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Most innovative service delivery model

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Service delivery

Service delivery

 

Essex CC

Community Agents Essex is a network of agents who enable people most likely to need health and social care support to help themselves before needs reach crisis level. It is delivered through a partnership of four voluntary sector organisations. Referrals come from social care teams, health colleagues and the community. The agents visit people in their homes and through a structured conversation support individuals to identify what they want to change. The agents use their local knowledge and skills to help people find practical solutions and connections to local networks and community support.

 

Hart DC

The Five Councils is a partnership consisting of Hart and Havant DCs, the latter of which shares management and runs two businesses with East Hampshire DC and Mendip, South Oxfordshire and Vale of White Horse DCs, the latter two of which share staff. It is a service delivery model that sets out a new blueprint for the way services can be procured and delivered across geographically dispersed and demographically diverse councils. This dynamic and flexible model has made savings of more than £40m while providing ‘best in breed’ services.

 

Havering, Newham and Bexley LBCs

OneSource is currently the largest public sector shared service in London and one of the largest in the country. It was originally formed by Havering and Newham LBCs by bringing together 22 services and 1,350 staff. Bexley LBC joined the collaborative partnership in 2016. It provides all professional support services related to ICT, legal, finance, human resources, asset management and business improvement, as well as transactional services, council tax, benefits and business rates. In 2015-16, OneSource saw its operating model fully embedded and a new partner join. It exceeded the level of savings estimated for the year, saving £8.5m.

 

Newham LBC

Newham’s repairs and maintenance service was a typical direct labour organisation but it has modernised and diversified into larger-scale repairs and refurbishment to provide better value for money and customer satisfaction. The service has taken its experience and operational management skills and is now applying these in areas that might not be seen as traditional repairs/maintenance work for a council such as street lighting, housing repairs and modular house building. This approach is saving the council millions of pounds and has provided much-needed affordable homes.

 

Northamptonshire CC

The ‘Next Generation Council’ model is a wholesale departure from the traditional methods of providing public services in Northamptonshire. The transformation creates a small retained organisation that will ‘right-source’ safeguarding and wellbeing outcomes through a federation of social enterprises. On completion, the majority of direct services will have ‘spun out’ from direct council control. The model helps services establish themselves as new organisations, free to work commercially and innovatively to quickly respond to consumer need. This ‘right-sourcing’ of the delivery of outcomes is arguably the most significant remodelling of an operating model in the sector today.

 

Peterborough City Council – Asteria

Asteria is a data product developed by Peterborough City Council that enables users to match people and address data across many systems. Users can also add extra details around ownership, income or services. The council spent a significant amount of time on the product’s engine and the way it could intelligently match and understand. Conceived, designed and created internally, Asteria, which uses advanced methodology and technology, fundamentally changes the role of local government from a consumer of software to a developer.

 

Peterborough City Council – library services

A public consultation on library services revealed that Peterborough’s residents were well-versed in self-service book loans and would value extended opening hours. The council implemented technology that allowed it to extend its opening hours, with core staffed hours and additional hours without staff where residents could access libraries using keycards and check books out through self-service kiosks.

 

Stockport MBC – adult social care commissioning

Stockport’s adult social care commissioners recognised that to balance the budget, manage increasing demand and achieve improved outcomes a radical approach to commissioning was required. Stockport decided to decommission more than 60 separate voluntary and community sector and housing services and to design a system based on alignment and trust, relationships being central to working collaboratively to achieve shared and agreed outcomes. More than a year on, the new offer in Stockport is generating evidence of the value of collaboration and alignment in a transformed sector.

 

Stockport MBC – Stockport Family

Stockport Family is a single service that aims to provide the highest quality support to children and families. It integrates a variety of services including children’s social care, health visiting, school nursing, midwifery, youth offending, the children’s disability partnership, the parenting service, drug and alcohol services, early years and more. Strong relationships and the development an integrated ‘team around the school’ are at the heart of Stockport Family. Breaking the intergenerational nature of underachievement and disadvantage is achieved by all staff taking a whole family, asset-based approach.

 

JUDGES

Gavin Jones, chief executive, Essex CC

Lesley Seary, chief executive, Islington LBC

Dennis Skinner, head of improvement, Local Government Association

Simon Warren, interim managing director, Reading BC

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