working with heads of services, to redesign their services

The public sector has been ravaged over the last decades. Helping managers to stop firefishting in a stressed environment and take stock of where they are

Austerity has torn a void into the heart of our society, and how willing are we to face up to this?

Helping busy managers who end up rushing from situation to situation, fixing issues that all seem to be as important as the next. Working with those managers to create a prioritised plan for their service development. Taking into account the workflow, their staff, competencies, value created, and the role of the supervision.

The legacy that we leave... 

• A public sector that is very tired of change.
• And one that has been dragged from one initiative to another with no real collaboration.
• We are left with a fractured system, whose impact has been of those in society that need the most help,
• We kid ourselves that if Wigan is doing well, then that example proves that we are doing it, regardless of the fact that around 95% of local councils are hopelessly firefighting their way through austerity.
• We actually know what works, but we cannot seem to expand on that success.
  

What works

Working with local government with collaborate approaches that use systems thinking has allowed managers to redefine their services in ways that we have never done before. The outcomes have been that our citizens get the support they need to live meaningful lives in their communities, and the local area begins a journey to heal rifts and meld together.
By discarding traditinoal management approaches of departmental silo working, and a focus on cutting servies, it has been a privelidge to help managers to redefine their services to develop a services that does work to support those in need. We have understood for the first time the true customer journeys, end to end.

• We have understood how the current sysetm with its measures have driven front line staff to do and act in ways that are unhelpful.
  
• We have realised that to make real change, the manager needs to lead the change from the front with their staff.
• We need to organise ourselves to communicate and collaborate with other departments that affect the same customers that we have.
• We have to develop new ways of working that allow delegated decisions with a team, and view all of us as public sector officers as human; bringing our whole selves to work to do the best we can.

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