Fix First, Buy Later: Local Authorities Should Prioritise What They Already Have

With local authorities facing funding gaps in the coming year, decision-makers should look to make more of what they already have – the value needed, is often already there.

Our homes are good examples of this. Whether it’s getting the boiler serviced, shelving out an alcove, or get someone in to look at that rather alarming crack that’s appeared in the ceiling – we must take care of, and value, what is already there. Developing and maintaining a sustainable and financially viable organisation isn’t much different.

Getting a surveyor in. A critical initial step is developing a clear picture of the current state of things. Whilst some leaders assume they know all there is to about their organisation or service, a proper survey by experts, can pay for itself multiple time over. After all, we don’t expect tenants to sign-off on major works, so why expect the same for major works in our organisations.

Do we need new IT? Outdated legacy IT systems in LAs are a common frustration for both staff and customers. In many cases, replacement feels like the only option. However, how many services implement new systems without developing its full functionality? Why jump straight to a full rewire just because you want a dimmer fitted? Before diving straight into an expensive procurement, consider reviewing and developing the use of existing IT systems (and the data within them!).

Treat colleagues like they make a difference, and they will. Your staff are your biggest asset. A house becomes a home with the dedication of those living in it – keeping the lights on, cooking the tea (dinner if you’re reading in the South!) and wiping mucky handprints (or paws) off the door frames. It’s the same with organisations.

LA’s struggle to compete for in-demand skills across areas like IT, data, business analysis and project management and more recently, building safety. In-house talent and ‘growing your own’ is essential to avoid paying for costly interims/contracts when these skills are needed. Utilising opportunities through the apprentice levy, alongside identifying chances for staff to take on further development, can help bridge the gap, support succession planning and give your rising stars a reason to stay.

Processes, Processes, Processes. If I say it three times in a mirror, will a Visio Map appear?

Messy systems, manual processes and a ‘this is the way we’ve always done it’ mindset create inefficiencies. Analysing and redesigning your core processes is one of the best ways to create more efficient and robust services. Your processes should be simple, add value, be customer-focused, and be designed with the staff who use them. They should also identify opportunities for better data capture, assurance and digital optimisation.

However, while it can be ‘easy’ to design a process, implementation is where organisations often fail. When considering process design, ensure you also develop a clear implementation plan (including operational support) to bring it to life. All elements of the ‘system’ (e.g. staff training, IT, data, policy, and performance management) must be aligned to support successful delivery. You can’t expect your ‘making a cup of tea’ process to work if you don’t provide a kettle and teabags (Yorkshire Tea here, please).

Value the data you have before trying to get more. LAs have an abundance of data, but all too often, current systems do not allow for its proper use. In housing alone, you likely have customer data from TSM surveys, repair feedback, stock conditions, complaints etc. This information tells you what is important to residents and where your resources are needed the most. Investing time to develop a way to harness and triangulate this data will support your service to make intelligent, data-driven decisions on changes and investments needed to deliver better customer-focused outcomes.

Value the parts as they make the whole. Appreciate the small things – the things that add value to your organisation, much like the small things that add value to your home. As a sector, we need to find a way through the financial constraints – making sure services and quality to customers don’t suffer along the way. Take a step back, reflect on the strengths and opportunities your organisation holds – and you might find that some of the answers and solutions are already there (they just need a bit of polishing).

Contact Altair’s Transformation and Change team to learn more about how your organisation can do more, with less.