Brief update on Capital Ambition

1. Brief update on Capital Ambition • Capital Ambition has received third (final) year funding; • Approx 12m available in last year of London improvement & efficiency programme • Strategic governance and programme/project criteria have been reshaped/ reviewed, not least to ensure sustainable legacy • Main focus is on delivering target of 635m cashable savings Key strand of 2010/11 programme is supporting deal for devolution, in form of developing capability for self regulation. While continued unknowns around national performance framework & LGA offer etc, London is in leading position……

2. A developing London ‘self regulation’ package Capital Ambition has been investing in tools/systems for synthesising & transferring information repository of optimised processes & practice Service level identification of statistical near neighbours Quarterly Service level Performance & Expenditure benchmarking Proven leading practices (efficiency) Business process activity costing & volumetrics Workforce data mart External spend (contracts/ agency staff/consultancy Practice based efficiency metrics London Efficiency Challenge Local Area Context Business process metrics Process/ service blueprints How corporate effectiveness achieved Local Area Performance / VFM Pan London workforce/skills/ other cost issues Performance transparencyaided by peer challenge, expert networks & engagement facilitated by common language (protocols & benchmark methodologies) Knowledge transfer aided by London Service Transformation Academy with prospectus for speedy dissemination, cost effective capacity building

3. LAPS is example of pan London information sharing system…. • Recent introduction of quarterly performance reporting & VFM benchmarking across all London borough performance is increasingly able to detect early direction of travel trends across London. • When linked to other developing pan- London capability, in particular • a.) the London Efficiency Peer Challenge; • b.) London wide CEX engagement • c.) Service Transformation Academy • d.) London’s expert networks • the developing body of ‘hard’ and ‘soft’ intelligence is already proving a potentially powerful approach to the collective identification within the Sector of: • - data quality/ intelligence issues/ need for deeper dives in priority service and high spend areas, • -other VFM opportunities • - potential ‘best in class’ operational solutions. Apparent excellence Average performer Potential for improvement Source: Local Area Performance Solution Q1 2009 Quarterly refresh of intelligence – all London LAAs plus corporate performance indicators 3

4. Summary proposition to new London Self Regulation Board Local Area Performance Solution (LAPS) Leadership, expert & professional networks Synthesis of London wide intelligence Peer-led collective problem solving & challenge ….preventative and proactive, expert- led VFM improvement catalysed & supported from within the Sector. Support to effective/rapid transfer of cost effective operational solutions Enhanced capacity for prototyping & redesign (new blueprints) London Efficiency (Peer) Challenge (LEC) Service Transformation Academy

5. LAPS Borough Group London Research & Consultation network London Authorities Performance Managers Network LAPS external experts (academics etc) LAPS data quality group IDEA accredited peers London Futures Board London talent interchange Using London intelligence London Efficiency Challenge peers London Leadership Network Work to explore how to better marshal and support the available London experts… Part of Peer challenge Transferring cost effective solutions SLT & sub groups CELC Supporting capacity for change/redesign (blueprinting) London CEX engagement meetings London Councils policy leads London Policy Officers network London Equalities Officer Network [previous CA peer scheme] Regional Equalities group London Councils Equalities Group Professional groups LEDNET/ ADASS Highways & transport IDEA accredited peers (equalities) London Service Transformation Directors Network (EPPM)

6. Possible elements of developing pan-London performance management approach.... Common benchmarks/ blueprints • CEX Engagement meetings; • London Efficiency Challenge • Service Transformation Academy • Other expert peer interchange schemes. Quarterly performance VFM benchmarking What does ‘good look like’ –‘34th borough’ (excellence model). Expert peer challenge & (networked) Support (interchange) ‘Planned’ intervention on common issues Background use of risk analysis, hard and soft intelligence to identify, validate and collectively ‘solve ‘pan London performance trends E.g. Safe guarding, worklessness. • A few ‘major’ emergencies that are likely to require a quick response. Reactive Culture for mutual (peer) support during ‘steady state’ monitoring is basis of an emergency response .

7. New London self regulation board • Meets for 1st time on 30 July, chaired by Gillian Norton (CEX Richmond); • Board to be updated on national landscape • -LGA ‘Freedom to lead’ developments; emerging Local Government productivity programme/LGA offer; London leaders debate around cuts needed; CSR in October etc); • Also the strong progress made on • pan London intelligence; • increased information sharing/peer engagement; • possible offer around marshalling the networks to solve problems and help develop blueprints; • Board is likely to want a focus on sustainability of any systems (who is going to pay) and ‘light touch’ and targeted to suit austere climate; • May be ‘opportunity’ for PON experts as part of self regulation/peer challenge & support?