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Integrating ICE within the Change Process

Integrating ICE within the Change Process. Daniel McSorley Chair, RCEG, ICE Programme 13 December 2012. Overview:. Reform – The journey so far Where are we now? ICE – The journey so far Where are we now? ICE moving forward Integration of LG Reform and ICE Challenges.

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Integrating ICE within the Change Process

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  1. Integrating ICE within the Change Process Daniel McSorley Chair, RCEG, ICE Programme 13 December 2012

  2. Overview: • Reform – • The journey so far • Where are we now? • ICE – • The journey so far • Where are we now? • ICE moving forward • Integration of LG Reform and ICE • Challenges

  3. Reform - The journey so far • Ministerial announcement – March 2008 • PwC Economic Appraisal – October 2009 • Local Government Response & Proposals for Improvement, Collaboration & Efficiency (ICE) • Reform Programme stalled – June 2010 • Programme for Government 2011-15 • 11 new councils by April 2015 • Two significant change programmes – RPA & ICE

  4. Reform - Where are we now? • Local Government Reform Programme • Focused on 2015 and 11 new councils

  5. ICE – The journey so far • 2009 - A programme to identify, share and implement opportunities for improvement, collaboration and efficiency across LG • 2010 - The “Case for Change” led by the sector • 2011 -Establishment of Governance arrangements and 5 ICE Workstreams • 2011 -All 26 Councils signed up to RGG and ICE Principles • Supporting change on a transformational scale through service redesign at regional, sub-regional and local levels • Underpinned by Invest to Save Business Model – savings already delivered

  6. ICE - Where are we now?

  7. ICE Moving Forward • Funding for LG Reform? • Service Redesign through Service Review and Improvement (SRI) Process • Alignment with Reform Programme via Systems Convergence • Good start made – lots more to do • Focus on the objective of achieving sector led transformational change through service redesign

  8. RPA & ICE

  9. Integration of ICE with LG Reform Programme • Inter-related yet distinct • Different objectives and timescales affecting priorities • Important to work together to ensure alignment and avoid duplication • Aligning systems convergence with service redesign • Limited resources may impact on what is achievable, at least in the short term

  10. Challenges • Energising and motivating our people – long stop/start history of reform/change • Communication • Increasing workloads, fewer resources • Difficult economic climate • Customer and ratepayer expectations • STRONG LEADERSHIP

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