Transforming the way we work - Leicestershire County Council · 2017-03-22 · Transforming the way...

Transforming the way we workAnnual progress report on the Commissioning & Procurement Strategy

2016/17

2 Commissioning & Procurement Strategy

Contents

Introduction .......................................................................................... 3

Baselining our performance ......................................................................................................4

Focusing on our principles ...................................................................... 5

Making decisions based on evidence ....................................................................................5

Understand and challenge needs and manage demand ..........................................................6

Taking an outcomes based approach to commissioning ..........................................................8

Challenge and review service delivery (make, shift, buy, share, stop) ........................................9

Enhanced commercial approach ..........................................................................................10

Collaboration .....................................................................................................................10

Innovation in performance management: ..............................................................................11

Enhance sustainability ........................................................................................................12

Delivering our strategy ........................................................................... 14

Our commissioning framework ............................................................................................14

Our operating model ..........................................................................................................14

Evolving the role for Commissioning Support / Supporting our commissioners ...........................14

Next steps ............................................................................................ 15


Introduction

Our aim for effective commissioning:

“Making the most of all the resources available – not just our resources – but those of our partners, suppliers and communities to make the biggest impact we can. In doing so we will be able to promote independence and community resilience and yet still be there when needed the most.”

Last year we reported on the progress achieved one year in to our Commissioning Strategy.

We are now two years along our journey.

The challenges faced have continued to mount and the budget deficit increase. Through a robust approach to the commissioning of services we need to find a further £66m of savings to keep the books balanced.

£500m

£400m

£300m

£200m

£100m

£0m2016-17 2017-18 2018-19 2019-20 2020-21

Growth£66m

Inflation etc.

2016-17 spending

Business Rates

Government Grant

Council Tax

2% ASC Precept

£59m £60m£11m£7m

£20m

£258m

£10m

£37m

£246m

£5m

£347m £347m

£61m

£28m

£11m

£9m

£264m

£15m

£62m

£272m

£21m

£347m

£37m

£19m

£347m

£52m

£281m

£22m

£49m

£25m

£347m

This report highlights some of the achievements we have made over the last year and the steps we have taken to get closer to our aim.

Expected Funding (Green) v Spending Requirement (Blue)


Baselining our performanceThe charts below show how we have been utilising our resources to deliver better outcomes for Leicestershire people.

Total spend 14/15

Total spend 15/16

Total spend 16/17What these charts don’t show and what shouldn’t be underestimated, is how through our approach to commissioning we are utilising this spend to leverage the total resources available to us - Be that encouraging communities to help themselves or through joining up with other Public Sector commissioners to leverage the estimated £6bn of wider public sector spend in Leicestershire. Examples of how we are doing this are contained in the following pages.

64% £354m

36% £196m

£550m

Third party spend

Employees

71% £396m

29% £165m

£561m

Third party spend

Employees

69% £373m

31% £167m

£540m

Third party spend

Employees

Savings achieved in the period 2016-2017

Over this last financial year, we have managed to save in excess of £26m. The pressure however, is set to continue in the period to 2020.

Forecast savings to 2020

We continue to seek out efficiency savings and have placed a spotlight on how we can increase our income. Where service reductions are unavoidable we’ll be clear with our intentions and seek feedback through our consultations.

We benchmark our overall commissioning performance through local best practice forums as well as through participating in and comparing ourselves against national initiatives. For example -

Last year we reported on how we were incorporating the approaches contained within the National Procurement Strategy for local government from a purchasing perspective. This year we have been benchmarking our performance against the National Audit Office Contract Management framework. Through this benchmarking we’ve identified some good practice that we already have in place as well as plans for further improvements (further details are contained on page 12).

We will continue to seek out other nationally recognised initiatives and continue to benchmark and improve our practices wherever possible.

£1.7m

£25m

Income Efficiency savings and

service reduction

£3.3m

Income To be identified

£23m

£40m

Efficiency savings and

service reduction


Focusing on our principlesOur strategy sets out eight key principles of good commissioning. Under each principle we committed to taking action and steps to improve the way we work. The following section details just some of the great work that has been happening over the last 12 months and also some details of our ambitions for the future.

Making decisions based on evidenceMaking decisions based on evidenceLast year we reported on the establishment of our Business Intelligence team and the establishment of our Data and Business Intelligence Strategy.

This year we have been working on further embedding a culture of evidence based decision making by investing in data analysis and visualisation software. Our investment in Tableau means that 500 managers across the organisation will be able to access, manipulate and interrogate a wealth of data from a range of sources through easy to understand visualisations…


We are still in the early days for the roll out of this software, but so far we have been able to identify several quick wins.

Through reviewing data from the customer service centre we’ve identified call patterns and call request types. This data has then been used to help us optimise staff work patterns.

Staff within Highways Operations are in the process of reviewing at the touch of a button information relating to the 130,000 gulleys that get cleaned across Leicestershire. Staff can now identify when they were last cleaned, how much waste was extracted from each gulley and how often problems with drainage are reported in that area: From this we are developing work programmes that prioritise resources on those gulleys prone to filling up quicker.

Over the course of the next 12 months we’ll be rolling out training to help unlock the potential this software has to help our commissioners by tapping into the wealth of data we have to make better informed decisions.

Working in partnership with Leicester City Council we’ve been undertaking an assessment of future options for residual waste treatment and disposal. We invited suppliers from across Europe in to talk with us about emerging waste technologies and the potential treatment and disposal options emerging. Using an evidence based approach. We identified that an interim plan to take us to 2028 would allow time for the technologies to evolve and also provide the opportunity for us to negotiate savings with our supply chains.

We said within our strategy that we would share our data and business intelligence with our partners to help plan and design service delivery. Working jointly with Rutland County Council and the NHS we’ve procured some new software to help us assess the need for and roll out of Health Checks.

Based on 2015/16 data, an estimated 219,144 Leicestershire and 12,147 Rutland registered patients are eligible to receive an NHS Health Check. Local authorities have a statutory obligation to make arrangements for everyone eligible aged 40 to 74 to be offered a NHS Health Check once in every five years. This year, working jointly with Rutland County Council we procured an information system to support the operational process, performance and effectiveness of the NHS Health Checks Programme. The solution allows GP practices to focus on cohorts at the highest risk as well as allowing commissioners access to data collected by the GPs and use this within their epidemiological reviews and service design.

Understand and challenge needs and manage demandAs part of our approach to demand management, we recognise that early help is fundamental in tackling the root causes of problems as soon as they arise. This is critical to improving people’s quality of life. We want to break down the cycles which can affect families negatively preventing problems from escalating and reducing the need for services.

We recognise that by helping people and communities early, we can also reduce the money we have to spend in acute services – such as specialist help, hospital stays or support in a crisis. Investing in early help to prevent problems from getting worse will be better value for money in the long run.

In June 2016 the Cabinet approved our new strategy for Early Help and Prevention (EHAP). The Strategy contained our vision, the principles we would work to and the key work streams that will be put in place to deliver the strategy.


Vision for Early Help and PreventionBy 2018 we will have a comprehensive offer for community-based prevention, funded by bringing together all the resources available to local councils and partners.

This will include a core menu of preventative services that will wrap around individuals and communities, as an essential component of the model of integrated care. As part of this, every opportunity will be taken to improve health and wellbeing, support vulnerable people, maintain people’s independence, manage demand, and address the wider factors which can impact on health and wellbeing.

To support our strategy in delivering this vision, the following activity is underway:

• Commissioning: We are reviewing our approaches to commissioning and contract management, to make sure that our practices are as consistent and financially efficient as possible. Through such an approach we are anticipating savings in excess of £1.5m

• Review of Children’s Services: We are seeking opportunities to further align with other Local Authorities that are reviewing Children’s Centre provision without significantly reducing the offer to service users. We are also seeking opportunities to ensure that the Supporting Leicestershire Families and Youth Offending Teams work efficiently together to reduce anti – social behaviour.

• Communities Strategy: We are refreshing our Communities Strategy to focus on 2 key areas: (1) we will be harnessing the skills, knowledge, connections and potential which already exists within communities and (2) we will be focusing on social action- recognising when people come together and act, they can improve their lives and solve the problems their communities face.

• Workforce development: We are working to ensure that our approach to Early Help and Prevention is understood and embedded across the council, so that this becomes the “Leicestershire Way”.

• First Contact Points / information and Advice: Through this workstream we are ensuring that our approach to Information and Advice is clear and complementary, reducing duplication where this may exist.

• Partnership: Linking directly in with the commissioning workstream, we are working with our partners to share appropriate information and and join-up activities, taking an integrated approach to early help and prevention..

• Assisted Living Technology: The benefits of investing in Assisted Living Technology are clear. We’re looking at the opportunities to join up with districts to provide better economies of sacles and a simpler and more consistent service for residents across the County.

• Local Area Co-ordination: Central to our approach of meeting need at community-based level at the earliest opportunity is the role of Local Area Co-ordinators (LACs). Last year we reported how we had been piloting LAC to connect people with services, support information, advice and guidance in their local area. Our LAC pilot has been so successful that we are currently investigating the feasibility of rolling out such an approach on a much larger scale.

Through implementing our strategy, we’ll be able to help people maintain independence for longer, prevent wherever possible the need for our intervention and in doing so, manage the demand on our services.


Taking an outcomes based approach to commissioningIn our strategy we committed to instilling an outcomes based approach to commissioning. Last year, in recognition of a shift to such an approach, Cabinet approved the development of a Single Outcomes Framework to replace the current strategic plan in 2018. Since then officers have been busy developing the strategic vision and high level outcomes we should be working to.

So what?Why?

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What?

Performance OutcomesHow well we do the things we are responsible

for (i.e. how well does the Council run?)

Population OutcomesWhat things are like for the people of

Leicestershire (i.e. what is different for our population?)

What does success look like?

Outcome Based Accountability(Turning the Curve)

IndicatorsHow we know we have done

well or badly

Performance MeasuresHow we know how well

we are working

The benefits of outcome-based commissioning, which will be reflected within the revised Strategic Plan, will mean:

• A focus on the real difference being made to citizens, communities and businesses and not just on short-term outputs or processes.

• Having a long-term vision and medium and short-term actions.

• Activity and spend focused on achieving real and lasting benefit for Leicestershire people.

• Better integration across and between Council Departments by directing effort towards an agreed set of outcomes.

• Aligning Council activity to shared corporate outcomes/vision and to national frameworks.

• Better integration of Council activities with the third (voluntary and community) sector and other partners.

• Helping politicians to make difficult decisions about decommissioning services.

• Being better able to identify inter-dependencies between services.

• The potential to measure the extent to which Council budgets (and others in the public sector) is being spent on delivering outcomes.

• Providing a framework for commissioning and for in-house delivery

• The potential to widen the approach to include other partners

We said within our strategy that we would work with our citizens, partners and service users to define the outcomes to be achieved. To help deliver this, we’ve invested in outcomes based commissioning training for our staff and established cross departmental working groups and champions to develop the outcomes.

Over the course of the coming months we will be engaging our partners and consulting on the proposed outcomes… but the work won’t stop there. The shift to this new delivery model will mean fundamentally changing the way we operate. We need to re-design


our business planning and reporting processes, we need to revise the way we govern and we need to embed this approach within our organisational values, cultures and behaviours. To drive this forward, we have established a project group and delivery structure.

Challenge and review service delivery (make, shift, buy, share, stop)Within our strategy we committed to assessing all delivery options on a level playing field and on their individual merit for achieving best value. Last year we reported on how we had been benchmarking the costs of internal delivery of our street lighting programme and made the decision to invest in internal delivery as opposed to outsourcing.

This year we’ve been looking in detail, for example, at how our Recycling and Household Waste Sites are run. At present these are managed via an outsourced contract that is due to expire in Summer 2017. A full options review was conducted to asses various delivery models ranging from a fully outsourced managed service to full in house delivery.

Following a detailed analysis, Cabinet approved the decision to in-source the contract for full local authority delivery. Bringing this contract in-house will allow us to save £400,000 each year. In addition to cashable savings, in-house delivery will give the council more control over the service. This will permit greater flexibility in its delivery both in response to future efficiencies and the changing needs and expectations of customers and, as costs are expected to be lower, will allow higher service levels to be maintained than if the Service was commissioned from the market.

We’ve also been reviewing how other services such as our Smoking Cessation Service are provided. The County’s Smoking Cessation services, whilst a high profile cornerstone of Public Health services, are not statutory services. Therefore, in light of the significant efficiency savings needing to be made to ensure other statutory obligations remain fulfilled, a review was conducted into how such a service could be provided in the future. It was recognised that whilst not a statutory requirement, complete de-commissioning (stopping) of this service would lead to cost pressures

elsewhere in the health and social care system further down the line. The review recognised the changing landscape of Public Health and the way in which efficiencies could be realised through greater targeting of services and through broadening accessibility to make more use of telephone, text and electronic contact (e.g. Skype) rather than limiting it to face-to-face. To support this approach and allow for greater flexibility to evolve the service, the decision was taken to cease external provision and bring the contract in-house for internal delivery. The project will realise a saving of £1,030,000 each year starting with £620,000 in 2016/17.

Within our strategy, we also said that we would be challenging the status quo by, investigating and robustly interrogating how we can best manage demand and leverage the capabilities of alternative delivery models.

Over the last year, we’ve been assessing the benefits, risk and opportunities of establishing Alternative Delivery Models such as wholly owned Local Authority companies. As our organisational knowledge and understanding of such models develops they will continue to be a consideration in helping us identify further efficiencies in our delivery.

Necessity has meant that we are increasingly having to de-commission several of our services. To ensure we are doing this in a robust way, we’ve set out a corporate approach to the de-commissioning of services within our commissioning toolkit and have rolled out training to those staff that may need to de-commission services.

Stopping doesn’t always mean ceasing completely. It can just signal a change in approach. In February of 2016 the decision was taken to close Greengate Children’s home. The resulting closure has saved us approximately £400,000 per annum, but more importantly it is a step in our strategy to ensure that more of our Children are placed with families as opposed to in institutions.

As we continue to strive for better outcomes for the people of Leicestershire we will continue to review and challenge the way in which our services are provided.


Enhanced commercial approachLast year we reported on the establishment of the Traded Services Project. Over the past 12 months, with an appointment to the Head of Commercial Services that project has been progressing in earnest.

Work on establishing the foundations of Leicestershire Traded Services has been taking place:

• We’ve brought together all of our traded services in Corporate Resources into one business unit to allow for clear lines of accountability and the establishment of a clear sales and account management structure;

• Each of the services we trade has been critically reviewed to fully identify our products, our cost bases, how profitable each service currently is and where opportunities for both future efficiencies and future growth might come from. From this, firm plans are being put in place to show how each service will contribute to our target of generating an additional £2m net income per year in the period 19/20.

• We’ve developed our branding and established an online platform – LTS online that allows existing and potential customers access to our full catalogue of services.

As we build on the successes to date and plan for the future, over the next 12 months we will be:

• Considering the clustering of services that have the same traded customers but sit in different departments;

• Identifying, developing and investing in new trading activities;

• Continuing to explore new governance models such as a wholly owned Local Authority Trading Company and the benefits these may offer;

LeicestershireTraded Services

CollaborationLeicestershire has a strong track record of collaborative working. During 2016, a dedicated programme team made up of representatives from the County and District Councils worked intensively with stakeholders to deliver a business case for the Light Bulb Project.

The Light Bulb Project will transform housing support and deliver significant savings to the wider health and social care economy. This transformation has focused on the achievement of three key changes to the frontline offer.

1. A single point of contact or referral;

2. A single, broader assessment process which will be accompanied by a case management service;

3. A broader offer of housing support and advice with access to handyperson services, cost effective recycled furniture, affordable warmth advice and practical support including housing based assessment services and minor and major adaptations.

Light Bulb aims to eliminate housing related hand offs between organisations and bureaucracy. Light Bulb is working to make all housing support services easier to access, better targeted, stigma free, tenure neutral, more efficient and more effective.

The pilot projects through Lightbulb have already demonstrated the potential for us to save around £1.9m per year for the health and social care economy in Leicestershire.


We’ve been working in partnership on a national level. We are leading the Local Government Association’s Strategic Supplier Management project for the ICT category of spend. The objective of the strategic supplier management workstream, building on the commitment made in the national procurement strategy, is to develop a national approach to managing relationships with local government’s key suppliers. Through leveraging our combined spending power and coming together to act as one voice for local government we aim to secure better deals and increased added value.

Development of a Whole Life Disability strategyWe want to make it easier for disabled people of any age to live healthy, safe, independent and fulfilling lives in their own communities - with greater employment opportunities, better health and community relationships, and more control over support. Our aim is to work with partners from the NHS and District Councils to create an integrated strategy to enable this.

By working together, we can align services, reduce duplication of effort and create efficiency savings and ultimately, better meet people’s needs. It also builds on the successful joint working and pooled budgets already in place.

To do this, we’ve carried out a review, refreshed plans and set up a dedicated project team. Made up of staff from across the council, the group reports to a board comprising Corporate Management Team members.

During 2017, significant work will take place to develop our strategy. Involving professionals and children, young people and families in shaping this is key and a number of initial workshops have been planned to take this forward.

We said that we would look to implement a “whole area” approach to public services. Working with 18 other public sector bodies including the emergency services, health, education, the city and district councils, we’ve submitted a bid through the Governments “One Public Estate” Programme to progress a number of key initiatives. The initiatives range from ways in which we can collectively reduce our carbon footprint to looking at how we can bring our property related supply chains together to gain economies through scale. Through working in such a collaborative approach, we are aiming to reduce revenue expenditure, increase capital receipts through the sale of surplus land, release land for development opportunities and collectively reduce the carbon footprint.

We said we would support the Voluntary and Community Sector (VCS) in their efforts to collaborate. Working jointly with Clinical Commissioning Groups, we have recently completed the recommissioning of our County Infrastructure Organisation (CIO) contract. The CIO contract is designed to support frontline voluntary and community groups and organisations in Leicestershire to enable them to deliver their missions effectively. There are over 2,366 VCS groups across Leicestershire that play an active role in supporting:

• children and young people,

• older people, and,

• people with physical disabilities and/or special needs.

A thriving VCS is essential to society and the evolving role of our communities. By investing in the VCS we are able to reduce demand on our services by helping our communities to help themselves.


Innovation in performance management:Last year we reported that, through a re-structure of our Commissioning Support Unit, we were establishing some dedicated posts to focus on developing our approach to provider and contract management. We have successfully recruited to those posts and now have a team of contract and supply chain management specialists working to improve our practices.

Working to the National Audit Office best practice contract management framework, we have been assessing our contract management practices :

As a result of the review we have identified further actions and put in place clear plans to improve our practices:

Key recommendations and next steps:

• To identify and foster innovation we have a series of innovation workshops planned with our key suppliers whereby we are inviting them in to discuss new ways of working with us to become more efficient.

• To ensure accurate performance reporting of our key contracts we are designing performance dashboards which will be reported to our departmental management teams on a quarterly basis.

• To share best practice we are establishing a contract managers forum to help link contract managers together and discuss issues;

• We are clarifying what is required of Contract Managers and ensuring we appoint the right people for the job;

• Where existing contract managers are in place we are looking to roll out a “passport to practice” – ensuring that before anyone is given the responsibility of managing a contract they are provided with detailed training and know where to access the support they need;

• We are investigating the feasibility and potential benefits of centralising certain contract management activities;

• We are updating our central contracts register and mandating that all contract documentation be uploaded;

• We are improving our guidance and tools available to contract managers – to ensure they have the right tools and templates to help them do their jobs;

• We are working to ensure smoother handovers between procurement and the handover to the contract management.

As part of our ongoing drive to ensure our services are resilient and can stand up to the ever changing environment we find ourselves in, our business continuity team have continued working hand in hand with contract managers and our key suppliers to implement and test robust BC plans.

We said we would manage our internal provision with the same rigour that we apply to our external supply chains. We’ve been working on developing Service Level Agreements between our commissioners and our internal providers. We are piloting an approach firstly within Highways and Transportation that we hope to roll out wider over the coming months.

Planning and governance

People

Administration

Relationships

Performance

Payment

Risk

Contractdevelopment

Supplierdevelopment

Supplierrelationship

management

Marketmanagement

Good Practice

Framework


Enhance sustainabilityAt the heart of all our decisions should always be the emphasis we place on using our position to leverage opportunities for social, environmental and economic sustainability.

Our responsibility as commissioners extends beyond what we buy but also into how we can influence the population of Leicestershire to change behaviours. This year we were successful in securing over £3million revenue funding from the Department for Transport’s Access Fund to further invest in sustainable travel initiatives. So far, we’ve spent £3.3m on the Hinckley Area project to create a walking and cycling network and improve bus stop infrastructure to encourage a wider choice of travel modes. This investment will not only reduce congestion (therefore improving access to and across Leicestershire and in doing so improve our economy), it will reduce Leicestershire’s carbon footprint and facilitate opportunities for healthier travel options. In making it easier for more people to walk and cycle we are also improving the health outcomes for our citizens. This in turn will lead to a reduction in the need for our services further down the line as people are better able to stay well for longer.

We are continuing to investigate ways in which we can Implement our Carbon Management Plan & Property Energy Strategy. Already our Biomass boiler and the PV cells we’ve put on the roof of County Hall has increased our share of energy produced by renewables to 5.5% of energy used. Carbon emissions for natural mains gas have reduced by 23% and electricity carbon emissions have reduced by 6%.

Should our bid for funding to progress the Glenfield Combined Heat and Power project be successful, following a capital investment in the delivery of the scheme, we anticipate annual energy savings of circa £430,000 and a reduction in Co2 of 6.3% across the LCC, UHL and LPT estates. Whilst this project is currently only focused on the land around County Hall and Glenfield Hospital, the outcome of the project and the lessons learnt will allow us to develop plans for similar projects across the county.

We are continuing our focus on sustainable economic growth. This is being delivered in a number of ways:

1. By bringing in investment to support the continuing intentions of others and to help achieve the Leicester and Leicestershire Strategic Economic Plan priorities.

Examples of how this will continue into 2017/18:

– LEADER – The County Council has secured EU funds to invest in businesses and communities in the rural areas of East Leicestershire.

– Broadband – The Superfast Leicestershire project will continue into 2017 taking coverage to 96% by the end of the year.

– Collaborate for Business Growth – The County Council is a delivery partner for this £7m ERDF project and will specifically help deliver sector support for the Creative Industries through Creative Leicestershire, tourism and logistics and distribution.

2. By shaping and coordinating relevant Council services through the Council’s Enabling Growth Plan and Infrastructure Plan so that they contribute to delivery of the corporate economic priorities and support future growth. Priorities for 17/18 are covered in these plans and in the relevant departmental commissioning plans.

3. By influencing plans and commissioning intentions of other bodies. Identifying the levers we have to bring about change:

– Midlands Engine (incl. Midlands Connect)

– Combined Authority (once established)

– Strategic Growth Plan

– LLEP Strategic Economic Plan refresh for 2017

– District Economic Plans


As well as the big schemes and strategic plans, we’ve been making smaller, tactical changes to the way in which we commission. We’ve changed our internal Contract Procedure Rules to oblige commissioners to invite a minimum of 1 Local supplier (where possible) to submit a quotation for any work being procured.

To develop Local supplier’s awareness of our contract opportunities and their ability to bid for this work we’ve also been taking an active role in attending and presenting at a series of meet the buyer’s events across the East Midlands, including: The Leicester Business Festival, The Federation of Small Businesses meet the buyers events and the East Midlands Chambers of Commerce events.


Delivering our strategy

Our commissioning frameworkLast year we reported on how we were developing a Commissioning Framework. Work on this has been developing at pace over the last 12 months. Earlier on in this report (see taking an outcomes based approach) we discussed how we are progressing our framework and directly linking this to an outcomes based approach that will link all commissioning activity together across the council with that of our partners. This is a fundamental shift in the way we operate. Once implemented it will change the way we think, act and conduct our commissioning.

Our operating modelWe previously reported on how our Environment and Transport department had re-structured to align themselves to a new way of commissioning. Over the course of this year, the Adults and Communities department have also been looking at how they are structured and how best they might re-design to face the commissioning challenges and opportunities presented through the health and social care integration agenda. Work on organisational redesign wont stop there – we’ve already started work on looking at how we are structured to commission our Children’s and Families services. Further work will take place over the coming 12 months to align with the wider organisational approach.

Supporting our commissionersTo help our staff with adapting to the new ways of working, we’ve just completed the roll out of training provided by the Chartered Institute of Public Finance Accountants. The training was ran over a 6 month period and provided to over 150 staff. The following topics were selected to reflect the aims of our strategy:

• Commissioning for Outcomes;

• Co-Production;

• Market Development;

• Commerciality in Commissioning;

• Contract and Supplier Management;

• De-commissioning;

As a result of this training, our staff are better equiped and more confident in addressing the commissioning changes we face.

Although the formal training has now finished, we intend to build on the organisational learning through continuing a programme of best practice sharing “Lunch and Learn” sessions and following up on specific areas of interest with further tailored training packages.


Next stepsWe made some bold commitments in our strategy and have followed these up by delivering significant progress. This progress should not only be measured in the savings we continue to achieve and the increased value we obtain for tax payers, but in the outcomes we deliver for the people of Leicestershire.

Whilst the widely reported political changes of the last twelve months may be casting uncertainty over what the future holds; we can be sure that the pressures on Public Services are only going to increase as demand continues to rise. Our approach to tackling the issues will be pragmatic, evidence led and dynamic. There are still a lot of improvements we need to make: The continued hard work and efforts of our staff is central to delivering this. We’ve made a strong start but there is still much ground to cover and we need to cover it at pace.

In addition to maintaining the momentum we have built, the focus of our efforts over the next twelve months will be targeted on the following:

• Developing, consulting on and embedding our vision for a Single Outcomes Framework for Leicestershire;

• Further re-structure and organisational development to aid in delivery of our aim for effective commissioning;

• Getting better value from our contracts and developing more robust contract management procedures;

• Improving our approach to planning - We recognise that improvements need to be made to the way in which we plan our commissioning and procurement activity to ensure timely delivery;

• Developing our approach to joint working - We understand that lessons need to be learned from our approaches to joint working with other partners so we can maximise future opportunities;

• Continued innovation in the way we commission our services. In doing so we’ll leave no stone unturned and fully investigate the different delivery models that are available to us.

We will continue to report our progress in achieving our goals to the Corporate Management Team and ensure we are focusing our efforts where they can make the biggest impact.

Transforming the way we work - Leicestershire County Council · 2017-03-22 · Transforming the way...

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Transcript of Transforming the way we work - Leicestershire County Council · 2017-03-22 · Transforming the way...