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Our Transformation Journey

Our Transformation Plan

We have a Transformation Plan that is all about redesigning services from the customers’ perspective and making them more efficient. There are six elements to our Transformation Plan:

Our Transformation Plan has delivered £6,385.5 million in savings over the last five years 2012/13 to 2016/17.

Our approach to redesigning services from the customer’s perspective using systems thinking principles gives teams the opportunity to change the way they work. Empowering them to do what is best for our customers, and at the same time working together as an organisation to achieve a balanced budget.

Our Purpose as an organisation is to deliver “What matters to customers”.

We expect our managers and staff to approach the way they work by being:

We expect our senior leaders (Corporate Management Team) to ask service managers the following questions:

What is Systems Thinking?

Systems Thinking originated from Professor W.E Deming in the 1920s, in opposition to ‘Taylorism’ which is the original ‘Command and Control’ style organisational structure. This style was pioneered by people such as Henry Ford in his production of the Model T car.

A man called Taichi Ohno started using Systems Thinking in car production for Toyota more than 50 years ago, and gradually people have introduced those principles to service organisations. John Seddon, amongst others, have been working with many types of service organisations, with his consultancy Vanguard, to look at service organisations from the customers’ viewpoint. We have taken the Vanguard method and made it our own.

What are Systems Thinking Principles?

1. Customer sets the nominal value - do what matters to customers.

2. Only do the value work - only do work that directly helps deliver what customers need.

3. Work flows 100% clean - try to manage the work from start to finish and if that is not possible then pass it on clean or correct.

4. Single piece of flow - design the work so that it can be managed from start to finish or end to end.

5. Pull not push - pull on other resources only when you can no longer progress the work yourself for example; specialists, experts, technology.

6. Best resource at front end - put the staff who know about the work to have first contact with the customer.

7. Make decisions based on fact and an understanding of the work - get evidence and data before you decide to change something.

What do we look at when we redesign services from the customers’ perspective using systems thinking principles?

We define our Customers - depending on the type of service. Customers can range from individual customers, internal staff to the wider community and even buildings depending on whom or what is receiving the service.

We understand our Purpose – purpose describes what customers want and expect from our service or system, and what matters most to them. We get our purpose from observing the demand that comes into the service for example; the Housing Benefits Service purpose is “Can you help me pay my rent and council tax.”

We learn about the type and frequency of Demand - this is what the customer asks of our service. We then look at ‘Value’ demand, this is what we want our service to be doing and then we look at ‘failure’ demand this is caused by a failure to do something or do something right by the customer first time and we want to remove this.

We gather data and develop Measures – based on volume (how many do we get?), capacity (how many do we do?) end to end times, quality of the work, cost and customer satisfaction.

We study the Flow - of the work as it goes through the system, understanding the touches and hand offs to others, we look at how it changes and how long it takes.

We identify any System Conditions - this is something which restricts our ability to change our service/system, it could be in the form of legislation, policy or IT. We do what we can to remove it, but if that is not possible because of legislation, then we look at it more closely to see how we can design our system around it.

We learn about the current Thinking - within the service area for example; we talk to managers, staff and partners about what gets in the way of doing a good job.

Then we Test and Learn – experimenting with a new way of working, using measures to evidence the improvement.

For further information please contact:-

Carrie Burton , Transformation Manager

Tel: 01293 438473

Please also see the case studies on Housing Benefits and Development Management as well as our Transformation Stories from staff.

01293 438473 click to email us
Transformation Team
Town Hall
The Boulevard
West Sussex
RH10 1UZ

Contact Us

tel: 01293 438473

email: click to email us

Transformation Team
Town Hall
The Boulevard
West Sussex
RH10 1UZ

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