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Annex 1
Efficiency and Innovation Board
Membership (March 2010)
Welsh Assembly Government
o Chair: Minister for Business and Budget Jane Hutt
o Senior Responsible Officer: Director-General
Public Service Improvement and Local Government Delivery
Emyr Roberts
o Director-General, People, Place and Corporate Services
Bernard Galton
o Director-General, Health & Social Services
Paul Williams
o Director-General Finance David Richards
(representative)
o Director-General, Education, Life Long Learning and Skills
David Hawker
SOLACE Wales
o Alison Ward, Chief Executive Torfaen County Borough Council
o Jo Farrar, Chief Executive Bridgend County Borough Council
Welsh Local Government Association
o Steve Thomas Chief Executive
o Councillor Russell Roberts, Rhondda Cynon Taff County Borough Council
All Wales LHB Chief Executives
o Andrew Goodall, Chief Executive, Aneurin Bevan Health Board
Welsh NHS Confederation
o Kate Watkins, Acting Director
Wales TUC
o Martin Mansfield, General Secretary
Wales Council for Voluntary Action
o Graham Benfield, Chief Executive
Observers:
Wales Audit Office
o Gillian Body, Auditor-General
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Annex 2
Efficiency and Innovation Board
Terms of Reference
The Board has been established by the Assembly Government, in discussion
with partners, to develop and drive the delivery of a time limited public service
Efficiency and Innovation Programme. The programme will run initially from
April 2010 – March 2012 and concentrate on actions where a public service-
wide approach will deliver significant benefits. The Board’s purpose is:
To deliver practical leadership and action, through an Efficiency & Innovation
Programme jointly-owned between the Assembly Government, public services
and the workforce, to enable public services to improve outcomes for our
citizens whilst responding urgently to the pressure on public finances so that
all organisations are:
a) achieving significant cash releasing and cost-reducing improvements in
their operational efficiency
b) promoting innovation, and engagement by citizens, in the design and
delivery of services.
c) maximising the benefits for the economy, environment and people of Wales
through service design and delivery
The Board will:
Set the overall direction for the Efficiency and Innovation Programme,
challenge and report progress on delivery;
Forge a common purpose across public service organisations to taking
action and playing their role in delivering the Programme individually
and in collaboration;
Identify and address barriers to implementation;
Promote effective arrangements for engaging the workforce and
citizens in public service change; and
Communicate the Programme to those working in public services and
the wider public.
2
Efficiency and Innovation Programme Structure
First Minister Public Communications
Services •Citizens
•Workforce
Summit •Delivery partners
Efficiency and Innovation Programme
•Board chaired by Minister for Business and Budget
Programme strands
Collaborative Public Service National Asset Transforming New Models of Developing
procurement ICT Management Business Service the
& commissioning Processes Delivery Workforce
Local Public
Service Service
Enabling change across Boards Workforce
public services Forum
•Leadership
•Invest to Save etc
3
Annex 5: Programme Workstreams
National Asset Management
Opportunities / challenges
The public estate in Wales (excluding central Government assets) is valued at
around £9.4 billion. There has been ad hoc growth over many years and
varying levels of corporate interest in its potential to drive efficiencies or
deliver better services. The context has now changed. The efficiencies that
can be derived from proactive, strategic estate management are fully
recognised and the role of the estate in the delivery of high quality public
services unquestioned.
To achieve effective strategic management of land and buildings across the
public services means working together, sharing information, challenging
ways in which we deliver services and encouraging effective procurement.
This work-stream seeks to, in the first instance, unlock key barriers and
facilitate a more collaborative approach in the use of the public estate. Long-
term this will enable a public sector to develop innovative solutions in an open
and collaborative environment.
Delivery Projects
Develop and deliver land transfer protocols for use by the public sector
to reduce cost and time associated with the use and disposals of the
public estate.
Facilitate take up of the Electronic Property Information Mapping System
(ePIMS) developed and managed by the Office of Government
Commerce (OGC) to provide a single repository that holds all public
sector property information. The Assembly Government currently pays an
annual fee to the OGC for ePIMS and there is no additional charge to
users.
Working with delivery arms in DE&T and with Local Service Boards to
identify and support pilot projects.
What would success look like in 6 months / 2 years?
6 months
Land Transfer Protocols agreed and operational across the Assembly
Government portfolio, including agreement on the ‘equalisation’ issue of
value attributable in land transfers.
Full engagement on the development of Land Transfer Protocols for the
wider public estate, where there are very complex issues regarding
4
compensation. If established, this will deliver direct savings in time,
money and resource for leaders.
ePIMS commitment to be made by NHS Wales and 2 or 3 Local Service
Boards so that we can start to see the real shape of the opportunities for
Wales.
Regional pilot projects identified
2 Years
Land Transfer Protocols in place for the wider public estate in Wales
>50% of the public sector estate in Wales mapped on ePIMS
Regional Pilot Projects delivering – possible post project(s) evaluation
Improved engagement across the public sector in terms of property
confidence to develop innovative solutions in an open and collaborative
environment – to include Facilities Management and innovative funding
solutions
Which other public service programmes are relevant?
Operational Efficiency Programme, 21st Century Schools Programme,
Housing – Quality Standards, Constructing Excellence Wales, Local
service Boards
5
Collaborative Procurement and Commissioning
Opportunities / Challenges
At the heart of this work strand is realising the potential of public sector
purchasing power through collaborative procurement. In Wales, we spend
over £4.3 billion per year on goods and services. However, despite the
availability of solutions that enable a collaborative approach, take up across
the public services remains low. Collaborative procurement drives savings
through reducing duplication (using the common frameworks of suppliers) and
better supplier performance – getting more from the public sector pound by
exploiting the purchasing power of the sector as a whole. It also holds great
potential for leading socially and environmentally responsible purchasing.
The ambition is for the Welsh public sector to take 5% or £200m off the
procurement bottom line by 2013, while at the same time seeing associated
services improve and wider social, economic and environmental benefits
realised.
Delivery Projects
Increase take-up of the existing 14 all-Wales framework contracts and add further
framework contracts to the portfolio, enhanced by an ‘adopt or justify’ approach.
Increase take-up of Xchangewales, the ‘procure-to-pay’ system across Wales by an
implementation date or justify within 6 months.
Fundamental review of procurement practice across Wales, ‘Blueprint for
Procurement’ to define the skills and workforce needs necessary to transform
procurement and commissioning within the core services, including Social Care,
Construction, Housing, Waste, Education.
What would success look like in 6 months /2 years time?
6 months
Banked savings exceeding £110m.
Xchangewales commitment dates from all LA and NHS organisations
Procurement Category and Capability Review complete and 5 priority
projects identified
2 years
Banked savings exceeding £150m. New Cash-releasing savings of up
to £50m realised since 2010
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All NHS Trusts and 25% of Local Authorities trading through
xchangewales
5 priority projects delivered
All organisations able to demonstrate how savings are being used to
improve the quality of core services
Which other public service programmes are relevant?
Economic Regeneration - “Tell us” consultation programme
Education Efficiency Review
Fulfilled Lives Supportive Communities policy
Waste Programme
PSBA
Housing
7
Public Service ICT
Opportunities / Challenges
The Welsh public sector spends an estimated £400m per year on ICT. A more
strategic all-Wales approach will reduce inefficiencies, replication of systems
and duplication of effort. Collaborative procurement could reduce the
significant cost of purchasing, deploying, operating and maintaining ICT by
10-20% per year.
In parallel ICT is a vital enabler to wider public service transformation, in
particular increasing access to digital technology and making more services
available on-line will improving citizen empowerment, engagement, self-
service and accessibility whilst delivering significant cash savings. ICT
enabled business transformation probably has the potential to deliver £100m
per year efficiency savings1 across the public sector through improved
collaborative service re-design and delivery.
Delivery Projects
ICT enabled public service transformation
enabling the 30-40% of Welsh citizens considered digitally excluded to reach services
through a digital TV infrastructure;
making it easier for patients to organise their healthcare through online services (My
Health On Line) beginning with the opportunity to book GP appointments and order
repeat prescriptions on line, with an ability to update their general details, such as
change of address
providing wide range of new services available to citizens (and businesses) through
streamlined multiple channels (digital TV, mobile phone, web, social networking);
Common systems for ICT across Public Services
For example:
Rationalising the number of public service data centres, procuring standardised
desktops and software licences and managing voice calls across the PSBA network.
What would success look like in 6 months time/2 years time
6 Months:
Implementation Plan for the National ICT Strategy for Welsh Public
Services which will set out the road map for making the step change to the
latest developments in ICT technology
1
Estimate derived from UK ICT strategy figures
8
Digital TV channel available for citizens to access a growing range of
services at home.
Completion of baseline assessment of current ICT infrastructure,
applications and investment
Clear roadmaps and initial benefits cases for ICT infrastructure
rationalisation, focussing on data centre rationalisation, desktop
standardisation and software licences.
First deployments of My Health On Line for booking GP appointments and
ordering prescriptions
Decisions on common ‘back office’ and transaction systems: shared
systems for basic process management. For example
a. email system and national directory by removing the multiplicity
of email systems across public sector bodies
b. electronic staff record for public sector workers,
c. standard financial system for basic transactions,
d. on line procurements,
e. customer contact management
More robust collaborative working arrangements
2 years:
Wider range of new services available to citizens (and businesses)
through streamlined multiple channels (digital TV, mobile phone, web)
and increased use of other tools such as social networking releasing
£4m.
ICT annual costs reductions/efficiency savings approaching £60m.
Actual savings will be dependent upon the delivery of benefits
nationally and the actual current state in Wales, but on a pro-rate
basis2 Wales could secure the following savings:
Data Centre Rationalisation:£15m
Desktop Standardisation: £15m
Software Licences: No firm estimates available but NHS Wales,
for example, negotiated a national licensing deal with Microsoft
in 2006 which had financial benefits of around £8m over the 3
year life of the contract. Other opportunities exist with for
example, Oracle Financials and databases, Encryption and
Virus Protection software, Penetration Testing, Electronic
Document management, Business Intelligence Tools, Open
Source packages.
Voice calls managed across PSBA network. Saving dependent on local
use but estimated at £15m.
2
Based on figures in UK Government ICT Strategy, Cabinet Office, Jan 2010
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Which other public service programmes are relevant?
NHS Wales Informing Healthcare – creating a national ICT
infrastructure for the secure and confidential sharing of electronic
patient records
Welsh Assembly government Information Sharing Programme –
implementing the Welsh Accord for Sharing Personal Information
Digital Inclusion programme – ensuring citizens in Wales have the
necessary skills, access and desire to use digital technologies to
improve their lives and life chances.
PSBA – delivering the infrastructure and cost savings across telecoms
and telephony.
Value Wales procurements (in conjunction with UK approaches) –
reducing desktop costs, reducing software licensing costs
Estates: ICT for energy efficiency; rationalising estate leading to
reducing ICT (networking) costs; 21st Century school programme and
other new builds/major refurbishments.
UK Government CIO programme- existing linkages with the UK CIO
Council will be strengthened and opportunities for joint working
identified and in progress.
ICT Directors in Unitary Authorities will be identifying a portfolio of
projects for common action and these will incorporated into the above
programme as appropriate.
10
Workforce Development
The opportunities / challenges
Produce and deliver an evidence-based, future-proofed collaborative
approach to improve the capability of our people, maximise their engagement
and ensure that resources match what we need. The challenge is to address
budgetary pressures through effective workforce planning, delivering a more
flexible and collaborative approach to the deployment of the Welsh public
sector workforce, and taking difficult decisions, as needs be, in partnership
with others.
Delivery Projects
Becoming Employer of Choice – Identity Reputation and Sharing Services
Shared identity/common employer brand so that joint working is aligned with
Welsh Assembly Government values and excellence in delivery for citizens.
Establish ways to recruit collaboratively.
Establish joint commissioning and delivery of learning and development (L&D).
A rolling programme of sharing services.
Using existing best practice to develop a consistent and shared approach to
motivating people in difficult times (employee engagement) including a common
framework and drivers
Integrating Workforce Issues into the Business – Planning, Systems and
Information.
A Career Transition and Support Unit jointly owned by the partners, to provide
opportunities to move resources and talent across all organisations.
Jointly promote common ownership of a shared Welsh public service workforce
strategy that, provides consistency on how we deliver the right people, at the
right time, in the right place with the right skills (workforce planning).
Collation of a Welsh public service evidence base that provides robust data on
size, function and cost of the public service workforce.
Living Corporate Social Responsibility – Behaving Ethically and contributing
to Economic Development.
Develop a programme (working with partners, including Job Centre Plus) that
concentrates on attracting the economically inactive to Welsh public service
entry-level jobs.
Establish a system that helps co-locate services and helps people access their
place of work to balance home and work.
Building Strategic HR Capacity and Capability – Leadership and Expert
Human Capital Management
Establish a professional network and a Head of profession for Wales.
Establish a development programme.
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What would success look like in 6 months /2 years?
Relationships built on mutual understanding and trust are sustained and
valued by all as an essential precursor to the success of this agenda.
The first edition of a system for examining the benefits of sharing
services, particularly through procurement, and identifying areas of
greatest efficiency to be in place by July 2010. This will include sharing
that can happen immediately.
An accurate pan-Wales Workforce Evidence Base is baselined by
November 2010. Development follows over the life of the programme.
There is an all-Wales Career Transition and Support Unit with a
uniquely Welsh way to manage surplus and deficit in public service
human capital agreed with a clear step plan to addressing the most
urgent cases in place by October 2010.
A common, agreed Welsh Public Service Workforce strategic approach
is decided at the end of 2010 and how it is to be used across all
organisations to find common purpose and direction.
A Welsh public services baseline for Learning and Development
procurement and spend is in place by the end of 2010 (link to
Procurement Programme).
A joint Strategic Workforce Plan to 2015 is published by early 2011
(updates follow as required over the life of the programme).
There is an All-Wales HR/OD/Workforce Professional network in place
supported by a development programme by January 2011.
There is a Welsh Public Services Corporate Social Responsibility report
and recommendations published by Spring 2011.
The Welsh public services have joint information about, and so shared
understanding of, employee engagement levels across organisations
together with the implications for delivering better public services by
April 2011. It contains recommendations and responsibilities for action.
Which other public service programmes are relevant?
Leadership
Communications
Procurement
ICT
Asset Management
Partnership Council.
Health and Social Services
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Leadership
The opportunities / challenges
To build the capacity of the Welsh public service leadership community to
lead the change programme engaging all leaders in a comprehensive and
targeted programme of development;
To design a model of delivery that produces tangible change, the success
of which can be measured and is sustainable.
Delivery Projects
A blended programme of learning interventions designed to address
the development needs of those leading change in support of the
Efficiency and Innovation Programme
A common template of expected leadership behaviours shared across
the whole of the Welsh public service.
What would success look like in 6 months /2 years?
6 Months
First series of engagement events for current senior leaders completed
Priority areas for action identified and agreed
Leadership and management portfolio design completed
Programme delivery starts
2 Years
Evidence of effective change management across Welsh public
services coupled with more efficient service delivery
Evidence of succession planning through well-supported managers
who are fully prepared to take on the most senior public service posts
across Wales.
Active engagement with existing and future leaders and plans in place
to develop full potential
Which other public service programmes are relevant?
NHS Reform Programme
Leadership and Management Wales (DCELLs private sector capacity
build programme)
13
Transforming the Business
The opportunities / challenges
Evidence suggests that significant costs (and time) of delivering services can
be saved, and services improved, by streamlining business processes across
an organisation and redesigning service delivery from the perspective of the
citizen.
Drawing on existing good practice in Wales and elsewhere, and applying
tested methodologies such as lean, there is an opportunity for all Welsh public
services to transform their business and provide better services for less
money.
Working closely with the WLGA, other improvement programmes and
practitioners, this work-stream aims to:
challenge all principle organisations to articulate a plan for business
transformation;
orchestrate a coherent package of enabling support for public
services; and
promote a small number of cross-organisation flagship projects.
Delivery Projects
Build a campaign to promote awareness of and commitment to
business transformation – progressively drawing in:
Baseline map of current activity (April 2010), good practice,
tools and techniques – including what is appropriate to what
circumstances (June 2010)
Framework contracts on private sector expertise to support and
facilitate business change and build internal skills
A community of practice/ network of public service change
managers/ agents / champions (April 2010)
An accreditation system that recognises business process
streamlining skills will be put in place – July 2010
Two early high potential pathfinder flagship projects that transform
and standardise processes across organisations – (working with
WLGA and others).
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What would success look like in 6 months /2 years?
6 months
All principal public service organisations have identified a clear
pathway on business transformation – and projects underway in most
2 years
All organisations able to demonstrate significant progress, and
associated cost reductions and service improvements (including
citizen perceptions)
At least 4 collaborative standardisation projects realising
measureable improvements for citizens to have been delivered and
evidenced by successful evaluation and practice being transferred.
Roll out of standardisation to be well underway and delivering
improvements and cost savings across public services
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