Our Delivering Better Services category recognises partnerships, departments, or teams who have successfully changed their processes and/or developed a new approach to an existing problem. This change will have led to tangible service improvement and a positive impact on the target audience, whether internal or external. Winners have demonstrated sound approaches and techniques in the way that the need for the initiative was identified, planned, implemented and monitored. A strong focus on partnership working has been achieved, as has value for money. The projects have also demonstrated real, quantifiable results in the way that services have been delivered in relation to the expressed needs and wishes of the users. A  Winning projects have also been pioneering, and are delivering lasting improvement, with strong potential for replication in other public services.

 

Aberdeenshire Council – Integrated Case Management Project

This Aberdeenshire Council project has incorporated a vast range of specialised back office modules into one fully integrated, end to end workflow system, delivering end to end virtually paperless processes across a range of service delivery areas. It has been spotlighted by the Scottish Government as having transformed service delivery across a substantial land mass, bringing savings in both time and costs. The trail blazing project focussed on using technology to achieve better services, turning around poor performance, achieving cost reduction and increasing resource efficiency. Phase 1, which lasted 17 months, implemented the foundations of the project and worked through to delivery of a virtually paperless Planning & Building Standards service. Phase 2, lasting 18 months and currently underway, is completing the project to achieve similar outcomes in the additional areas of Environmental Health, Trading Standards, Estates Management and Housing Assistance and to extend the scope of the project to include the use of field-based mobile devices. Aberdeenshire Council is now supporting other local authorities through sharing our complete workflow setup free of charge and providing advice and support as required.

Download the full application: Integrated Case Management

 

Angus Council – Angus Council garden waste service redesign

Angus Council, like many other Scottish authorities, was faced with a significant budget shortfall in 2016/17. This meant that a full review had to be carried out council wide to determine where services could be delivered differently in order to achieve the level of savings necessary to balance the books. Non-statutory areas of work, such as the provision of a garden waste collection service were a natural focus for scrutiny, and it was agreed to review the service and consider options for how it could be delivered differently or even stopped.

This has led to a radical redesign of the garden waste service and in 2016 Angus Council became the first local authority in Scotland to introduce a chargeable household garden waste collection service. Understandably the idea was met with some resistance in the first instance by elected members. After a number of internal briefing sessions, members were persuaded that charging was the best way of sustaining the service to the public and safeguarding jobs, and the proposal was agreed by Committee in April 2016.

The results of the project exceeded expectations in terms of public uptake, income generated and the amount of garden waste collected at the kerbside. The overwhelming success of the project has generated considerable interest from other Scottish authorities, many of whom are now planning to introduce similar schemes within their areas. It looks inevitable that the project will facilitate a transformation in the way the service is delivered across Scotland in the future

Download the full application: Angus Waste redesign

 

North Ayrshire Council – Customer Service Improvement Strategy

It’s good to be part of something great! The Continuous Improvement Programme at North Ayrshire Council fosters an environment of innovation and creativity which is underpinned by our staff created values of ‘Focus, Passion and Inspiration’. This reinforces the Council’s “vision to be a leading organisation defined by excellent and innovative services”. Central to the strategic focus is driving that shared vision across our teams, to ensure delivery of excellent levels of service, being more innovative and radical in our thinking and leading the way nationally. Like all councils, we face economic constraints and increasing demand for services. We identified Lean Six Sigma Methodology as an opportunity to streamline and improve processes across the Council with scale and pace. Over the last four years, by harnessing the power of our people and lean methodology, our Programme has delivered cashable savings of £266,169, freed up 1,664 days of employee productive time and saved 2.6 tonnes of CO2. Importantly we have improved the overall customer journey by a combined 438 days ensuring best value for our communities.

Download the full application: NAC Continuous Improvement

 

North Lanarkshire Council  – Reducing the Risk

Following the Fatal Accident Inquiry involving the Glasgow City Council Refuse Collection Vehicle (RCV), our workforce examined ways of reducing the risk of accidents in high profile areas. Based on an original suggestion, from a RCV driver. Moving schools, to weekend collections was highlighted as a significant benefit as no pupils would be onsite. A team was put together, plans drawn up, schools made aware of change to service, keys were provided to allow out of hours access and a pilot was conducted

Download the full application: Reducing the Risk

 

South Ayrshire Council – Golfing the Modern Way

Ayrshire is known around the world for its golf courses and, in South Ayrshire, the Council operates a network of eight courses which enjoy an enviable reputation. Due to growing costs, a new way of working was put into effect to generate more revenue and reduce the reliance on public funds. Thanks to our innovative and ambitious Golf Business Plan, we have achieved an incredible 100% reduction in the level of operating subsidy required to operate our Golf South Ayrshire service in just three years. This saving of £347,000 has been achieved while transforming the facilities and services available to residents and visitors alike and ensuring we deliver a modern, attractive, competitive, efficient and effective golf service that supports Ayrshire’s reputation as a world-class golfing destination and tourist attraction and makes an active contribution to the local economy.

Download the full application:  Golfing in a modern way

 

Moray Council- Improving Workforce Culture

This project is about creating a positive workforce culture where morale is good, people are proud to work for Moray Council and would recommend it to others. It was established in response to our 2013 employee survey which reported a challenging working environment as a result of the behaviour of others and/or an excessive workload with unrealistic targets. The project has delivered improvement in employee satisfaction, demonstrated by our 2015 employee survey results and informal “story telling” evidence. We continue to work on improvements and a recent temperature check indicates that employees in our targeted services agree things are getting better. This has been achieved through a unique collaboration of cross party councillors, trades unions’ (TU) representatives and senior council officers and the involvement of front-line employees in the work. The programme demonstrates the effectiveness of a coordinated, innovative and most importantly inclusive approach to improving workplace culture and sustaining it as our way of working.

Download the full application:  Workforce Culture

 

 

Angus Council- Hanlon

This project is about creating a positive workforce culture where morale is good, people are proud to work for Moray Council and would recommend it to others. It was established in response to our 2013 employee survey which reported a challenging working environment as a result of the behaviour of others and/or an excessive workload with unrealistic targets. The project has delivered improvement in employee satisfaction, demonstrated by our 2015 employee survey results and informal “story telling” evidence. We continue to work on improvements and a recent temperature check indicates that employees in our targeted services agree things are getting better. This has been achieved through a unique collaboration of cross party councillors, trades unions’ (TU) representatives and senior council officers and the involvement of front-line employees in the work. The programme demonstrates the effectiveness of a coordinated, innovative and most importantly inclusive approach to improving workplace culture and sustaining it as our way of working.

Download the full application:  Hanlong One System