demographics • Aging population • Young city

5. Incremental improvement wasn’t enough. We needed to transform. We define transformation as … …fundamentally changing form or shape …becoming something different …doing different things (not doing things differently) …behaving differently …being viewed by others as something different www.champs2.info

6. Realising more than £2 billion of benefits (£1.5 billion cashable) over ten years for an investment of £670 million What we are doing An excellent service that delivers homes to be proud of; providing quality housing that meets the needs of everyone in the city Reducing the city’s environmental impact in order to improve people’s quality of life now and in the future Environment Housing Improving outcomes and life chances for all children, particularly vulnerable children through early intervention Expanding direct choice for adults in need of care to better meet their needs in the 21st century Adults Children, Young People & Families Achieving significant savings through better procurement, an "Amazon.com" style of ordering, greater compliance with corporate contracts and more consistent financial information Putting the customer first ; a single record allowing integrated responses to customer needs, easy tracking of service requests and better service standards Customer First Corporate Services Transformation Workspaces that support agile working and provide a better staff environment to help deliver improved services to our customers Helping the Council to make best use of its people resources and improve performance through live management information and corporate behaviour standards Improving the way that we create, manage and use our wealth of information Excellence in Information Management Working for the Future Excellence in People Management

7. We created a method covering the entire business transformation lifecycle - CHAMPS2, providing: A vision-led, benefits-driven delivery approach for the programmes A structured approach for radical change A single language for all those involved across all functional boundaries, client and consultant teams A truly holistic approach , including business processes, organisation change & technology Risk prevention for major business transformation programmes Reducing cost of delivery and implementation Improving programme planning & added rigour to business cases Quality assurance for the programme management teams CHAMPS2ChangeManagementin thePublicSector

8. CHAMPS2 supports the delivery of tangible transformation outcomes - • Better for the customer • greatly improved services – more responsive and effective • Better for the taxpayer • a far more efficient organisation • an efficient mechanism for achieving change – a return on investment ration of 2.4:1 • Better for the employee • improved job satisfaction through increased clarity about role and contribution and a focus on performance management

9. CHAMPS2 supports transformation in following a number of key themes • True business transformation – redesigning service delivery around customer needs –changing what we do, not just changing how we do • Collaboration – tapping into synergies between councils, partners and other public sector bodies • Smart procurement – better service management, process and tools • Better use of technology – joining up information, promoting service integration and optimising use of telephone and internet • Asset management – assets shaped around service delivery needs • Excellence in people – developing capacity and capability through our staff, providing job satisfaction

10. Cost Value

11. The public sector value chain Elements People, Property, IT, Goods and Services Organisations Management Service Design Quality of Life Results Services Interventions £ £ INPUTS INPUTS PROCESSES PROCESSES OUTPUTS OUTPUTS OUTCOMES OUTCOMES How tosave How to save Choose the most effective Use evidence Stop doing things • Demand less input by: • Remove duplication • Redesign • Lean Mgt (cut rework) • Cost effective access • Reduce complexity • Coproduction Cut supplier prices Cut overheads Cut staff costs Sell assets Increase income Prioritise Limit priorities Remove outcomes

12. Project Management Concerned with Inputs On time To budget Milestones achieved Resources allocated/ utilised Concerned with Outcomes Business case implemented Benefits realised Post project ‘embedding’ activity Culture change Change Management

13. Charismatic Leadership Operationalising Change

14. Innovation Process

15. The myth of innovation

16. The reality of innovation

17. CHAMPS2: a common sense approach Transforming Public Services Initiating Change Realising Benefits Identifying & Planning Transformation Transforming Services Transformation Initiation Visioning Shaping & Planning Design Service Creation & Realisation Proving & Transition Stabilisation Benefits Realisation Strategic Outcome Strategic Need Phase 0 Phase 1 Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 Phase 7 Programme & Project Management Provides a repository for best practice as it is developed within the Council Ensures quality & consistency across the transformation programmes Reduce the cost of delivery and implementation Helps manage programme risk Adds rigour to programme costing Reduces rework & reinvention Provides a structured & professional approach to transformation Improves programme planning

18. CHAMPS2 is a rigorous solution - • specifically for transformation (not for continuous improvement) • complete (end-to-end) and detailed (right down to document templates) • comprehensive (from behavioural change to benefits realisation, from technology to training) • allows phasing to match available resources • flexible to different scales of organisation and programme • tailors information and detail to the audience • Reduces risk and cost by providing clear guidance, tools and techniques • Achieves high standard of programme delivery through quality management framework integrated within the method • Gives leadership control through comprehensive gateway processes • Builds internal change management capability within your organisation

19. CHAMPS2 delivery benefits for Birmingham… Full integration of solutionsfor the business areas: Best practice programme management Programme governance Business process redesign – not just improvement Change management Politically sensitive organisational change Training World-class ICT implementation

20. Unique selling points - • Consistent – in approach and standard to change management and the transformation of services within the public sector. • Extensive – supports large-scale interdependent change. It’s about service transformation. • Comprehensive – a robust solution; covering full service transformation from initial visioning through to benefits realisation. • Flexible - can blend with other management models into the activities that facilitate change - solution can be adapted in whole or part. • Inclusive – for a blend of external / internal capacity to deliver transformation. • Available – for any organisation to deliver transformation. • Proven – has already delivered real cashable benefits within Birmingham City Council.

21. Other Key Features of CHAMPS2 Explores full potential for change Logical and structured approach Rigorously costed and justified business cases Control through extensive gateway process Tracks and delivers the outcomes and benefits Quality management framework Vision-led Benefits-driven Strategic Need Strategic Outcome

22. Benefits • Non–financial - customer satisfaction, reputation • Financial • Cashable - delivering same for less money • Non-cashable - delivering more for same money • Benefits Lifecycle:

23. External Interest in CHAMPS2 942 registered members from 32 countries 849 UK members – 610 from public sector 65 countries visiting website On-line forum Interest from training organisations Interest in Birmingham experience

24. Find out More - www.champs2.info • Knowledge Centre • Flow diagram • Reference Manual • Poster • e-Learning • Training courses: Essentials Foundation Practitioner