case study outcomes

Great Yarmouth housing waiting list cut by 95%

Old system

1. 6000 waiting list
2. 30% demand satisfied
3 63% failure demand
4. 3 IT systems
5. 27 appeals a month
6. Ongoing system cost
7. 22 FTE
8. Encourage dependancy

New system

1. 309 waiting list
2. 80% demand satisfied
3. 3% failure demand
4. 1 IT system
5. 1 appeal a year
6. Deal with issues to completion
7. 15 FTE, 25% cost reduction
8. Encourage independence

This started as a housing allocations service improvement project, and ended up transforming the way that authority dealt with their needy citizens. The outcome developed into a community and locality based approach, that worked on solving the problems of those in need. The section manager fully embracing the systems thinking approach.

The work was published in The Guardian, April 2018, Inside Housing 2011, and was used to develop the CLG guidance in 2012.

Council, Police and mental health integrated working hub

Integrating a variety of enforcement services together with the Police. The staff realised that they were often not having much impact on public demand, and in some cases making peoples situation worse. This is Locality working with complex families and those in need.
The redesign involved a culture change of assisting those in need, which in turn reduced repeat demand, and was far more efficient. The principles of public sector reform.

30 - 42% reduction in waste activities
Service changed from enforcement to helping people
0 repeat demands, compared to 25%
Culture change throughout the Hub
Real integration of workflows, rather than co-location
Reduction in demand

Systems thinking service redesign - nationally recognised, self-managed teams, organisational change, measures & IT transformed, design thinking

Police enquiry counter redesign

Costs cut per patient between 10% to 30%

Calls and referrals cut by a magnitude of 40%
Citizens outcomes were transformed.
Multi-disciplinary team working.
From managing chaos to being in control.
Length of stay in hospital was cut by half.
Admissions to GPs surgery declined

Identified real waste reduction of 42%.

Actual FTE reduction far beyond that previously thought.
Improvement of the EC leads to radical improvement in other parts of the service.
The front line have the potential to take on new work.
Significant waste cut by very simple changes.

Vanguard method service improvement, teamwork, measures redesigned, customer focused change.

Local authority Environmental Health redesign

Service improved from requiring special measures to excellent
Service ethos changed from enforcement to helping
Waste reduced by 75%
Cost saving 24% overall
FTE reduced by 2
Nationally recognised transformation
Customer feedback changed from suspicion to welcoming

Transforming a service whose officers were seen as enforcers, and where the system was creaking with an increasing backlog of cases. They slashed their admin overload, have no backlog, and are welcomed in by food businesses. The measures show improvement in food safety over the whole borough.

Case study

Vanguard method service improvement, teamwork, enforcement culture change, food safety service redesign

Community health and social care

Costs cut per patient between 10% to 30%
Calls and referrals cut by a magnitude of 40%
Citizens outcomes were transformed.
Multi-disciplinary team working.
From managing chaos to being in control.
Length of stay in hospital was cut by half.
Admissions to GPs surgery declined

Demonstrating that by taking a multi-discplinary team from health and social care, a systems thinking approach, and eliminating the barriers to doing a good job, the impact on patients and cost were dramatic.
This went beyond co-location, local area coordinators LAC, reablement, or joined up working. This was a service that was transformed from the ground up.