CHAMPS2 The foundations of Birmingham City Council’s transformation success

Glyn Evans Corporate Director of Business ChangeBirmingham City Council

– 40,000 non-teaching staff– £3.5bn budget (at the

moment!)– Hundreds of services– Thousands of locations– One million residents

We are big!

68,020 Council houses maintained

20,000 tonnes of paper recycled

2,499 km of roads maintained

2,675 acres of park maintained

14,371,230 school meals served

40% of Birmingham owned and managed

Council Tax collected on 390,792 homes

4,174,716 library visits

176,495 pupils taught

Birmingham’s transformation goals

Increased job satisfactionIncreased job satisfaction

Improved efficiencyImproved process efficiency

Step-change in service qualityStep-change in service qualityCustomers

Efficiencies

Staff

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

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

Housing Environment

Children, Young People & Families

Adults

Corporate Services Transformation

Customer First

Excellence in Information Management

Working for the FutureExcellence in People

Management

Achieving significant savings through better procurement, an "Amazon.com" style of ordering, greater compliance with corporate contracts and more consistent financial information

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

Putting the customer first ; a single record allowing integrated responses to customer needs, easy tracking of service requests and better service standards

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

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

Realising more than £2 billion of benefits (£1.5 billion cashable) over ten years for an investment of £670 million

What we are doing

We created a method covering the entire business transformationlifecycle - 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

CHAMPS2Change Management in the Public Sector

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

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

Value

Cost

The public sector value chain

Elements

£ INPUTS PROCESSES OUTPUTS OUTCOMES

People, Property, IT, Goods and Services

Cut supplier prices

Cut overheadsCut staff costs

Sell assetsIncrease income

OrganisationsManagement

Service Design

Demand less input by:•Remove duplication

•Redesign•Lean Mgt (cut rework)•Cost effective access•Reduce complexity

•Coproduction

ServicesInterventions

Choose the most

effective

Use evidence

Stop doing things

Quality of Life

Results

Prioritise

Limit priorities

Remove outcomes

How to save

£ INPUTS PROCESSES OUTPUTS OUTCOMES

How to save

ChangeManagement

ProjectManagementConcerned with Inputs

On timeTo budgetMilestones achievedResources allocated/ utilised

Concerned with OutcomesBusiness case implementedBenefits realisedPost project ‘embedding’ activityCulture change

OperationalisingChange

CharismaticLeadership

Process

Innovation

The myth of innovation

The reality of innovation

StrategicNeed

Visioning

Phase 3 Phase 4 Phase 5 Phase 6 Phase 7

Identifying & Planning Transformation

Transforming Services Realising Benefits

Programme & Project Management

Shaping

& Planning

Design

Service Creation

& Realisation

Proving &

Transition Stabilisation

Benefits Realisation

Strategic Outcome

Transformation Initiation

Initiating Change

Phase 2Phase 1Phase 0

Transforming Public Services

Reduce the cost of delivery and implementation

Ensures quality & consistencyacross the transformation

programmes

Provides a structured & professional

approach to transformation

Improves programme planning

Helps manage programme risk Adds rigour to programme costing

Reduces rework &reinvention

Provides a repository forbest practice as it is developed

within the Council

CHAMPS2: a common sense approach

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

CHAMPS2 delivery benefits for Birmingham…

Full integration of solutions for 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

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.

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

StrategicNeed

StrategicNeed

StrategicOutcomeStrategicOutcome

Vision-led

Benefits-driven

Benefits• Non–financial - customer satisfaction, reputation

• Financial – Cashable - delivering same for less

money

– Non-cashable - delivering more for same money

Benefits Lifecycle:

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

• Knowledge Centre

• Flow diagram

• Reference Manual

• Poster

• e-Learning

• Training courses: Essentials Foundation Practitioner

www.champs2.info

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