Transform Issue 5 - October 2014

TRANSFORM ISSUE 5

Transformation & Conversation Kent County Councils approach to whole organisation transformation

The iESE Innovation Club

Spearheading the next generation sector-led improvement hub

Contents

Transform - Issue 5

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Editor’s letter

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Focus & Comment

iESE Chief Executive looks at councils being prepared for the scale of the challenges ahead

Opinions on local government issues

Transformation and Conversation

Kent County Council’s approach to transformation and engagement

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Spearheading the next generation sector-led improvement hub

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Latest News

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How iESE’s new Innovation Club is at the leading edge of local government change

All the latest news and events from iESE

Taking care funding negotiations online Sara Jones explains how iESE’s Care Funding Calculator Online will transform the way local authorities and providers work together

iESE Introduces…

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This month we introduce Dr Elmer Bakker Principal Consultant at iESE Ltd

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Transform with us…

Discover the benefits and potential savings your council can make by working in conjunction with us

iESE Transform Issue 5

Editor’s letter

Editor’s Letter W ith the next couple of years expected to be the toughest yet, we are thinking how to support our communities, residents and businesses with far less money. With that in mind, innovation in local authority political and managerial leadership is now vital to sustain improvement and ensure fit for purpose.

At iESE we are seeing councils adopting a pragmatic approach to thinking way beyond immediate delivery to a cultural shift that the sector has not experienced before. Ensuring they’re equipped to respond to the significant scale of the challenges ahead and develop a variety of effective models, it’s clear that there are many groundbreaking ideas emerging along with the desire to share and learn from each other ever growing.

In this issue, I share with you how we’ve set up the iESE Innovation Club.

The next generation hub for sector led improvement, we are working with local authorities that are already looking way beyond immediate delivery to a cultural shift that the sector has not had to experience before. With the massive scale of challenges ahead and a wide variety of new effective models of delivery, ensuring councils are fully equipped to prosper, support their communities and take a more business-like approach is paramount.

We learn from Kent County Council on how they are moving through the first phase of their whole organisation transformation programme with iESE. With targets in place and the magnitude of change necessary to achieve what is set out enormous in terms of savings and pace, we find out what is expected from the people who will deliver the changes.

In 2007, we developed a tool to improve outcomes for service users and make best use of available resources for adults in residential placements or those receiving supported living services. Today, accessed by 181 English councils it’s saved in excess of £63m. Originally an Excel document, iESE has now launched the Care Funding Calculator Online. The first of its kind in the UK, it builds upon the current format and supports the social care market, injecting a level of cost transparency not previously seen, enabling councils to validate their spending and seek efficiencies.

And finally, we hear from Dr Elmer Bakker, iESE’s procurement expert on collaboration and the strategic future of buying.

Transform Magazine gives you the platform to showcase your successes and we are always keen to hear more from you, If you would like to provide an article or learn more, please do not hesitate to contact us on 01883 732 957.

Enjoy!

Dr Andrew Larner Chief Executive, iESE

www.iESE.gov.uk

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Focus & Comment

Focus

Comment Ensuring your commercial skills bring maximum opportunity

When income generation becomes the solution for services With many services transformed and significant efficiencies found, councils are once again have to go back to the drawing board and look at totally new and radical ways of balancing budgets and keeping some much relied upon support services running. With every possibility pretty much exhausted over the past couple of years, many are now looking at new commercial opportunities to bring in much needed income.

With new models of community budgeting, advanced collaboration and commissioning models constantly emerging, iESE is working with a number of councils to develop commercial skills to maximise renegotiation opportunities and implement innovative solutions to generate income and further improve.

With access to highly experienced individuals, iESE’s commercial skills package ensures you gain entrepreneurial experience and increase your ability to identify business opportunities to counteract budget restraints. We can help you develop an innovation blueprint that can be used to ensure all projects are in line with your corporate strategy.

Our executive coaching comes in the three forms: developing a new external business from the perspective of the person who will be managing it; developing a service through a third party from the perspective of the commissioner; and the transformation of an internal service from the perspective of the person who will manage it. If you’d like to learn more, please contact us on 01883 732 957 for our most up to date case studies.

And remember, when iESE works with you to save your authority money and improve your services we also transfer our skills to your authority’s staff.

Not only does this mean that you can sustain your transformation, but it also means that you can become a part of the iESE family and help other authorities transform. The number of iESE owners currently stands at 31 local authorities with another 13 expressing an interest to join. Become part of iESE today and support the sector with its improvement and journey to become robust and fit for the future.

Social Keep up to date with all the latest iESE news and events by following us on Twitter @iESELtd

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iESE Transform Issue 5

www.iESE.gov.uk

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Feature

Transformation and Conversation As Kent County Council moves through its organisation transformation programme, Nicky Lodemore talks about her previous role as Transformation Engagement Manager and the thinking behind the Authority’s approach to engagement for change.

In July 2013, Kent’s County Council set out how it intended to position itself to meet the enormous financial challenges it faces, in common with all other Local Authorities, and introduced a future vision and operating model for the Authority.

The transformation programme, ‘Facing the Challenge’, set out the context and rationale for change, providing a policy framework, focussed on five key principles: • The integration of services around client groups or functions • A single approach to change programme management • Active engagement of the market • Creating viable businesses from traded services • Embedding commissioning Kent’s Whole Council Transformation Plan, ‘Facing the Challenge: Delivering Better Outcomes’, published in September 2013, further set out the delivery programme for Phase One and the approach to be taken to move the organisation to a new operating model. This first phase was designed around three key themes to position the Authority to both achieve its financial challenge and build resilience: market

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engagement; integration and service redesign; and managing change better.

The fact that we need to respond rapidly to the changing landscape is not in question - how it is achieved, however, is a matter of choice.

The transformation targets and the magnitude of change necessary to achieve what is set out is enormous. Not just in terms of savings and pace, but also in terms of what is expected from the people delivering change. Along with that, new skills and capabilities are needed. The strategies we had previously relied upon to reduce spending and achieve efficiencies, generally through restructure, were no longer sufficient to achieve what is being asked. There’s no more ‘fat’ to be cut. The shift needed was more fundamental this time.

iESE Transform Issue 5

Feature

iESE Transform Issue 4

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Feature

The fact that we, like all local authorities, need to respond rapidly to the changing landscape is not in question - how it is achieved, however, is a matter of choice. This time the key to our future success is in transforming mindset and attitude.

And to do this we had to engage our workforce from the start.

Employee engagement has a long history. It is broadly concerned with the extent to which an individual is actively engaged with their organisation and has long been considered an indicator of productivity. People who are engaged at work are more likely to bring more innovation, are more productive, offer better customer service and are willing to offer ‘discretionary effort’. In periods of change or transition, with the accompanying ambiguity, it is all the more important to reflect carefully on how you choose to engage people.

Central to our approach at KCC has been to create a strong strategic narrative about transformation so that our staff understand where the organisation is headed and why and, more importantly, how they fit in to its future.

At meetings across Kent towards the end of last summer, we asked 500 of our managers to take part in ‘big conversations’ about change.

They were invited to talk about the possible, the frustrating, the ideal and, perhaps most significantly, what they felt needed to change in terms of our attitudes, so we could be best placed to respond to our changing context. They didn’t hold back and their views, and along with those collected from our wider workforce through various channels, have informed the Authority’s straight forward approach to engagement for transformation: what needs to change, for what purpose, with what outcome.

‘new’ level of honesty in the way the organisation communicates.

Perhaps somewhat changeweary from previous, oft revisited reorganisations, our staff are keen to have timely, unpolished information about what is going on, even if the position subsequently changes, and opportunities to take part in the conversation about transformation.

Our objective: to inform and involve through authentic, honest dialogue.

So, our single, simple objective for engagement is this: to inform and involve through authentic, honest dialogue.

This means telling today’s truth even if it might change tomorrow, accounting for changes of direction or plans quickly, inviting feedback and challenge throughout and shifting the dynamic in the workplace to one which is about ongoing dialogue.

Authorities is unrelenting. Public Servants know this, they live it and they are better placed than anyone to see what needs to change. They are also the source of inspiration when the organisation looks to exemplify and encourage new attitudes. We do not need always to look outside our sector. There is a fantastic wealth of knowledge in our organisation and a pragmatism about change which, rather than detracting from any transformation aims, creates an energy which generates growth and ideas. From previous engagement surveys in KCC we knew our staff were passionate about the communities they work for and this, more than anything, was a motivator to adapt and evolve.

With this in mind, a key part of the engagement strategy has been to encourage and grow networked conversations about change.

‘Doing Things Differently’ is one such conversation. Through it KCC is talking about change to work environments, how we use technology, building business focus and changing the way we interact with our customers.

The inescapable truth right now is that the pressure on Local

There was also an appeal for a Communication doesn’t have to be complicated

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iESE Transform Issue 5

iESE

Conversations at all levels in the organisation are providing invaluable insight into the skills and capabilities needed for our future workforce which is being reflected in our Leadership & Management Programme. Engaging openly and early through conversation and dialogue has created a solid foundation for a new way of operating.

Facing the Challenge – Engagement Strategy We asked people to tell us both what they have done, are doing or intend to do differently to help KCC transform and ask for their ideas about what else could be done. The conversation on-line is populated with examples of our staff already adopting the mindsets and attitudes needed to make change last, showing the way for other colleagues.

Kent’s Programme Managers Exchange is another example of a networked conversation, bringing together the people delivering key change programmes into an informal, off-line conversation about their challenges and learning. With no agenda, no minutes – its just an opportunity for honest dialogue, to pick up learning and to make their programme interdependencies live. For KCC’s transformation, there is a resolute spotlight on our change capability. However, the cohesiveness of programmes of change in complex organisations, such as ours, and their prospect of success hinges on the day-today quality of relationships and exchange between those delivering.

Creating a space for informal exchange was important.

www.iESE.gov.uk

KCC’s ‘Challenger’ network, our top 100 managers, is also engaging in conversations about changing attitudes. They kicked off in November 13, by examining our attitude to risk in all its dimensions: legal and regulatory, reputational, service delivery, financial, and established the true gap between current risk behaviours and those needed to take the organisation forward. More recently, the same group looked at developing a commercial mindset in public service delivery and tested their understanding of the options for alternative models of service delivery.

Our greatest prospect for successful transformation lies in the way we talk to and value each other.

The temptation when faced with the need to transform is to do away with or discredit everything that has gone before and to reserve the important conversations for those directing change. To achieve the kind of sustained change in attitude and approach being asked of local authorities, everyone needs to be involved, from the beginning and throughout.

Organisations are, at the most fundamental level, simply groups of people working in collaboration to achieve tasks, social structures.

Our greatest prospect for successful transformation, therefore, will always lie in continuing to evolve the quality of the conversation and dialogue that takes place between people.

About the author...

Nicola Lodemore is an Associate of iESE. If you would like to discuss developing engagement strategies in your organisation please contact enquiries@iese.gov.uk

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Rising to the top

iESE’s Innovation Club – Spearheading the next generation sector-led improvement hub iESE’s Membership Manager, Teresa Skinner, explains how our new Innovation Clubs are at the leading edge of local government change.

Costs have been cut, efficiencies have been saved, services are now being shared and services are being joined up around the customer. But with no sign of an end to the and the increased demand on key service areas such as social care, even those parts of local government that have managed to protect much relied upon services are finding that totally new ways of achieving outcomes are essential.

In working supporting councils across the UK we are experiencing real demand for new ways of designing services to enable the customer to help themselves and new ways to share those services that remain within the council. Councils are also telling us that exploring the commercial potential for some services, income generation with more customer focus may well be the only way to survive.

With lots of alternative approaches to solving problems being explored now more than ever councils to begin looking at others for help and further inspiration. At iESE we are working with a number of local authorities that are already looking way beyond immediate delivery to a cultural shift that the sector has not had to experience before. There is a wealth of talent out there as well as a strong desire to learn and share with others.

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With the massive scale of challenges ahead and a wide variety of new effective models of delivery, ensuring councils are fully equipped to prosper, support their communities and take a more businesslike approach is paramount.

Recognising the potential of drawing on such support and the willingness of the sector, our owner councils initially requested that we create the iESE Leadership Innovation Club to spearhead the next generation of sector led improvement. Now up and running, the Club provides the ideal opportunity for those at the cutting edge of change to join together, share radical thinking and innovative solutions that are driving the fast pace of transformation required.

The Club provides the ideal gateway for political and managerial leaders to meet periodically and review the changing models of local public service and the leadership required to bring them about. The Club’s members have established an annual programme of Leadership Innovation Exchanges that focus on specific areas of interest. These Exchanges have looked at what the sustainable local authority of 2018 will look like and the skills and knowledge that will be required.

This included how ambitious councils are engaging and equipping staff with the skills to become innovators,

iESE Transform Issue 5

Innovation: the route to success

and employ truly commercial skills in exploring all options and delivering new solutions. With strong collaborative leadership we are seeing more use made of our communities’ capacity and better innovative working with chosen key partners for locally designed cutting edge delivery. As a result of the Exchanges iESE has commissioned a review of models of Leadership skills to create a new standard for the 2018 Sustainable Council. In our day-to-day work with councils throughout the UK it’s great to witness the true enthusiasm out there for learning and sharing with our flagship councils that are already developing new models of collaboration, community budgeting, commissioning, and commercialism.

The initial findings are already being used in our support of the new Councils in Northern Ireland.

www.iESE.gov.uk

Alongside the Leadership Innovation Club our owning councils, particularly elected members, have asked for a similar club focused upon the issues related to the management of waste and realizing the value in the assets in the waste stream. The group doesn’t seek to replace the many officer networks that look at a number of the technical issues, but rather looks at the policy, strategy and market issues as a platform to maximise our impact as a sector and provide solutions to the policy makers at national level. The group met for the first time as a group of Cabinet Members and senior officers responsible for a number of the largest waste partnerships.

The group has already discovered that individually members are commissioning research and are now bringing this together

as a programme that shares the knowledge and reduces the overall cost.

At iESE we continue to develop tools, services and partnerships to help local government deliver improved services at lower cost. The iESE Innovation Clubs mark a new era of support for councils across the country as they reduce costs and transform.

For more information on iESE’s Innovation Club, contact us by emailing enquiries@iese.gov.uk

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News & Events

Latest news Norwich City Council named iESE’s ‘Council of the Year 2014’ Norwich City Council was crowned iESE’s ‘Council of the Year 2014’ following a record number of nominations submitted for its fifth Annual Improvement and Efficiency Awards that took place in March.

Set up to support the sector in improving service delivery whilst reducing costs, the fully sponsored iESE Awards provided the national platform to showcase innovative and sometimes radical solutions that are helping to bridge the gap and ensure crucial knowledge is shared across the UK. They allowed those at the cutting edge of change the chance to join together, showcase radical thinking and learn from each other to ensure the sector is as robust as possible and fit for the future.

Norwich won the award for transforming into a truly outstanding local authority. Once a poor performer but now boasting savings proportionally higher than many much larger authorities, its innovative solutions and thinking ‘outside of the box’ has earned high credibility with both residents and businesses.

Following 196 nominations, gold winners on the night included: Connecting people - Royal Borough of Windsor & Maidenhead, Business Development Team To improve uptake and service of school meals, a “Cashless Payments” project was initiated

by RBWM, significantly enhancing how parents and borough schools connect, communicate and manage pupil payments. Considerable benefits have been to those schools with a higher volume of lower income families, helping reduce any school meal debts.

Transformation in Waste & Environment - Mid Kent Waste Partnership Ashford, Maidstone and Swale Borough Council’s have joined

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in partnership with Kent County Council and Biffa Municipal Limited to deliver significant service improvements whilst achieving substantial savings. The partnership has already achieved recycling rates of 50% plus savings in the region of £1.7 million per year.

Transforming Local Services Aylesbury Vale District Council, Householder Local Development Order Aylesbury Vale District Council have introduced an innovative way of freeing the planning permission system up, getting the process down from eight weeks to just two and giving a guaranteed ‘yes’.

Transformation in Health & Social Care - Royal Borough of Greenwich, Co-ordinated Care The council’s integrated health and care teams now offer a single point of access, with care co-ordinated around GP practices. Driven by staff engagement, shared resources, and a strong client and prevention focus, it have saved £900k from care budgets, reduced long term care packages and cut delayed hospital discharges by 13%.

Community Matters - Sandhurst Town Council Sandhurst Town Council have worked in partnerships through the linked campaigns of ‘Sandhurst Pride’ and ‘Respect, Responsibility and Rights’ to change attitudes across the town. An independent evaluation of the impact has shown many indications of success, including a reduction of anti-social behaviour and a decrease in police resources required.

Working Together - Oxford City Council Oxford City Council’s Welfare Reform Team has worked innovatively with local partners to help people affected by benefit changes into work. Creating a network of provision, the council has triaged customers to ensure the right partner (or combination of partners) are used to provide the specialist support required.

Delivering through Efficiency 2014 - Cheshire East Council, Best Fit Approach to Strategic Commissioning Cheshire East Council has implemented an innovative ‘Best Fit’ Strategic Commissioning approach to service delivery, entirely focussed on delivering positive outcomes for residents; improving service delivery in several key areas, while delivering excellent value for money, with a fourth year of Council tax freeze, despite dwindled central government funding.

Police Project of the Year Essex & Kent Support Services Directorate A major shared services programme to enable collaboration and convergence of support office functions of Essex Police and Kent Police has provided improved service quality through cost-effective and resilient shared service provision and financial savings from HR, Business Services, Transport, Procurement, Estate and Finance.

Fire & Rescue Project of the Year - Surrey County Council, Surrey Fire & Rescue Service and Adult Social Care - ‘Keeping You Safe from Fire’ training package This multi agency training package was developed by Surrey Fire and Rescue Service and Adult Social Care service in March 2013 to deliver free community fire safety training for care providers in Surrey, to protect vulnerable adults from fire and promote public fire safety messages to residents most at risk.

Nominations for the Improvement & Efficiency Awards 2015 open September 2nd

iESE Transform Issue 5

Taking Care Funding Negotiations Online

iESE Chief Executive and Chair of the CFC Project Board explains how the Care Funding Calculator Online will transform the way local authorities and providers work together.

In 2007, iESE developed a tool to improve outcomes for service users and make best use of available resources for adults in residential placements or those receiving supported living services. Today it is accessed by 181 councils across England and has saved in excess of £63m. Originally an Excel document, we’ve now worked with both public and private bodies to develop a new interactive system - the CFC Online.

The first of its kind in the UK, the online version builds upon the current format and introduces new functionality allowing organisations to create, share and store CFCs in one secure and easily accessible environment. In its simplest form, it’s a national costing tool helping buyers and providers negotiate a fair price and agree outcomes. Used for both residential care and supported living placements, it allows a user to assess the level of care and support an individual needs whilst ensuring the price paid is fair and based on current market knowledge.

As owners of the CFC, iESE regularly engages with the user community and since 2008 has had a CFC Board in place, with representation from both the council and provider sector. John Adams is the OBE General Secretary, Voluntary Organisations Disability Group (VODG) who sits on the CFC Board has been a supporter of the CFC since its initial development and commented “The CFC is a social care success story and it has helped, not only to ensure fair pricing, but also to build more effective commissioner, provider relationships. CFC Online is the next stage of the journey and was always the aim, so I’m delighted to see it come to fruition.”

Accessible through a secure website with no software to download or complicated ICT integration, the improved functionality improves the CFC process and enhances the ability to be a neutral starting point for cost negotiations.

Linking the needs assessment with outcomes, the council and provider can clearly see the impact of additional www.iESE.gov.uk

support and be able to monitor success for individuals and export as a PDF or a spread-sheet, providing an accurate record of an individual’s care requirements.

Its innovative functionality allows users to check-in and check-out CFCs securely, providing a much quicker process and a clear audit trail of any changes made during negotiation. Once created, CFCs can be shared for changes to be made. Additionally, the original will also remain allowing users to monitor changes. In doing this, the organisation account dashboard will show the status of each one, improving monitoring and progress of the placement process.

Different scenarios can also be investigated such as location and home-capacity to see what the cost impacts are. The council can then share the CFC with providers as a means of them expressing an interest in the provision of care for that placement, providing an transparent audit trail for the commissioning process.

To date, iESE and the CFC have played an important role in the social care market, injecting a level of cost transparency not previously seen and enabling councils to validate their spending and seek efficiencies. Providers have benefitted by clearly demonstrating cost models and having an evidence-based dialogue with councils.

The underlying principle of the CFC has always been fair care for a fair price – with the additional functionality and ability to monitor real costs, this aim is being furthered through CFC Online as John Adams explains “This is a hugely positive development; it will increase functionality and ensure that only the most up to date version of the CFC being used. Many VODG members will now only enter into fee negotiations with Councils who use the CFC.” The Care Funding Calculator Online launched in April 2014 – to find out more about accessing the CFC email socialcare@iese.gov.uk or call 01883 732 957

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Personal Profile

iESE Introduces…

Personal Profile: Dr Elmer Bakker Principal Consultant and Procurement Expert at iESE Ltd

Born in the Netherlands, Elmer came to the UK in 2004 to join CRiSPS, an internationally leading research institute in Purchasing and Supply Chain Management, located within Bath University. Elmer has lived in Somerset for 10 years now and although not having mastered the local accent, Elmer enjoys life in England with his family.

Having travelled around, I have come to appreciate the diverse beauty of this country. The only difficulty getting used to are the Somerset hills when out on my bicycle on a Sunday.

Having worked in the subject field in the Netherlands with a research institute, consultancy, NEVI (equivalent to CIPS), and the University of Groningen, purchasing and supply has become a bit of a passion. Moving to the UK and working at CRiSPS, gave me the opportunity to work with senior policy makers, academics and practitioners across continents and it was during this time when my interest in public procurement in particular grew.

Throughout my career I have always been curious about collaboration and this is very much of relevance in the work I am doing with iESE. Collaborative procurement has been a buzz-word and area of attention for some time in the public sector. Research I did some years ago showed there are different degrees of collaboration as well as different evolutionary stages, enablers and barriers.

This research, which was done

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as part of an international team, incidentally resulted in a 2nd Louis Brownlow award in March for our contribution to Public Administration Review – a top international public sector management journal.

When it comes to collaboration on procurement, a lot of attention has been paid to sourcing and tendering stages and there are plenty of good examples of joint tenders and/or frameworks. There can be a whole host of reasons from economies of scale, efficient routes to market, de-risking dependency, reducing duplication, consistent approaches, to being able to influence markets.

Although the landscape is at times confusing with the many initiatives and consortia, there is a role for joint tendering – even more so if one could go to market with committed volumes. Of course solutions for very dynamic markets (typically commodities) or low value/low risk requirements can vary where one could apply a strategy of using transparent, technology based open market places, or Dynamic Purchasing Systems – something we are piloting currently.

It is however a more strategic approach to procurement, which I believe is the next frontier for collaborative procurement.

Notwithstanding the value of joint tendering, the biggest impact procurement can have is by being involved early to challenge requirements, think of delivery options as well as sourcing strategies by bringing market knowledge, analytics and understanding. Sure contract

management is key, it is the sharing of “pre-procurement” work that will have the biggest impact on spend and outcomes. By collaborating on these activities and sharing experiences, LA’s should be able to work together on innovative options to reshape local government. In this scenario procurement is truly becoming a strategic contributor to LA business. It is this operating principle that iESE has used in developing its Shared Procurement Service (SPS). The SPS does undertake sourcing and tendering (and uses frameworks if appropriate) but with a core focus on redefining needs and transforming service delivery through procurement. This fits the iESE ethos and mission and is particularly relevant for those LA’s that do not have procurement staff or skills (or budgets) to make doing it themselves sustainable.

Returning to our research on enablers, one of the key recurring themes was top-management engagement and support. It requires visionary officers and Councillors who “buy” into the concept and approach to make it work and iESE is well-placed to bring likeminded people together to facilitate this kind of collaboration.

Sure, it is not all as easy as it sounds and will not happen overnight - it is an evolutionary process with micro adjustments that need to be made and this needs commitment, belief and effort to get over the bumps in the road. But just like the beautiful English hills on a leisurely Sunday morning ride, they are not insurmountable…

iESE Transform Issue 5

Transform with us!

Be a part of…

Owned, led and governed by councils, we are a not-for-profit social enterprise, here to help public bodies throughout the UK deliver improved services at lower cost. Our highly skilled team can help you deliver groundbreaking money-saving solutions to almost any public service.

When iESE works with you to save your authority money and improve its services, it also transfers its skills to your authority’s staff. Not only does this mean that you can sustain your transformation, it also means that you can become a part of iESE and help other authorities transform.

With over 75% of UK councils now using our services and other public bodies requesting to work with us, our knowledge and expertise is being shared with thousands every single day.

By using our services you have the option of becoming an owner.

Whether you want to own a part of the business or if you want to have a leadership role for the mutual as a whole you will always be welcome.

Our members have the benefit of accessing our services without the

need for the usual procurement bureaucracy, reducing the cost of transformation to us and to our owners.

However you wish to get involved with iESE, you can be assured of an innovative, sustainable and forward-thinking way of working.

Our effective results already speak for themselves with us saving councils over £250M and for every £1 that is invested in iESE, at least £5 in efficiency savings is generated.

To help your organisation benefit from the wide range of services we offer, why not find out more about becoming part of iESE - contact us today on enquiries@iese.gov.uk or call on 01883 732 957

www.iESE.gov.uk

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Waste Management Services Framework aims to save councils

£85m

of savings

Care Funding Calculator has saved authorities

£63m

of councils registered to

www.socialcare. improvement efficiency.org.uk

£270m

Construction framework has made

£92m

% 31

In Figures

% 95

of local authorities registered on

www.win.org.uk

T. 01883 732 957 E. enquiries@iese.gov.uk www.iese.gov.uk

iESE has generated over £270 million worth of efficiency savings over the last 5 years…