Transformation and Public Service Reform

TRANSFORMATION STRATEGY

Costs and Consequences of Commissioning Council

UNISON has called on the London Borough of Barnet to immediately abandon its plan to become a Commissioning Council. The report by the European Services Strategy Unit (ESSU) documents the fundamental weaknesses in each stage of the procurement process for two large strategic partnerships of up to £1billion value and nearly 1,000 staff. The report documents the Council’s commissioning of two large strategic partnership contracts, assesses the Council’s reorganisation to become a Commissioning Council and examines the impact of this model for service users, elected members, staff and community and voluntary organisations. The Costs and Consequences of a One Barnet Commissioning Council study also revealed a systemic failure in contract management in Adult Services and proposes an alternative strategy.

One Barnet: The Wrong Approach to Transformation

A highly critical overview of the London Borough of Barnet’s outsourcing and privatisation transformation programme. Identifies the risks and failures in the preparation for procurement. A second report examines the One Barnet Framework showing how it uses disingenuous language to conceal the Council’s real agenda and distorts estimated transformation ‘savings’ (November, 2010).

First Future Shape Report: Failure to Assess Options for Future Shape of the Council

A critique of the London Borough of Barnet proposals to radically change the responsibilities, role and functions of the Council for UNISON, GMB, NUT and NASUWT. It shows how the Council has failed to undertake options appraisal of proposals to create a Joint Venture Company and service delivery vehicles for all public services in the borough. It would create a new contract bureaucracy which would undermine the council’s successful city suburb plans; threaten jobs, terms and conditions and pensions; and is based on a flawed approach to achieve value for money. Download report (December 2008).

Future Shape of the Council: Comments on Phase 2 Cabinet and Interim Reports

Barnet’s Future Shape programme has concluded that a single ‘vehicle’ for the delivery of all Council service was is not feasible. The Council now plans a three-stage process of consolidation, commissioning and provision under a ‘one Barnet public sector’ approach. This report is the joint trade union response to the second phase two Future Shape report to Cabinet on 6 July 2009.

Barnet Council Future Shape: Briefings

Briefing No 1: Assessment of Strategic Hub Proposals

Briefing No 2: Public Service Principles and Values

Briefing No 3: Employment Charter

Briefing No. 4: Scope of Contract Reviews

Briefing No. 5: Service Transformation

Briefing No. 6: The ‘shrinking by outsourcing’ models: Implications for Staff

Briefing No. 7: The impact and performance of management buyouts, social enterprises and mutual models

Briefing No. 8: One Barnet Programme: Hendon Cemetery and Crematoria – UNISON supports capital investment but not outsourcing

Briefing No. 9: One Barnet Programme: Greenwich Leisure Ltd contract to be reviewed

One Barnet Critique

An analysis of the One Barnet Framework report to Cabinet (29 November 2010) highlighting the disingenuous language, short cutting business practice, the high of cost consultants and how the Council is distorting savings figures (November, 2010).

FAQ of Barnet Council's Future Shape

A series of questions and answers about Barnet Council's Future Shape project, revealing what this transformation programme is really about.

Future Shape Questions

A series of questions directed at the Council on options appraisal, democratic governance, opportunities for innovation, employment, evidence based policy and the evaluation process and criteria (June 2010).

Cardiff Council’s Transformation Strategy: An assessment and the case for a new approach to Public Service Reform

Examines Cardiff Council’s transformation ‘insourcing’ strategy consisting of four major strategic partnerships with the private sector. The assessment, commissioned by Cardiff UNISON, examines service driven verses ‘customer centric service delivery’, the lack of citizen and community involvement and the problems of top-down budget dominated transformation. It proposes an alternative transformation strategy that is substantive and sustainable, protects and improves the quality of service, achieves a better balance between transformational change and budget objectives, involves staff and trade unions in the transformation process and protects the quality of employment.

Plus TATA Contract Strategy The briefing paper outlines a strategy to try to minimise the use of the TATA contract and to ensure that the Council, services, staff and the local economy gain the maximum benefit, if or when, the contract is implemented.

GOOD PRACTICE TRANSFORMATION

Good Practice Transformation Toolkit for Barnet Council's Future Shape

The Toolkit is based on templates for Service Reviews, Options Appraisals and Business Cases. Appendices cover soft market testing and key questions for options appraisal (March 2010).

Draft Protocol: Service Review, Options Appraisal and Procurement between London Borough of Barnet and UNISON, GMB, NUT and NASUWT

Covers general principles and policy background, engagement in service reviews and options appraisals, access to information and workforce issues (January 2010).

OPTIONS APPRAISALS

Future of Hendon Cemetery and Crematorium: Implications for Future Shape

A response to the Council's proposal for Future Shape ‘quick win’ to commence procurement of a partnership for Cemeteries and crematoria, based on a options appraisal undertaken by a Capita subsidiary. The report demonstrated that the options appraisal had serious flaws. The proposal was withdrawn at Cabinet and a new options appraisal process launched to include an in-house option and consultation with trade unions (April 2009).

Economic Case for In-House Options and Bids

Sets out a 12 point economic case for in-house options and bids. Prepared for Barnet UNISON where the Council is refusing to consider even in-house options as part of its Future Shape programme (July 2010).

Critique of Barnet Council’s Options Appraisal of Adult Social Care In-House Provider Services

The Adult Services option appraisal is limited in scope and depth of analysis and does not provide an acceptable evidence base on which to make fundamental decisions about the future provision of the services. The critique concluded that the options appraisal process is operating to a predetermined agenda, it is not comprehensive, nor in sufficient detail to examine the impact and consequences of the options (August, 2010).

Easy-Council ‘no frills’ Planning Privatisation report exposed

The London Borough of Barnet Council commissioned Impower/Agilysis to deliver an options appraisal for the future provision of Planning, Building Control, Environmental Health, Trading Standards and other Regulatory Services. They recommended “The market option most likely to deliver the improvement and price changes needed is a strategic partnership with the private sector.” They also recommended expanding the Development and Public Health Services Project to include Regeneration, Highways and Transport Planning. Barnet UNISON commissioned this detailed critique of the consultants report which concluded that the options appraisal contained many sweeping assumptions, lacked empirical evidence and market analysis and failed to meet even the basic scope and quality standards expected of an appraisal (November, 2010).

CSO/NSO Options Appraisal: Trade Union Response

A critical assessment of the options appraisal which recommends the outsourcing of a new Customer Services Organisation (centralising all user access with the Council) and a New Support Organisation (finance, human resources, revenue & benefits, IT, procurement and property). Identifies eleven key risks if the Council proceeds with a strategic partnership (February, 2011).

BUSINESS CASES

Analysis of Development and Regulatory Services Business Case, London Borough of Barnet

Assesses whether the DRS Business Case has fulfilled the necessary requirements to provide an economic, viable and sustainable case. It is evident that critical issues are omitted from the business case, plus key policies and risks that are only addressed superficially. In conclusion, the business case is not fit for purpose and non-compliant for Council decision making purposes. The Business Case follows a flawed options appraisal (see earlier report) covering Regeneration, Strategic Planning and Housing Strategy, Highways Transport and Strategy, Building Control, Planning Development Management, Land Charges, Highways Network Management, Highways Traffic and Development, Environmental Health, Trading Standards and Licensing, Cemetery and Crematorium and the Registration and Nationality Service (March 2011).

Analysis of Business Case for £600m-£750m New Support & Customer Services Project: London Borough of Barnet

The Business Case fails to fulfil several basic requirements with regard to strategic, economic, commercial, financial and management functions. The Council is attempting to privatise risks by omitting them from the Business Case. Important financial, operational, democratic governance and employment risks are excluded. Job losses could range between 189.5 and 253.3 jobs due to the combined effect of outsourcing other Council services and CSO – NSO efficiency savings. The savings figures are grossly over-estimated because they do not take account of the cost of redundancies or accommodation costs.

Analysis of Business Case for Local Authority Trading Company

The London Borough of Barnet plans to transfer Adult Services to a Local Authority Trading Company (LATC) together with Barnet Homes, the Arms Length Management Organisation managing the council housing stock. About 160 Adult Services staff will transfer to the LATC. The LATC model is intended to commercialise Barnet’s provision of learning disability and physical and sensory impairment services for adults. The business case refers to ‘profits’ and the Council using its power as shareholder to demand annual ‘dividends’. Rather than subsidising important social and housing services, these services will in future subsidise other Council services! (May 2011).

Barnet’s high-risk strategy for customer and support services

An Assessment of CSO/NSO Business Case Update for the customer and support services outsourcing highlights the London Borough of Barnet’s approach – ignore real risks, miscalculate client costs, exaggerate savings, claim non-financial benefits that cannot be substantiated, inadequate equalities assessments and ignore the PPP strategic partnership track record. The Council’s failure to require services to be located in Barnet could lead to mass redundancies immediately after transfer.

PROCUREMENT POLICY

Barnet Competitive Dialogue Protocol

This Protocol sets out a range of proposals for how Barnet UNISON can be consulted and engaged in the Competitive Dialogue procurement process in the London Borough of Barnet. It covers the preparation of the Invitation to Competitive Dialogue, engagement in the Competitive Dialogue process, and draft terms and conditions (May 2011).

Draft Corporate Procurement Strategy for the London Borough of Barnet

A comprehensive report organised in 18 appendices, following a strategic introduction, detailing best practice in all stages of procurement (October, 2009)

Future Shape of the Council: The Flaws in Barnet’s Commissioning and Procurement Policy

A review of the London Borough of Barnet Council’s commissioning and procurement policies. The Future Shape of the Council project is likely to consider large-scale outsourcing/privatisation to ‘shrink the council’, yet there are serious failings and shortcomings in procurement which make its policies and practice ‘not fit for purpose’. This could expose the Council to serious financial and service risks. The report is published by UNISON, GMB, NUT and NASUWT and makes a series of recommendations on commissioning and procurement, employment options and contract management and monitoring (December 2008).