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Peter Middleton - Delivering Public Services That Work

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Delivering Public Services That Work
Author:
Peter Middleton
Publisher:
Triarchy Press
Genre:
Books / Business
Year:
2010
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The Vanguard Method
in the Public Sector: Case Studies

Delivering Public Services that Work
Volume 2

Edited by Charlotte Pell
Foreword by John Seddon

Published in this first edition in 2012 by:
Triarchy Press
Station Offices
Axminster
Devon. EX13 5PF
United Kingdom

+44 (0)1297 631456
info@triarchypress.com
www.triarchypress.com

Vanguard Consulting, 2012

The right of Charlotte Pell to be identified as the author of this book has been asserted by her in accordance with the Copyright, Designs and Patents Act, 1988.

No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means including photocopying, electronic, mechanical, recording or otherwise, without the prior written permission of the publisher.

A catalogue record for this book is available from the British Library.

Print ISBN: 9781908009685
Epub ISBN: 9781908009708
Kindle ISBN: 9781908009715

FOREWORD

John Seddon

I am eternally grateful to the contributors for taking the time and trouble to write about their experiences. As I read their contributions I felt, as I always do when I visit people who are employing these ideas, inspired and energised. It contrasts with how I always feel when I have been in Whitehall.

It is now four years since I wrote my polemic on public sector reform1, but while we have seen many pronouncements from Whitehall about freedom and localismthey are rarely put into practice.

Despite having to work against the grain, many more public-sector organisations are adopting the ideas I set out in that book; because they work. The case studies in this and the previous volume2 illustrate how different the public sector can be, how much better the services become and how, paradoxically, these better services lead to much lower costs. The evidence is strong currency amongst those whose job it is to manage public-sector services but is weak currency amongst policy-makers with ideological fixations on scale, competition, commissioning and inspection, to mention just the big ones.

Yet I remain optimistic. Politicians come and go, ideologies can be blown off course by draughts of reason or competing moods but evidence, which is mounting all the time, doesnt go away.

In January 2012, David Cameron promised to rid the public sector of the system that gets in the way. This collection of case studies shows that the current system still remains central to the problem and celebrates those who have fought the system and won.

___________

Seddon, J. Systems Thinking in the Pubic Sector, Triarchy Press, 2008

Middleton,P. Delivering Public Services that Work Volume 1, Triarchy Press, 2010

INTRODUCTION

Chapters in Part 1 of this book describe the application of the Vanguard Method to eight different systems: the Fire and Rescue Service, the Police, local government, the voluntary sector and the NHS. The case studies are written in the authors own words.

Common to the case studies is the way leaders approached change from a position of knowledge about the what and why of current performance including, in particular, an understanding of the demand placed on their organisation by service users.

The case studies also have the following characteristics in common:

Massive improvement
Released capacity and real savings

Improving service has halved the cost of stroke care in Plymouth, released police officers to deal with serious offences in Wolverhampton, saved Rugby Borough Councils planning service 168,000, significantly increased the number of businesses in Great Yarmouth producing safe food, reduced an enormous administrative burden on Staffordshire Fire and Rescue, halved the cost of advice cases in Nottingham, prevented unnecessary, unhelpful and expensive hospital treatment for vulnerable adults in Somerset and reduced the number of missing persons reports, currently costing Cheshire Police 3.8 million, by an incredible 75%. The savings to the wider public and the social benefits of these interventions are far greater than this.

Central to this success is a massive shift from the old de facto purpose to a new purpose, articulated from the perspective of the customer or public.

System	New Purpose	Old de facto Purpose
Development Control	Ensure that development is acceptable.	Meet the 8 and 13 week targets for minor and major applications.
Food Safety	Ensure food for public consumption is safe.	Meet inspection targets.
Police (West Midlands)	Active offender management, providing an excellent service to the public and doing the right thing.	To meet individual and sector targets.
Police (Cheshire)	Address requests for service, the needs of the public, keep the peace and protect the public.	Give a pre-determined level of service based on the categorisation of a call to comply with national inspection regimes.
Fire and Rescue	Put out fires and rescue people and do sensible things to prevent fires and other incidents occurring.	Help partners achieve their outcomes; Perform against indicator sets; Support the work of departments at headquarters; Fulfil the requirements of the National Framework.
Health and Social care	Maintain independence, and find the solutions to do the things that matter.	Meet functional targets and objectives.
AdviceUK	Help people pay their rent and Council Tax by making a decision and paying their benefit quickly.	Complete individual transactions.
Stroke Care	Optimise the care of patients of stroke from the start of symptoms back into the community and beyond.	Get it right in individual bits.

There are also significant differences between the case studies. Each case study has/or refers to a different:

Customer/client/service-user/public
Combination of politics and personalities
Professional expertise
Leadership style
Inspection regime
Budget
Jargon
Geographical boundary
Management structure
System archetype

Leaders in all case studies face major barriers to further improvement and savings, including:

Central and local targets
Compliance with central government and local organisational mandates
Market-based competition
Standardised processes
IT systems
Functional specialisms
Risk aversion
Data protection policies

In Part 2 of the book are three essays on the theme of demand.

The first essay, by Richard Davis, is an important piece about the most useful way to view demand. He discusses hidden demand, the role of geography in understanding demand and the problem with treating people as customers.

The second essay by John Seddon is about how not to meet demand. He explains why mass production logic where demand is treated as a transaction, standardised to become a commodity and then shared in an attempt to cut costs is flawed. He concludes with advice on a better way to share services.

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