Key themes that will be debated will include:
Review, Remodel, Reinvent – 3R Model to build sustainable organisations
Level 1: Departmental-level change
Focusing on internal efficiencies and improvements within existing structures. Continuously looking to streamline work and reduce waste in processes.
Level 2: Transactional-level change
Greater cross-functional working and multi-skilling, and improving ways of working to move away from ‘professional silos’ and toward integrated services for the public.
Level 3: Demand-level change
Where customer demand is understood, analysed and met through new structures and delivery models, and where the demand itself is re-shaped and managed while engaging service users to ascertain priorities.
Where is your organisation? And where should you be going next?
Managing change through the organisational transformation journey
The Change Enablers – Behaviour Change, Business and Commercial Acumen, Situational Leadership, Capacity and Capability.
Whilst new ways of working and delivering services are critical, how do we create a change culture where people embrace risk, use it to lever improvements, challenge norms and are willing to consider doing something completely different?
Delivering the Change – Is there a coherent vision in place and do you have the capacity to deliver? Is there confidence in the organisation that change will occur?
Embedding the Change – The leadership culture is the biggest barrier to reform. We can drive efficiencies from existing services with our existing skills base. Delivering them in a completely different way, with higher levels of risk, commercialism and commissioning, means we need to right skills and leadership approaches to truly embed change.
Managing the people and cultural paradigm: The right staff, with the right culture and right behaviours
Chief Executive Conundrum – What are the ‘right behaviours’?
Unsurprisingly, even in public sector organisations where innovation has been strong it has only succeeded where it is matched by a real focus on the ‘right culture, behaviours and leadership’
Funding reductions, Devolution of powers, Structural change – Recognising the risks in relying on traditional funding streams.
As public sector organisations develop new operating models, they are challenged by the need to balance public value, and public value creation with commerciality. This external focus on public value and the shift in the required skill set means the ‘right staff, with the right culture and the right behaviours’ is essential to the success of any new service delivery model and ultimate survival of the organisation.
Best Practice Case Studies: Showcasing how the public sector has risen to the austerity challenge and developed new and exciting service delivery models to make their organisations more rewarding, relevant and sustainable.
From Surviving To Thriving: Reshaping the public sector will be an innovative, fresh and interactive forum for exchanging new ideas, networking with like-minded peers facing similar challenges and engaging in discussion and lively debate.
Alison Templeton MCIPS, Executive Director, iESE
Alison is a Director of iESE with over 25 years strategic and operational experience in public sector transformation, specialising in major organisational change management and market management in commissioning of services.
Instrumental in the setting up of iESE as the first local government transformation social enterprise, she has a strong commercial way of thinking, coupled with the knowledge and expertise to advise clients in developing new business models and has supported councils to develop and establish new company structures.
Alison has worked with central and local government in Northern Ireland to support the development of the new organisations under the Local Government Reform and in the last 2 years has worked extensively with the new Chief Executives and Members, supporting them through the design and implementation of the Council organisational and governance structures.
During her time with iESE and in her previous role as Director of Procurement in the NHS Scotland, she has been involved in a range of health and social care programmes, working with Councils, providers, ADASS and Department of Health to transform how services are commissioned and how care markets can be reshaped to improve the offering to customers. This has included working in the Transforming Community Equipment programme and the creation of the Care Funding Calculator for learning disabilities and shared lives services.
Alison is passionate about public services and how the skills and behaviours of teams can bring about real change in how organisations respond to customers and employs her strength in interpersonal skills to build very effective relationships with people at all levels in client organisations.
Andrew Larner, Chief Executive, iESE
Having over 25 years experience in improving local public services, Andrew is recognised for his work in designing new ways for delivering public service outcome and delivering changes that achieve those designs. He has significant experience of working in a range of cultures and of the need for and opportunity to deliver change including Africa, China, and India as well as throughout the EU and Central Europe.
Andrew worked in Hungary on a programme to develop the legislation, professional skills and institutions to create and manage the property market, including the IT systems to manage the service and an early use of online learning to train the new professionals. In China Andrew supported a programme to help councils modernise their management systems and use of technology in a time of rapid change. In South Africa Andrew was a part of a programme that helped Councils deal with some of huge issues arising from the requirement to support improvements in the Informal Settlements in the immediate post apartheid environment.
Andrew’s work with institutions around the world has involved the design and implementation of new information systems for a better service to residents and better management by those bodies. This led to Andrew’s interest in copyright, data protection and freedom of information. Andrew’s doctorate on balancing rights in information has helped him lead projects linking together hundreds of local authorities to jointly deliver electronic services. He has extensive experience of delivering these services through public private partnership as well as creating and running innovative public organisations, the latest of which is the Improvement and Efficiency Social Enterprise (iESE).
Andrew holds a First Class Honours in Surveying, a Doctorate on balancing rights in information and is RICS qualified. Andrew can also draw on a wealth of practical experience gained from previous leadership roles in the private, voluntary and academic sectors.
Theresa Grant, Chief Executive, Trafford Council
Theresa is a career public servant with 37 years’ experience in Local Government in both Ireland and the UK. She has spent several of these years seconded to roles with the private sector and the Commonwealth Games Organisation.
Theresa is Chief Executive of Trafford Metropolitan Borough Council since 2011 and also currently Lead Chief Executive for the Employment & Skills portfolio for the Greater Manchester Combined Authority (GMCA) region, including the Working Well and Mental Health to Work pilots and co-commissioning of the future DWP Health to Work programme. Theresa is also GMCA Lead for Improvement and Efficiency and Procurement Hub.
Theresa is a Trustee of the Halle Orchestra and a Trustee of the Irish World Heritage Centre Charity in Manchester.
Donna Hall, Chief Executive, Wigan Council
Donna Hall has been Chief Executive at Wigan, the second largest council in Greater Manchester for the last four years. Despite £100 million of cuts, Wigan has been voted by 72% of its staff as the best council to work for in the UK. Donna leads on Public Service Reform in Greater Manchester and was awarded a CBE for services to local government in 2009. Donna initiated a major programme of reform in partnership with residents, The Wigan Deal. She is a passionate feminist and has recently won the award for Transformational Leader at this year’s Northern Power Women Awards.
Luke Raikes, Research Fellow, IPPR North
Luke joined the think tank IPPR North (part of the Institute for Public Policy Research) in 2013. At IPPR North he has published papers across a range of policy areas from apprenticeships to transport policy. The main focus of his research is on devolution and the Northern economy.
Before joining IPPR North he worked as an Economic Analyst for New Economy – part of the Greater Manchester Combined Authority. He conducted research into the city-region’s economy, as well as various elements of cities policy and economic development. The focus of his research was on unemployment, skills and wages within the city-region
In parallel, he has been a Councillor on Manchester City Council since 2012.
John Knight, Principal Consultant, iESE
John is one of iESE’s Principal Consultants with over 25 years experience of delivering change in a diverse range of public sector, private sector and third sector environments. He is an Organisation Development professional, with an extensive and proven track record of leading and supporting significant change and organisation development programmes.
John has worked at a strategic and operational level with local authorities at all tiers and across virtually all disciplines, which gives him an inherent understanding of what makes councils ‘tick’. He is challenging and creative in his thinking, and is able to share his wide experience of what works to help a whole range of clients, including numerous chief executives and leadership teams. One of is key strengths is his knowledge and understanding of the tools and techniques that will deliver tangible change and he is skilled at using the right methods in the right circumstances.
He is accomplished at making connections and bringing people together and appreciates the importance of relationships and leadership. John has led complex whole organization re-design projects and is adept at recognising and understanding the people elements of change, where he has led a number of assessment centre reviews in England, Wales and Northern Ireland. His work has been recognized by CIPD and was shortlisted in its 2015 awards.
John is passionate about helping to deliver public value in local government. His background in the public sector has included working in the areas of policy and strategy, marketing, human resources, procurement and finance. He has also recently undertaken the role of interim Head of Corporate Services in a local authority.
Clare has worked in local government since 1992. Her current role at Ryedale District Council includes the management of a range of services including Corporate Policy and Performance, Community Engagement, ICT and the Business Support Hub which incorporates Revenues and Benefits, Planning Support and Customer Access. Clare has been a member of the Councils Management Team for the past 8 years and in her current role as Head of Corporate Services since July 2012.
Clare Slater, Head of Transformation, Ryedale District Council
Currently she is leading the Transformation Programme for Ryedale, ‘Towards 2020’. Working in partnership with iESE on a comprehensive redesign of the Council and its services and implementing the iESE 5D model for transforming the Council, the aim is to ensure savings are achieved by driving out waste but also to ensure they will meet the needs of their residents into the future.
Clare lives in York with her family and with a background in Architecture and Furniture Design enjoys making things.
Nichola Murphy, Head of Process Improvement Unit, Police Service of Northern Ireland
Nichola has over 17 years of Organisational Change Management experience across a wide range of organisations in both Public and Private sectors. Previously a Senior Consultant with PWC for 7 Years working with Performance & Improvement Division in Belfast. Nichola joined PSNI in 2006 where she designed, developed and led the Process Improvement Unit, an internal consultancy structure within the Police Service of Northern Ireland for 10 years. The main objective of this role was to provide strategic direction and delivery of key, large scale strategic projects which delivered service improvement against a backdrop of fiscal constraints and reducing numbers of personnel. Benefits realised ranged from, redesigned demand management processes, improved service delivery and significant financial savings.
Nichola has recently taken over the PSNIs Firearms & Explosives Branch, instigating a major change programme to transform how services are delivered.
Ted Twaalfhoven, founder and CEO of Engage Process, The Netherlands
Ted got involved in process management in 1989. While working in Aerospace in the United States, he became part of a team introducing World Class Manufacturing principles in several factories. The companies the team worked with dramatically improved their service performance whilst reducing their costs. In 2008 he started his own company and soon got involved with local governments. As times were turbulent for local governments in these times, they had the same goals as we experienced in industry earlier: A squeeze in budget and need to improve service levels and offer new services. Currently Ted and his team work with 70 local government organisations in The Netherlands and an even number of SME and large companies in Healthcare, manufacturing and finance.
Marie Buckley, Director of Network Development, LABC
LABC is the umbrella organisation which promotes and represents all Local Authority Building Control services across England and Wales. As Director of Network Development Marie is responsible for the integration of service providers into the network and leads LABC’s service performance and transformation consultancy work. LABC provides guidance and practical support to authorities seeking to improve and develop their building control service or adopt alternative models of service delivery or establishment.
Marie has an in depth knowledge of the property & construction sector and extensive commercial marketing and business development experience, working in both the private sector and local government. Marie has been instrumental in winning and delivering major projects with the LABC network including BSF schemes, major commercial developments, roll out programmes and the Olympics programme.
Max Wide, Strategic Director of Business Change, Bristol City Council
Max Wide is the Strategic Director of Business Change at Bristol City Council. Previously, Max worked for the Local Government consulting firm IMPOWER, where he led their work on Children’s Services Partnerships in Sandwell MBC and Doncaster. Max’s career began in welfare rights and led, through working with the homeless in the third sector, to Local Government. As a published author, Max has written extensively about Organisational Development, Cultural Change and Leadership in Political Environments. Max also spent six years at BT Global Services as Director of Local Government Strategy and has been recognized by LGC as one of the top thirty most influential voices in Local Government.
Neil Goulbourne, Deputy Director of the Strategy Group, NHS England
Neil is currently a Deputy Director in the Strategy Group at NHS England. A former GP, with 10 years of experience as a doctor, he carried out a range of roles in clinical leadership and governance in both provider and commissioning organisations, before moving to Virgin Care in 2010. At Virgin he developed extensive commercial experience, by creating and leading a team whose role straddled business development and service delivery. His responsibilities included innovation, service design, insight and strategy.
Steve Mullineaux, Group Manager – Support Services & Customer First, South Hams District Council, West Devon Borough Council
After 24 years working in BT Global Sales and Service, Steve spent 9 nine years at Blackburn with Darwen Borough Council, as head of service across a number of areas, including Housing Benefits, Customers Services and IT. Steve relocated to the Southwest in March 2015, to take up the position of Group Manager Support Services in a shared service for arrangement for South Hams District and West Devon Borough councils. As well as being responsible for HR, Finance, IT, Legal, Audit and Design services, Steve is also running the innovative T18 transformation programme across the 2 councils, the £4.5 million programme will deliver annual combined savings across the authorities of £3.3 million. The programme uses a single technology platform, lean processes and innovative recruitment of staff against behaviours to drive channel shift to enable both councils to continue to deliver all services whilst meeting the funding challenges head-on.
Cilla McKay, Account Director, Blue Sky Public Service
Cilla is highly experienced in Organisational Development and Change Consultant, with specialist skills in transformational leadership, employee engagement and communication. She is a strategist, using intuition and developed problem solving skills working with sales, service and leadership teams, to mentor and support them to achieve greater organisational success. She has considerable experience in the Public sector and supporting cultural and service transformation projects.