Digital By Default Local Government Event - Southwark Cathedral
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Transcript of Digital By Default Local Government Event - Southwark Cathedral
DIGITAL BY DEFAULT
WELCOME#gandlake15
David AshmoreDirector of Business and Customer Service
QUESTIONS
The challenges ahead and how to
tackle themStephen Hughes
12 November 2015
The challenge• Up to further 40% funding cut
• Demographic demand increases
• Pressures from National living wage, pension revaluation, ending of NIC contracting out
• Impact of business rates exceeding central funding, 2017 business rates revaluation, doubling the risk of appeals following 100% local control
The financial challenge
And how to save money whilst
delivering services
Know what you want• Massive change in resources so existing pattern of resource
allocation may not be right for 2020
• Think about Council's priorities and test future service levels against them
• Priorities are not a list of activities and projects - they deliver the priorities
• Ensure that business as usual is included!
35
Enjoy a High Quality of Life
Stay Safe in Clean, Green Neighbourhoods
Be HealthySucceed Economically
Increasing individual’s personal wealth and reducing relative
poverty within the city
Tailored support and protection for the most vulnerable people
within the community – in particular children
Enable people to choose healthy lifestyles and improve their
wellbeing. Resulting in people LIVING WELL
Increase public perceptions of safety and protect vulnerable
people within the city
Reduce health inequalities and mortality across Birmingham.
Resulting in people LIVING LONGER
Create a vibrant low carbon, low waste economy through the best
use of environmental technologies, and ensure that
Birmingham is prepared for the impact of climate change.
Increase employment and economic activity within the city.
Ensuring people have the education and skills to make the
most of job opportunities
Secure cleaner, greener, sustainable neighbourhoods empowering citizens to take greater responsibility for their
environment
Average wage levels
Inspection Ratings - TBC
Environmental Quality SurveyCO2 equivalent emissions
Overall Employment Rate
Life ExpectancyPerceptions of crime/safety
QALY/Survey
•Strategic Outcome
•Sub-Outcome
•Measures
Categories of savings• Slash and burn (Tax payers alliance strategy)• Raise more income• Be efficient (from lean to transformation)• Have someone else do it (from outsource to
volunteers)• Have less to do (prevention and social investment)• Do less (cuts but in line with priorities)
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Some under exploited ideas?
• Exploit commercial opportunities more
• Make collaboration work better - strengthened governance
• Move the co-production boundary
• Find working social investment models
• Fundamentally redesign services
Increase income• Still under exploited• Commercialise Council service streams - like building
control, pest control, advisory services • Deliver social objectives via commercial vehicles -
energy companies, lending to SMEs, property investment including housing companies
• Just make money -advertising assets, renting ducts in the roads, car parking, etc.
The imperative of integrated working
• For example the Better Care Fund: it has to be both about protecting adult social care and increasing acute capacity
• Troubled families: needs effective multi-agency working and a transformation strategy
• Two (three) councils but one workforce - e.g. SODC and Vale of White Horse or Wandsworth and Richmond
• New models needed of:• Working and culture• Commissioning• Governance and public:public contracts
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Big Society?• Volunteers - issues with Trade Unions if more than
complementary ... to be tested• Community capacity, representativeness, and need
to be held to account• Real issues about legislative responsibilities - e.g.
health and safety• Covers tiny areas of spend• Often more expensive provision• Rise of Parishes?
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But ...• All public services are co-produced (e.g. history of bin collection)
• Moving the boundary can save lots of money
• Need a systematic way of engaging with people to get their consent
• Examples: role of carers, home to school transport, digital channels
Have less to do - Prevention• Economic growth as solution to social
problems (a presentation of its own, but saving money means getting long term workless jobs)
• Early intervention instead of crisis support• Tackle underlying issues not just the
presenting problem• Make the work fit the resource
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Holistic investment systems• Early investment in children gives better education
outcomes, better social skills, less anti-social behaviour and crime• See in particular Aos and Washington State• Graham Allen's reports
• More anecdotal evidence that treating the whole person/family reduces public intervention and costs• Basis for troubled families programme
• But ...• Timescales can be long• How do you find extra investment at time of cuts - therefore PbR
etc.• Governance issues
43
44
SOCIAL INVESTMENT MODEL
Local
Integrated
Service
Trust
Integrators
Improved Social Outcomes
Investors
Investors
Investors
Local Providers
LocalProviders
Local Providers
Measured by Independent Assessor
Provide themselves and/or Procure from market
Private investment, Some philanthropic
e.g. ‘Big Society Bank’
Advisory Roles
PublicAgencies
PublicAgencies
PublicAgencies
Reduced Social Cost
SAVINGS
Local
&
National
Commissioning
FundingFunding
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Challenges for Social Investment– Does evidence exist? If not how do you assess
VFM? Who pays for it?– Is there a market for social investment (funders,
integrators and skilled service suppliers)?– Can better outcomes be translated into
predictable cost savings?– Is there enough savings to pay for investment,
interest, profit and risk?– Will the Finance Director sign it off? (Risk
assessment)– Have we made savings already?
Make the work fit the resource• Or stop investing in design and concentrate on
doing it• Gary Belkin’s work creating mental health teams in
Haiti and West Africa• Deconstruct tasks so they are allocated to least
expensive of way of doing them• Quick experiments to reject “dumb” ideas and use
good ones• Use for: social work, planning, public health,
libraries etc• Illustrates need for Leadership everywhere in
organisation & empowerment role.
46
Conclusion• Local authorities have done really well so far
• There are going to be new challenges
• There needs to be a step change in innovation
• But it's not easy!!
QUESTIONS
Digital and Organisational Design
Delivering ‘Council as a platform’
Really transformative digital
Dave Briggs
Digital and Organisational Design
1. Developing a digital-age operating model
• Council as a Platform• Protecting the front line • Enabling sustainable transformative
change• Bringing together digital and OD to
create a single change function
Digital and Organisational Design
2. Redesign services with users at their heart
• Enabling radical rethinking of what we deliver and how
• Employing service design techniques throughout the process
• Always meeting a need, of our customers and of our staff
Digital and Organisational Design
3. Use best of breed technology
• End to end digital services – not putting lipstick on legacy pigs
• Investing in capabilities, not systems• Evolution, not stagnation, of the
existing IT estate
Digital and Organisational Design
4. Support people to deliver change
• Defining the ‘people’ capabilities we need and delivering them
• Developing a local public service lab for innovation
• Ensure people have the tools, techniques and processes to hand to make change happen
Digital and Organisational Design
5. Consume as well as create on our and others’ platforms
• Becoming system leaders• Building platforms and capabilities
for everyone to share• Recognising where others have the
lead and use their platforms and capabilities
Digital and Organisational Design
Lessons we’re learning• Doing things this way is really, really,
really hard• You need air cover at the very top• Bag those savings early• Chuck some tactical bombs• Don’t stop talking, ever
Digital and Organisational Design
Thanks!Email: [email protected]
Twitter: @davebriggs
Blog: http://da.vebrig.gs/
QUESTIONS
COFFEE BREAK
Karen MichaelService Development Team Leader
Vivian DaviesHead of Collections and Credit Control
www.southwark.gov.uk
we can
Digital by Default
Universal Credit - Thinking Digitally
www.southwark.gov.uk
we can
Current Arrangements
UC Change / Impact
Risks
Housing benefit for all council tenants, including those placed in
some forms of temporary accommodation, is paid direct to the landlord [the Council]. This also includes those tenants on
partial HBAROUND 23,000 HB CLAIMS
Housing cost support to any UC claimant will be paid monthly as part of
single payment
Claimants will have to wait for at least 5-6
weeks for their first UC payment
UC will be paid monthly thereafter
Claimant may not have means to pay rent during period when they are
waiting for first payment
Change in payment arrangements – for
council tenants in particular – may present budgeting challenges. Some may struggle to deal with this change
Where a UC claimant has other debts or what they perceive to be more pressing
financial commitments, will they choose not to use their UC payment to
pay their rent?
Where a new claim for HB is made by a Council tenant, the waiting time for first payment is currently
3-4 weeks and a change of circumstances is 1-2 weeks
Housing benefit is paid weekly, reflecting the fact that Council rent
is charged weekly
What we do now
www.southwark.gov.uk
we can
We need to talk ……..• ‘LA’ s share their data across departments’ – They don’t!
– Joined up approach to welfare reform and targeted work has been key
With who
Others areas to engage - where do people present themselves?
• Good working relationship with JCP is crucial • Other departments and key Council Members:
– Adult and Children’s services: Care leavers, Troubled Families – Housing: Temporary/Supported Accommodation, TRAs, TMOs, Resident services – Local Economy: Employment opportunities and support – Community Engagement: VCS/3rd Sector – CCG/PH: Mental Health teams, Family Nursing Practice, GP’s– Commissioning: Commissioning support providers/delivery partners – Legal: Assistance with Delivery Partnership agreements with DWP
• VCS/3rd Sector, community groups, community councils • RSL’s, Private Landlords, ALMOs’ – your Housing providers• Schools
www.southwark.gov.uk
we can
Learning from DPDP KNOW YOUR TENANTS!• Data• Focused intervention and close monitoring of rent accounts
– Nearly half of the total arrears were accrued in the first month/4 week period following migration
• Collection and escalation policies• Consider UC payment cycle to rent payment cycle
– Currently 50% of UC digital claims are made on smart phone/tablet • Advice and support• Financial capability
– Opening and operating a bank account– Mis-handling of direct debits
• Switchback process and Data sharing– Landlord and LA close relationship vital to good process operation – (echoed
from JCP in live running!) Will DWP have the same relationship?– Not enough known about switch backs in UC live/digital running
www.southwark.gov.uk
we can
Some good news
• Positive outcomes tenants reported from DP – it had made them better at money management – it had made them more likely to look for work, hold down a job or
increase their hours– some reported they now had a better standing with their bank
(such as improved credit ratings)
Supporting tenants achieve these positive outcomes will no doubt have a positive
impact on rent income collection, as well as promoting greater financial inclusion and
financial confidence
www.southwark.gov.uk
we can
Preparation and testing
• GIS mapping – using data sources • Engaging relevant stakeholders and
partner organisations • Triage where people present
– USdl trial – Co-location cold hand off doesn’t work
• Target groups to test and trial interventions that work– Hardship fund and Emergency Support
Scheme applicants – Outreach work (GP’s, monthly events,
home visits etc)
www.southwark.gov.uk
ENGAGEMENT What’s the hook?
l
www.southwark.gov.uk
we can
HOW WELL DO YOU KNOW YOUR TENANTS?
www.southwark.gov.uk
we can
How good is our data?
Out of 10…
6
www.southwark.gov.uk
we can
Need to know
EmailHousehold Composition
Bank details Employment/EmployerLifestyle
Phone numbers
Support Needs
Address
Full names
Benefits
DoB
Household
Income
www.southwark.gov.uk
we can
Preparation & Risk Management
Transition
Timetable???
HB Direct
in line with DWP UC rollout
timetable
Preparation
Re-engage with
our customer
www.southwark.gov.uk
we can
www.southwark.gov.uk
we can
UC - what do we know?
• Inconsistencies exist
• Timing
• Arrears spike
• APAs
www.southwark.gov.uk
we can
Rent payment history
=Positive rating
=Access to credit / contracts
The Rental Exchange Experian / Big Issue
www.southwark.gov.uk
we can
Risk Profiling - ExperianCustomer Management
Service • Changes in payment behaviour
• Recent credit applications• Loans paid down
Targeted activity
Different strategiesImproved efficiency
Pace, low level interventions
www.southwark.gov.uk
we can
Staff Skills
Customer Focus
Negotiating Skills
Commerciality
Call R
ecor
ding
Recruitment
NB
Training
www.southwark.gov.uk
we can
THANK YOU - QUESTIONS
www.southwark.gov.uk
we can
DID YOU KNOW….
• UC monthly payment - including housing cost element - will always be calculated based on claimant’s household’s circumstances on date seven days before payment is due – this includes the first payment
• Where a UC claim is made on-line the claimant is required to contact DWP by phone to make an appointment to attend jobcentre within seven days of claim. Failure to do so will result in their claim being closed
• When a UC claim is made on-line the claimant is required to set up an on-line account. The claimant will then be responsible for reporting all changes in their circumstances using their on-line account – including, for example, any change of address, or changes to rent
• Post Office Card Accounts (POCA), known to be used by significant numbers of Southwark residents will not suffice for this purpose
• Where a claim for housing benefit is made late the claim may be backdated for a period of up to three months where the claimant requests this in writing and is able to demonstrate “good cause” for not claiming in time - NB. Decision to limit HB backdating to one month was announced in July 2015 budget and will take effect from April 2016
• Thinking about changing your online offerings to support your UC rollout – taking into account how and where your roll out will happen
• CTR – good relationship with JCP would support this, even if you have not opted to deliver support for UC through a DPA
QUESTIONS
PANEL QUESTIONS
THANK YOU