INTRODUCTION

he Public Finance Innovation Awards are our opportunity to shine a spotlight on some of the most impressive initiatives, projects and transformations taking place across the public finance world. T It is a world that does not stand still – with service demands increasing, funding levels shifting and reporting requirements tightening. And it is the public finance professional’s role to ensure the delivery of services and to balance the books while all this change is happening. To do this, we have had to make the most of every public pound. It requires the rigour and expertise of traditional accounting practices – but it also needs resourcefulness, flexibility and creativity. Tonight’s winners and runners up represent those who have managed to maintain that rigour and expertise, while at the same time injecting a spark of creativity and flair. What has been particularly striking is the calibre of entries from organisations across the public sector. The role of the public finance professional is evolving rapidly and this change is fostering real talent and ingenuity. If the country is to achieve long-term financial sustainability – and it must – these are the leaders whose drive will deliver the game-changing innovations that will enable better use of public money. Recognising how this is being achieved in practice is what makes these Public Finance Innovation Awards so important for us all. Rob Whiteman, CEO, CIPFA

2 | PUBLIC FINANCE INNOVATION AWARDS 2018 PUBLIC FINANCE INNOVATION AWARDS 2018 | 3 CONTENTS

The Judges 4 Alternative Service Delivery Model 16 of the Year GRAND PRIX and Community 6 Engagement Project of the Year Solutions Partner of the Year 17

Finance Training and Development 8 Public Finance Leader of the Year 18 Initiative Finance Team of the Year – 19 Good Governance Award 9 Local Services

Innovation in Treasury and Asset 10 Finance Team Of The Year – Health 20 Management Finance Team Of The Year – 23 Innovation in Risk Management 11 National Bodies

Innovation in Internal Audit 12

Achievement in Financial Reporting 13 & Accountability

Outstanding Procurement Initiative 14

Digital Finance Project of the Year 15

PUBLIC FINANCE INNOVATION AWARDS 2018 | 3 THE JUDGES

Our judging panel comprises leading experts from the world of public finance and governance. We are extremely grateful to all of our judges for sharing their time and expertise, as well as for their support in studying and reviewing this year’s entries and in identifying the examples of innovation and excellence that form tonight’s winners at the Public Finance Innovation Awards.

CAROLINE AL-BEYERTY LEE HAMILL Deputy Chamberlain Deputy Director of Finance City of London The University Corporation of Edinburgh

EMILY ANDREWS MOHAMED HANS Senior Researcher Procurement Advisor Institute for CIPFA Procurement Government & Commissioning Network

RICHARD DOUGLAS JACQUI MCKINLAY Consultant Chief Executive Douglas Advisory Centre for Public Scrutiny

NATALIE ELPHICKE OBE MATT MILLER Chief Executive Finance Director The Housing & Dreadnought Finance Institute BAE Systems Submarines

4 | PUBLIC FINANCE INNOVATION AWARDS 2018 PUBLIC FINANCE INNOVATION AWARDS 2018 | 5 THE JUDGES

ROB WHITEMAN Chair of Judges CEO, CIPFA

JANE PAYLING JOHN THORNTON Chief Finance Officer Director West Suffolk & Ipswich e-ssential Resources & East Suffolk CCGs

VIVIENNE RUSSELL HARDEV VIRDEE Editor Chief Finance Officer Public Finance & Central & North Public Finance West London NHS International Foundation Trust

JANET SENIOR MARCINE WATERMAN Executive Director Non -Exeuctive Director for Resources Ashford & St Peter’s & Regeneration NHS Hospitals London of FoundationTrust Lewisham

IAN THOMPSON CHRIS WOBSCHALL CFO & Deputy Group Chief Chief Executive Internal Auditor Office of the Police & Government Internal Crime Commissioner Audit Agency for Thames Valley

PUBLIC FINANCE INNOVATION AWARDS 2018 | 5 GRAND PRIX AND COMMUNITY ENGAGEMENT PROJECT OF THE YEAR WINNER THE DEAL FOR COMMUNITIES INVESTMENT FUND, WIGAN COUNCIL

GRAND PRIX AND COMMUNITY ENGAGEMENT PROJECT OF THE YEAR

Thanks to The Deal, Wigan Council on service transformation, had to LISTENING TO AND has succeeded in keeping its be the way forward. libraries open, its school crossing WORKING WITH THE Launched in 2013, The Deal for patrols active and its council tax Communities Investment Fund LOCAL COMMUNITY one of the lowest in the Greater is a simple but revolutionary way Manchester area. HAS ALLOWED THIS for the council to re-engineer its Back in 2010, Wigan faced a relationship with residents. COUNCIL TO ADOPT A daunting financial challenge – The Deal aims to stimulate the a savings target of £160m, SOCIAL APPROACH TO third-sector economy, matching equivalent to 40% of its overall community groups and projects budget. According to the TRANSFORMATION, against services. Each group independent Institute for Fiscal bidding for a share of the fund is MEETING SAVINGS Studies, these cuts were the third encouraged to demonstrate how deepest facing any local authority TARGETS, MAINTAINING it will operate without council in the country. SERVICE LEVELS support after three years. Wigan, Simply cutting services would not however, acknowledges this is not AND SUPPORTING do, and the council realised that possible in all cases and so keeps early and proactive engagement an eye on the social and economic SUSTAINABILITY with local people, with an emphasis benefits of each investment,

6 | PUBLIC FINANCE INNOVATION AWARDS 2018 PUBLIC FINANCE INNOVATION AWARDS 2018 | 7 allowing it to make informed as well as new networks that £25m – but to be rated the seventh decisions about increasing, help nurture strong and resilient best-performing local authority retaining or possibly discontinuing communities. A community funding on the NHS social care interface funding. manager has been recruited to dashboard. support community projects By the end of 2017, The Deal For 2018–19, Wigan intends looking for funding and help had pledged a total of £9m to to mainstream The Deal for them shape their bids, and other community initiatives across the Communities Investment Fund into dedicated officers work with groups borough and fostered, co-designed its budget, rather than using the to help demonstrate impact and and co-produced models of service investment reserve. show value for money. delivery. Health partners have been recruited Since launching The Deal, Wigan The council and community groups into the co-design of the latest has seen a reduction in demand for work together closely to identify funding round as part of wider council services. There was a 13% gaps in service and develop ways efforts to support health integration. fall in the number of looked-after to close them. For example, there children over 2015–16, welfare-desk is now a co-ordinated multi-agency presentations have decreased, and and community approach to the number of people receiving tackling ‘holiday hunger’ among formal adult services fell by more vulnerable children and young than 1,000 in 2016–17. people. Its overall savings programme has An on-going cycle of consultation, remained on track, with £115m engagement and feedback (72%) of the savings target already allows The Deal to be continually secured. FINALISTS modified and refined. For example, community responses have inspired At the same time, resident • Aspire Wrestling Academy at St. the creation of ‘getting going’ satisfaction has increased, with 65% Marks Church, Homes funding, which is now available of residents in 2016 saying they are • Community Hubs, Council for small projects looking for an satisfied with the way the council • Don’t Be A Waster – Reduce, Reuse, investment of no more than £200. runs things compared to 48% in Respect, Selby District Council This has allowed grassroots groups 2008. Perceptions that the council • Library Service Re-configuration, to purchase basic gardening provides value for money have North Yorkshire County Council equipment to support ‘Wigan in increased from 30% to 50%. • Live Well, NHS Mid Essex Clinical Bloom’ and to grow food that is Commissioning Group In adult social care, an area in high then distributed to the community demand, The Deal has fostered a • Local Emergency Support Team, under the banner of ‘incredible County Council fundamentally different approach edible’. to assessments that looks at • The Mersey Gateway Project, Merseylink and the Mersey Gateway The council says the relationships someone’s strengths and assets Crossings Board formed through The Deal create rather than their weaknesses. This bonds of mutual trust and respect, has enabled the council to save

“This was a very impressive initiative that demonstrated wide impact for a small investment. Developed for and with the JUDGES’ community, it allows Wigan Council to invest in creative, bright COMMENTS ideas and projects that contribute to sustainable solutions. Wigan estimates that for every £1 invested, The Deal produces £5.62 of public value.”

PUBLIC FINANCE INNOVATION AWARDS 2018 | 7 FINANCE TRAINING AND DEVELOPMENT INITIATIVE

WINNER GOVERNMENT FINANCE ACADEMY

The GFA was the first government A COLLABORATIVE function to offer an online career AND CROSS-CUTTING pathway, helping people plan APPROACH TO TRAINING their careers in a structured way, highlighting the roles available and AND DEVELOPMENT FOR THE the skills and experiences required. 10,000-STRONG GOVERNMENT People also share their own stories, FINANCE FUNCTION IS exposing the diversity of career paths SUPPORTING NEW WAYS OF that can be followed. LEARNING The academy is keen to emphasise learning and development materials that there are many different ways to Launched at the start of 2016, the and the OneFinance website has learn and not everything has to be Government Finance Academy works also been launched, hosting a virtual classroom-based. across Whitehall departments and community where users can access A recent Twitter campaign showed geographical locations. Part of the resources and share views. how learning is changing, directing government’s Financial Management followers to explanations of different Reform Programme, the academy Run by a team of just six, the GFA learning methods and stressing that aims to boost the capability and has had to develop relationships with what matters is not the time spent talent of the government finance external partners such as accountancy learning but the value of that learning. profession, as well as to introduce institutes, firms and training providers more consistent ‘core’ skills. in order to develop offers and products for learners. The GFA is the first initiative of its kind to support around 10,000 civil Collaboration across departments and servants working across 39 different within professional networks has also bodies in the UK and overseas. It has been an important way for the academy the endorsement of financial leaders to highlight what it has to offer and test across Whitehall and is funded by an out new ideas. annual levy they approve. Participants in GFA programmes have FINALISTS Learning is also available to non- praised the short and snappy nature of • Finance Function, Department for finance staff and the academy the modules available, hailing them as International Development is working hard to break down thought-provoking and engaging. • Finance Directorate, DVLA functional boundaries and nurture Others say the academy’s collaborative • The Finance Team, North relationships with policy and approach to designing and delivering Staffordshire Combined Healthcare commercial teams. NHS Trust learning ensures each department • Veritau A curriculum has been developed contributes its best ideas, approaches bringing together a wide range of and people.

“By challenging the traditional classroom mode of training delivery and embracing innovative ways of learning focused JUDGES’ on individual learning styles, the Government Finance COMMENTS Academy has created a world-class initiative.”

8 | PUBLIC FINANCE INNOVATION AWARDS 2018 PUBLIC FINANCE INNOVATION AWARDS 2018 | 9 GOOD GOVERNANCE AWARD SPONSORED BY: WINNER WINNER ROB WINTER, HEAD OF INTERNAL AUDIT FOR SOUTH YORKSHIRE POLICE AND GOVERNMENT FINANCE ACADEMY THE FORCE EXECUTIVE TEAM, SOUTH YORKSHIRE POLICE

SOME FRESH THINKING The risks and control issues highlighted by the new risk register has allowed ABOUT GOVERNANCE AND a shift to a more active and dynamic CONTROL IN THIS POLICE approach to governance. FORCE HAS USHERED The move to an almost constant IN A MORE EFFICIENT, view of the control environment has ENABLING AND PERMISSIVE made production of the force’s annual governance statement far more ENVIRONMENT efficient and meaningful. The executive team at South Yorkshire South Yorkshire Police says its OI Police wanted to crack a dilemma: approach is based on the simple how to embed good governance and concept of “what do we need to have control in a way that would provide in place to enable us to do all the right management with meaningful focus things in the right way in the most and information. efficient and effective way?” governance approach, while the With the support of the force’s finance involvement of the leads also helped Rather than taking an approach that director, head of internal audit Rob embed ownership of the OI approach is defensive and focused on what Winter set about developing an among management. might go wrong, OI is, in the force’s approach that would deliver a culture words, “permissive, enabling and One quick win has been a change in change at the organisation. positive”. the way teams within the force request Dubbed Organisational Infrastructure support from the IT service. (OI), the approach draws together 11 domains including financial The OI review encouraged the IT management, information governance, team to rethink its systems and asset management and ethical the information it demanded from standards. requesters in order to make it simpler and easier to comply with. Each of these 11 domains is underpinned by around 15 high-level It’s not rocket science, but a good FINALISTS controls, which were initially reviewed example of how the fresh approach and approved by the force’s strategic ushered in by OI has prompted • Manchester City Council and tactical leads, before being people within the organisation to think • NEPO adopted. Managers then went on to differently. • Tommy Morgan, Lead Auditor, consider whether the controls were Accountability is enhanced with the The Government Internal being complied with. force’s district commanders and Audit Agency (GIAA) at DVLA This provided a fast and effective function heads now having to answer • Verity Royle, Surrey County Council way to identify gaps, actions and questions on their domains at quarterly accountabilities in the force’s performance review meetings.

“South Yorkshire Police’s Organisational Infrastructure approach to governance was a clear winner in this category. It’s a simple model, JUDGES’ but a very effective one that has been successfully implemented. The COMMENTS benefits are transferable both within the policing sector and beyond.”

PUBLIC FINANCE INNOVATION AWARDS 2018 | 9 INNOVATION IN TREASURY AND ASSET MANAGEMENT SPONSORED BY: WINNER FINANCIAL SERVICES – TREASURY TEAM, DORSET COUNCIL PARTNERSHIP (ONE INTERNAL STAFFING ORGANISATION SERVING NORTH DORSET DISTRICT COUNCIL, WEST DORSET DISTRICT COUNCIL AND WEYMOUTH & PORTLAND BOROUGH COUNCIL)

that we invest in for two councils but EFFECTIVE PARTNERSHIP we don’t for the smallest as it cannot WORKING AND SOME cope with the increased level of risk,” INNOVATIVE AND DIVERSE the partnership explains. INVESTMENT DECISIONS The involvement of elected members RESULTED IN HEALTHY has been highly effective, with RETURNS FOR THESE THREE councillors kept up to date through DORSET COUNCILS a treasury management forum and quarterly reports. Increasing a council’s investment Members are kept up to speed income by 1,100% in two years with the latest developments in certainly counts as a treasury and investment opportunities as well asset-management success. as changes in legislative This is what the Dorset Council investments and £30m of debt requirements. Partnership’s financial services- across the three councils – decided Forums are informal, allowing treasury team managed to achieve to move away from traditional members to explore new ideas for North Dorset District Council, unsecured bank deposits and and be fully aware of the risks and increasing income from £50,000 two money-market funds to a diverse rewards. years ago to £600,000 in 2017–18. investment portfolio. Success is also due to sound record Overseeing the treasury They have invested in pooled keeping, now fully digitised. A full management portfolios for three funds across a variety of financial audit trail is maintained with the councils, the partnership delivered instruments, such as commercial use of the SharePoint platform, a total return of between 5.34% and property, bonds and equities. where decisions are signed off and 7.52% for all of them in 2016–17. The department also decided to investments authorised. This meant each council could invest in a property fund as opposed balance its budget in 2017–18 without to purchasing its own assets – which cutting services – and all three aim to many councils have been doing – as do the same this financial year. this was considered less risky than investing directly. For West Dorset it meant being able to support corporate projects, such Working across three councils, the as the restoration of the Grade 1 team has to consider the capacity of listed court of Judge Jeffreys and the each different authority individually. FINALISTS

Tolpuddle Martyrs, turning it into a They work out what would work well • Finance Team, North Staffordshire tourist attraction. with the rest of each portfolio. Combined Healthcare NHS Trust The team – managing £100m of “There are some funds, for example,

“The Dorset Council Partnership demonstrated effective joint working and governance arrangements as well as JUDGES’ genuine innovation in portfolio diversification. Risk COMMENTS awareness was strong.”

10 | PUBLIC FINANCE INNOVATION AWARDS 2018 PUBLIC FINANCE INNOVATION AWARDS 2018 | 11 INNOVATION IN RISK MANAGEMENT WINNER INSURANCE AND RISK TEAM, LINCOLNSHIRE COUNTY COUNCIL

WITH LITTLE TO GUIDE THEM, innovation and seeks to balance cost, LINCOLNSHIRE’S RISK TEAM affordability, quality and risks”. SET ABOUT SCOPING AND But the council is not resting on its laurels. It is continuing to fine DEVELOPING THEIR OWN tune and update its approach to RISK MODEL IN A BID TO risk management, planning more OPEN UP RISK AWARENESS workshops with the senior leadership AND APPETITE ACROSS THE team and to increase the categories BUSINESS for approaching risk from four to five. Judy Jones of Kerberos Risk Services, In a challenging financial environment who carried out the 2016 maturity for local authorities, a culture of well- review, says: “Anyone who doesn’t feel understood risk-taking throughout enthusiastic about risk management a council’s business would seem a should spend some time talking to the sensible approach to take. So the team at Lincolnshire County Council. insurance and risk team at Lincolnshire to evaluate how much risk senior Embedded and integrated risk County Council wanted to change management and elected members management is exciting!” how the organisation thinks about risk. were prepared to accept. Historically, the council had treated risk as a compliance issue, to be Four risk-appetite categories were monitored by internal audit. Its goal defined: cautious; averse; open was to move towards a more open and aware; and hungry. Workshop and aware view of risk. participants voted on how much risk FINALISTS they were willing to take on. No one • Operational Risk and Control Team, One of the team’s early challenges was allowed to sit on the fence. was the lack of practical examples to NHS Shared Business Services learn from. Extensive research yielded The team say: “The discussions • Procurement and Finance Team, Essex County Council lots of theory but nothing useful on provided a fascinating insight and how to bring a new risk approach showed some fundamentally differing • Risk and Audit Section, Scottish Fire and Rescue Service to life. views which are now understood.” • Risk & Insurance Team, With the chief executive’s backing, An independent assessment carried Council (HIGHLY COMMENDED) the team set about developing their out in August 2016 endorsed this work • The Integrated Commissioning own model, scoping out a series of to reboot the council’s risk culture. Finance and Assurance Review categories, including finance and It commended an “industry-leading Group (FARG), City Council and Northern money, projects and major change, approach to the identification and Eastern and Western Clinical and reputation and public confidence. understanding of risk appetite” and Commissioning Group Twelve risk scenarios were worked praised a “pragmatic approach to (N.E.W Devon CCG) out and the team used workshops decision-making, which encourages

“Lincolnshire has tried to shift corporate risk appetite in a pioneering way, securing buy-in from across the organisation. It approaches risk JUDGES’ from a business and transformation point of view rather than seeing it COMMENTS as a compliance issue.”

PUBLIC FINANCE INNOVATION AWARDS 2018 | 11 INNOVATION IN INTERNAL AUDIT WINNER TRACEY WOODWARDS, LEAD AUDITOR, THE GOVERNMENT INTERNAL AUDIT AGENCY (GIAA) AT DVLA

A CROSS-CUTTING INTERNAL executive noted the impact of the department’s efficiency savings on AUDIT APPROACH IN A HIGH- the DVLA’s ability to administer this PROFILE AND POLITICALLY concession effectively.

SENSITIVE AREA HELPED THIS As well as reducing risk and GOVERNMENT AGENCY SPOT avoiding unfavourable media WEAKNESSES AND TAKE coverage, the review improved ACTION TO AVOID FINANCIAL customer service and streamlined AND REPUTATIONAL RISKS application and payment processes, resulting in efficiency Collecting vehicle excise duty (VED) savings. is one of the key jobs of the Driver The Government Internal Audit and Vehicle Licensing Agency. Agency used the information Each year, the tax brings in around gathered in the fieldwork to £6.6bn in revenue for central develop a programme of annual government. of the delays to the roll-out of testing to provide assurance As part of the agency’s audit plan, Personal Independence Payments about the completeness of the lead auditor Tracey Woodwards was also needed to be taken into tax collected and the value of tasked with reviewing two high- consideration, as this posed Direct Debit’s service-management profile elements of VED collection: potential risks to the DVLA. charges. a reduced rate for Personal Woodwards’ reviews were GIAA also worked with the finance Independence Payment claimants presented to directors and the team to generate an assurance- and a digital payment option via generating forecasting tool to avoid Direct Debit, which was being relied audit committee, and both the costs of external assurance in upon to collect £2bn. These were challenged senior management’s the future. flagship announcements made by understanding while highlighting the Chancellor in the Budget. weaknesses in the VED administration processes. Carrying out these reviews demanded sensitivity and deft As a result, high-level action handling of cross-agency issues was taken to avoid public – operations, strategy and finance censure of more than one were all involved. It also required government department. The cross-government working, as DVLA’s chief executive agreed FINALISTS the Treasury, Department for to challenge the Treasury about • Audit Together Transport and Department for Work the fundamental viability of the • Internal Audit Team, Veritau and Pensions were stakeholders. Personal Independence Payment National Audit Office reviews concession. Meanwhile, a DWP non-

“This was a strong category demonstrating some excellent variation. JUDGES’ Tracey Woodwards’ work showed impressive evidence of significant COMMENTS impact in a challenging cross-government environment.”

12 | PUBLIC FINANCE INNOVATION AWARDS 2018 PUBLIC FINANCE INNOVATION AWARDS 2018 | 13 ACHIEVEMENT IN FINANCIAL REPORTING & ACCOUNTABILITY WINNER WINNER KEIRA SHEPPERSON, CHIEF OF STAFF TO THE CFO, REBECCA SIMON, COMMUNICATIONS DIRECTOR, SCOTT SHEARER, TRACEY WOODWARDS, LEAD AUDITOR, THE GOVERNMENT INTERNAL AUDIT AGENCY (GIAA) AT DVLA COMMUNICATIONS SENIOR MANAGER, MARILENA IOANNIDOU, DIRECTOR, BRITISH BUSINESS BANK INVESTMENTS

A THOROUGH RETHINK reputation with both the public and OF HOW IT TELLS ITS marketplace. CORPORATE STORY TO THE A project team including legal, communications, risk and finance was OUTSIDE WORLD HAS HELPED assembled to pull the report together THIS YOUNG ORGANISATION and weekly meetings were held to FORGE A DISTINCT IDENTITY review progress. AND HIGHLIGHT GOOD The result for 2016 was an annual RETURNS FOR THE TAXPAYER report with a much more human face. Each team member ‘fronts’ Government-owned, but the report in their product area and independently managed, British is both quoted and photographed Business Bank Investments Ltd is alongside key statistics for which they the commercial arm of the British are responsible. This has helped boost Business Bank and aims to increase accountability in the marketplace. the diversity and supply of finance available to small businesses. Clear graphs show where taxpayers’ money has been invested and the While it doesn’t lend to businesses return over the three years of BBI’s directly, British Business Investments operation. Inclusion of the logos (BBI) works with the market through FINALISTS of investment partners enhanced a range of delivery partners to transparency and improved BBI’s • Cameron Fox, Kristian Hibberd, encourage competition. credibility with other potential partners. Laurence Lily, Muhammad Swaleh, It has been vital that it establishes James Hall and Julia Beck, In addition to publication on the BBI itself as a trusted organisation, one UK Export Finance and British Business Bank websites, that both provides value for money • Corporate Enabler Teams, Wales the team promoted key facts and for the government and is a suitable Audit Office figures across social media using investment partner for fund managers. • Customer Communications and infographics and charts. Finance Teams, Derby Homes When it came to publishing its financial Hard copies of the report were • Finance and Business Partnering report for 2016, BBI saw an opportunity Team, Livin Housing to rethink the way it told its story to distributed among investment partners and digital copies were sent in pdf form • Finance and Communications its stakeholders and the wider world. Teams, Nuclear Decommissioning It looked for fresh ways to put across to government, market participants and Authority (NDA) other policy stakeholders. BBI’s key financial-reporting messages. • Finance, Editorial and Design Working with stakeholders and users The team says that, since the 2016 Teams, Transport for London of the information closely and early report was published, BBI has received • The Finance Team, North on, the team ensured information was strong interest from the market, with Staffordshire Combined Healthcare NHS Trust presented in a clear and accessible several new investments approved way, and one that enhanced BBI’s and others in the pipeline.

“A team focus on clarity of presentation, early stakeholder engagement and careful planning has not only delivered best-in-class financial JUDGES’ reports but has also enabled the development of more innovative COMMENTS elements.”

PUBLIC FINANCE INNOVATION AWARDS 2018 | 13 OUTSTANDING PROCUREMENT INITIATIVE WINNER SAMANTHA RIX, PROCUREMENT SPECIALIST, THE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUST

CLOSE ENGAGEMENT WITH “Clinicians should be more willing to embrace change as we have shown CLINICIANS WAS CRUCIAL FOR that it can be achieved with little THIS NHS TRUST’S SWITCH pain as long as lots of support and TO A MORE COST-EFFECTIVE engagement is provided,” it says. EMERGENCY SURGICAL Peer-reviewed data from the Newcastle upon Tyne case study is PRODUCT being shared with the wider NHS Newcastle upon Tyne Hospitals NHS community and should give other Foundation Trust embarked on a trusts the confidence to lead a highly ambitious yet clinically sensitive product change or undertake their project – to look for a lower-cost own trials in a highly complex medical alternative haemostat supplier. or surgical area. Haemostats are emergency products key and each surgical specialty and used to stop bleeding during surgery, sub-specialty was treated as an restricting blood flow. Supply of the individual within the project, ensuring products is dominated by one large surgeons and theatre staff felt valued company – Johnson & Johnson – and listened to. Time was set aside holding approximately 80% of market for Samantha and her team to meet share. As a consequence, the supplier with each clinical lead, allowing them views its haemostats as premium to ask questions and identify any products, pricing them accordingly. procedures they felt would not be FINALISTS appropriate for the switch. Shifting supplier was a complex task • Adults and Communities for Newcastle’s procurement team led Following consultations, the trust Commissioning Service, by Samantha Rix, one that required has changed to more cost-effective Borough Council gaining the confidence of clinicians products across 26 specialties, • Commercial Procurement Unit, who use the products. They are not a including very complex departments Liverpool City Council one-size-fits-all solution, and different such as cardiothoracic and neurology. • Essex Child and Family Wellbeing surgical disciplines will have different It has achieved a 51% saving – (PB19) Commissioning & requirements. representing just over £80,000 in Procurement Team, Essex Samantha and her team worked annual cash savings. There has also County Council and West Essex Clinical Commissioning Group closely with surgical teams to review been a reduction in the number of and trial alternative products and products used and a streamlined, • STAR Procurement ensure quality and safety standards more time-efficient ordering process. • The PSAA Team (Officers and Board), Public Sector were met. As haemostats are often The team says the project has used in emergency and highly Audit Appointments (PSAA) shown both clinicians and other (HIGHLY COMMENDED) stressful situations, it is vital that trust staff that the change process • Westminster Procurement Services surgical teams had confidence in the can be “hugely beneficial”, even Team, Westminster City Council alternatives on offer. when tackling something that has Clinical engagement was, therefore, traditionally been shied away from.

“There was a clear procurement objective from the outset and excellent market and clinical engagement. As well as financial JUDGES’ savings, patient safety standards were upheld and there is potential COMMENTS to roll out to other trusts.”

14 | PUBLIC FINANCE INNOVATION AWARDS 2018 PUBLIC FINANCE INNOVATION AWARDS 2018 | 15 DIGITAL FINANCE PROJECT OF THE YEAR SPONSORED BY:

WINNER ONLINE FITNESS TO DRIVE TEAM, DVLA

BY HARNESSING CUSTOMER take-up. Productivity improvements AND EXPERT FEEDBACK are forecast to hit £2.7m by 2020. Wider social benefits, such as THIS DIGITAL PROJECT BOTH improved road safety are difficult STREAMLINED PROCESSES, to measure. However, the team BOOSTED PRODUCTIVITY AND notes that the cost to the wider UK economy of a serious road accident IMPROVED ROAD SAFETY is over £250,000 and for a fatality around £2.2m. By removing unfit It’s vitally important that the millions drivers from the road more quickly, of drivers on the UK’s roads are the Fitness To Drive Team will no medically fit and safe to operate a car doubt save the government money or other motor vehicle. – but also save lives. The DVLA’s Fitness To Drive scheme assesses whether an individual is entitled to drive based on their eliminated inaccuracies caused by medical status. Under the scheme, misspelling and a variance in medical drivers notify the agency of their terminology – realising this was an medical conditions and renew short- issue with the old system was a term driving licences. “real breakthrough”, the team says. The team also consulted medical The old scheme was paper-based, advisers and panels to streamline the FINALISTS but research with users revealed questions. that more than half – 55% – would • 3 Council Finance System with prefer to shift to a digital service. Another improvement on the paper- automated cost sharing, Dorset By digitising the system, the team based service is the fact that after Council Partnership (one internal also wanted to improve customer completing the questions, and while staffing organisation serving service, turnaround times and reduce their application is being processed, the 3 councils of North Dorset operational costs. District Council, West Dorset District customers are advised whether or Council and Weymouth & not they should drive. Work began in October 2015 and Portland Borough Council) involved some in-depth customer The service went live, on time, on • Care Provider Information Hub, research. In total, 100 sessions with 28 March 2017. It has transformed Essex County Council 700 customers were held in more the experience for users, halving the • Competition and Markets Authority than 60 locations across the UK. This number of answers required for most • Placing Business Intelligence at the allowed the group to perfect the conditions, and cutting them by heart of decision-making, Health notification process by streamlining two thirds in the case of glaucoma. and Safety Executive the questions used and removing Response times have been cut from (HIGHLY COMMENDED) unnecessary ones. an average of 21 days to 8 days. • Revenue & Benefits Digital Efficiency Project, City of Questions are now in a binary There have been some measurable Council yes/no format instead of free financial gains, with productivity up text responses, a change that by £0.8m a year with a 50% digital

“A successful digitisation of a vital, customer-facing service led by an in-house team. It demonstrated strong evidence of financial benefits JUDGES’ and wider social gains are likely through improved road safety and a COMMENTS reduction in accidents, injuries and fatalities.”

PUBLIC FINANCE INNOVATION AWARDS 2018 | 15 ALTERNATIVE SERVICE DELIVERY MODEL OF THE YEAR

WINNER HOUSING MAINTENANCE PARTNERSHIP COMPRISING WELWYN HATFIELD BOROUGH COUNCIL, MEARS AND STRADIA

THIS COUNCIL AND ITS CONTRACTOR SUCCESSFULLY RE-ENGINEERED A FALTERING PARTNERSHIP, REBUILDING TRUST, MOVING TO OPEN- BOOK ACCOUNTING AND GENERATING SAVINGS

When the relationship between that helped provide clarity on roles share of these savings has been re- Welwyn Hatfield Borough Council and and responsibilities. invested in assets, improving housing its housing maintenance contractor conditions for tenants. started to fray, service delivery A Gain Share/Pain Share mechanism dropped below expectations. was established to encourage The partners now work together Mears to reduce costs. The gain as a ‘we’, rather than ‘us’ and ‘them’ A 15-year contract, valued at £168m, element would only be paid if seven – ensuring problems are resolved was awarded to Mears and began pre-determined key performance quickly and emphasising joint in April 2007, but three years in it indicators covering service quality and management. became apparent that costs were recycling were met. significantly over budget, leading to heated disputes. Relationships The council also made the decision became extremely strained, teams to implement full open-book contract were unable to work together, and management, something requiring trust broke down altogether. cultural and procedural change for FINALISTS both itself and the contractor. The council was determined to get • Finance Team (CATERed), the housing maintenance partnership The open-book process, adopted in Plymouth City Council to work, and its success in doing so 2012, provides essential transparency • Orbis (partnership between offers many lessons others could as well as the tools to manage the City Council, learn from. contract effectively, enabling the East Sussex County Council and identification of problem areas Surrey County Council) To get the contract back on track, and the scope to reduce costs and • Partnership between Support the council appointed construction improve performance. Services for Education (SSE) (Part consultants Stradia to look at what of Somerset County Council, SCC) has gone wrong, restore the broken An operating protocol document and Council (NSC) was developed to provide clarity and trust, and help the council take back • Project Team, Essex County commercial control. rigour, and to ensure a consistent Council (ECC) and West Essex approach by all team members. In order to foster improved working Clinical Commissioning Group (WECCG) arrangements early on, teams Total savings over the five years from the council and contractor from the implementation of the new • Veritau participated in workshops where they service-delivery model are forecast • Verse Facilities Management were encouraged to share concerns to be more than £3m. The council’s

“This was an excellent example of taking a problem, being honest JUDGES’ about the challenges, and committing to finding a way forward. Sharing both the gains and the pains has been effective and open- COMMENTS book arrangements are working actively.”

16 | PUBLIC FINANCE INNOVATION AWARDS 2018 PUBLIC FINANCE INNOVATION AWARDS 2018 | 17 SOLUTIONS PARTNER OF THE YEAR

WINNER LONDON VENTURES TEAM (ERNST & YOUNG (EY) AND LONDON COUNCILS) AND XANTURA

AN INNOVATIVE DATA-LED 30% time saving for professionals on BLUEPRINT FOR COUNCILS research-led work. SHOWS HOW THEY CAN London Ventures points out that IDENTIFY AND HELP the success of this solution comes at a key moment. By 2020, central VULNERABLE CHILDREN AND government funding for early help FAMILIES WHILE REDUCING will fall by 71% compared to 2010, and FINANCIAL PRESSURES ON the group will be hoping that more SERVICES councils follow the example they have set with Hackney. The brainchild of the umbrella group London Councils and EY, Speaking of their partnership with London Ventures seeks to introduce London Ventures, Hackney Council innovative private and third-sector said: “The Xantura solution has solutions to the public sector. enabled us to make a dramatic improvement in our capability to Since its inception, London Ventures families and those children who are manage and deliver this complex has had significant success in most at risk of abuse or neglect. multi-agency programme and, helping local authorities identify vital Applying this innovative system to moving forwards, will provide us with savings through schemes like the the London Borough of Hackney, it a much more sophisticated view London Counter Fraud Hub, which is expected that EHPS will contribute of families, helping us to find and has the potential to save £57m, to a total saving of £675,000 per year select the correct families as well and the FISCAL Technologies AP for the council. as providing a more subtle view of Forensics product, which has saved ‘sustained improvement’.” £25m across 15 London councils. On top of this, Hackney can expect to save £118,000 through full The group’s vision to apply private automation of family screenings and sector innovation to the public sector £143,000 by improving access to was at the heart of the decision to multi-agency data annually. invest in Xantura’s Early Help Profiling System (EHPS), which allows councils Not only does this scheme help to target children who could benefit streamline local authorities’ FINALISTS from early intervention, thereby finances but, crucially, it has preventing the need for statutory help. created a radical improvement in • Destin Solutions and Preston and the provision of children’s services. Lancaster Shared Service EHPS uses predictive analytics to The implementation of EHPS has • Oxygen Finance and Cumbria bring together data from multiple led to reduced numbers of children County Council agencies to identify vulnerable needing statutory intervention and a

“London Ventures impressed us through the breadth of partnership JUDGES’ working, the size of the estimated cost savings, and efficiency benefits. It’s a good, replicable project working with data to develop COMMENTS the service.”

PUBLIC FINANCE INNOVATION AWARDS 2018 | 17 PUBLIC FINANCE LEADER OF THE YEAR SPONSORED BY: WINNER ANDREW HARDINGHAM, STRATEGIC DIRECTOR FOR TRANSFORMATION & CHANGE, FINANCE, PLYMOUTH CITY COUNCIL

a local authority cooperative trade LEADERSHIP, CREATIVITY, company set up to deliver school INNOVATION AND meals, has enabled children across COMMITMENT TO STAFF Plymouth to enjoy freshly prepared, WELLBEING ALL COMBINE IN healthy and affordable food. ONE INDIVIDUAL TO SHOW Andrew has also played a valuable role through the creation of a joint HOW THE PUBLIC SECTOR venture company with Livewell FINANCE FUNCTION CAN BE Southwest, an independent social PUSHED FORWARD enterprise working as part of the NHS. The company aims to enable With more than 40 years of services to be shared across experience as a qualified accountant, organisations, saving at least 20% on and 15 years as a chief finance officer gross cost and enabling surpluses to across a range of public sector be reinvested to benefit the taxpayer. organisations, Andrew Hardingham Another testament to Andrew’s has successfully shaped a new vision skills is the Teckal company Delt, for change within the sector. which was established with the He joined Plymouth City Council as clinical commissioning group to assistant director for finance and share ICT services. Andrew has Section 151 officer in 2015, leading a and delivering powerful collaborative stabilised Delt’s financial position, 370-person multi-disciplinary team, working with key partners. shaped a more agile governance structure, supported its growth and and has ensured the delivery of more Through his “Finance FIT” project, he been instrumental in identifying and efficient and viable services. has shaped a vision and strategy for recruiting a chief financial officer. In his first year, Andrew launched a change within the sector. The project finance transformation programme has already benefited Plymouth to deliver £2m (15%) of savings from a City Council a great deal, bringing departmental budget of £16m. Within creative solutions to problems. the first two years, he restructured For example, strategic tax planning the treasury management function to supported the refurbishment of the FINALISTS deliver a further £12m of savings. City Market as well as helping create a new financing model to support • Craig Brewin, Head of In times of austerity, it is essential to the council’s commercial property Commissioning, Slough have a skilled team to support and Borough Council investment fund portfolio, a £150m lead business change and that’s fund to support growth. • Mark Lumsdon-Taylor, CFO & what Andrew has put together, Deputy CEO, Hadlow Group bringing his expertise to empower Andrew’s work for his council goes • Patrick Knight, Systems Manager, and push his staff to think differently, on. His strategic and financial Council adopting value-added approaches leadership as a director for CATER,

“Andrew’s creative and innovative approach has shaped a new vision and strategy for change. His leadership isn’t just confined to strategy JUDGES’ and project success, it places a strong focus on staff wellbeing and COMMENTS the development of a collaborative and innovative culture.”

18 | PUBLIC FINANCE INNOVATION AWARDS 2018 PUBLIC FINANCE INNOVATION AWARDS 2018 | 19 FINANCE TEAM OF THE YEAR – LOCAL SERVICES SPONSORED BY: WINNER WINNER People in Public Finance ANDREW HARDINGHAM, STRATEGIC DIRECTOR FOR TRANSFORMATION FINANCE AND PROCUREMENT TEAM, BUCKINGHAMSHIRE & CHANGE, FINANCE, PLYMOUTH CITY COUNCIL AND MILTON KEYNES FIRE AUTHORITY (BMKFA)

The finance team also successfully ensured accounts for 2015–16 and 2016–17 were completed and audited by the end of July each year. This was achieved through early engagement with auditors to clarify exactly what was required and a whole-team approach, making every team member responsible for an area of the accounts. THROUGH AN EMPHASIS There was little additional resource to implement the new system, but the The team places a premium ON COLLABORATION AND team turned this to their advantage, on learning, development and FLEXIBILITY, THIS LOCAL FINANCE ensuring everyone took responsibility professional qualifications to facilitate for their area of expertise and internal promotion. TEAM HAS SHIFTED SEAMLESSLY guaranteeing that everything was Collaboration has been the key to TO NEW SYSTEMS, DELIVERED ready in time for the ‘go-live’ date. success, and strong relationships SAVINGS, AND MET FINANCIAL The team also works proactively with have been built both within the REPORTING DEADLINES budget managers to develop and authority itself and with other fire deliver savings plans. The authority authorities in the Thames Valley The bright sparks in the finance faced a 57% cut in its revenue region. and procurement team at support grant, and the development Buckinghamshire and Milton of an Efficiency Plan sets out how Keynes Fire Authority have risen the authority will face up to the to the challenge of helping the challenge while also allowing authority become more efficient and it to sign up to the guaranteed responsive. four-year settlement offered by the FINALISTS government. The nine-strong team, led by • Adult Social Care Finance Team, a director and deputy director, In particular, the authority has shifted oversees all aspects of management to a more flexible rostering system • Finance and Business Partnering accounting, financial reporting for fire fighters, rather than the more Team, Livin Housing and treasury management, and rigid watch-based system where each • Financial Management Team, FINALISTS procurement, including purchasing, watch would cover its own absences Southend-on-Sea Borough Council tendering and supplier management. for sickness, training and holidays. • Financial Services, Dorset Council Among their achievements are the Under the new system, absences Partnership (one internal staffing implementation of a new finance are covered by a ‘bank’ of staff organisation serving the 3 councils and procurement system and the volunteers who work additional shifts of North Dorset District Council, West Dorset District Council and introduction of an HR/payroll system, at enhanced rates of pay, something Weymouth & Portland which better support the more flexible that needs to be supported with Borough Council) and innovative approaches to work a much more flexible approach to that the authority wanted to pursue. budgeting.

“Finance teams across the local government sector are continuing to operate effectively – and with passion – in challenging JUDGES’ circumstances. Buckinghamshire and Milton Keynes Fire Authority COMMENTS achieved a lot with a small team through collaboration and flexibility.”

PUBLIC FINANCE INNOVATION AWARDS 2018 | 19 FINANCE TEAM OF THE YEAR – HEALTH WINNER FINANCE DEPARTMENT, WRIGHTINGTON, WIGAN AND LEIGH NHS FOUNDATION TRUST

WITH THE NHS UNDER with all the information they need at the touch of a button. The app SUSTAINED FINANCIAL contributed to reduced overspends PRESSURE, THIS TEAM by £2m, lowered agency spend by SHOWS WHAT CAN BE DONE £1.6m, and increased budget-holder WITH AN AMBITIOUS, CAN-DO accountability and sign off. ATTITUDE, A MOTIVATED The team has banked many other achievements for the trust, WORKFORCE – AND A LITTLE including full receipt of its share of IMAGINATION sustainability and transformation funding and a shift from payment The finance team at Wrightington, by results to block contracting. They Wigan and Leigh Foundation Trust encouraged to collaborate and have worked with GPs to reduce has a simple goal: to be the best volunteer on non-finance projects A&E admissions and led a project to finance function in the NHS. such as one to improve patient flow successfully close an unprofitable This team, comprising 61 whole- at the hospital. neuro-rehabilitation service. time equivalent posts, looks after Team members are highly visible, Financial housekeeping is excellent everything from procurement always approachable, but not shy and the trust received a clean audit, to costing to financial control, to challenge the wider business has been rated the number one commercial planning and when appropriate. They like to procurement department in the investment. In 2016–17, they oversaw focus on the four Ps set out in NHS, and was in the top 10 trusts in revenue of £297m and, at a time of the trust’s ‘way4wards’ strategy: the country for surpluses generated. extreme financial pressure for the people, patients, performance and NHS, delivered a surplus of £13.6m. The team hosts graduate finance partnerships. trainees and six staff members Among their objectives are They describes their culture as have been supported through their maintaining a positive cash balance, “dynamic, fun and challenging” accountancy qualifications. achieving nationally set financial matched with a focus on keeping controls, continuing to push and staff members motivated and highly develop their skills, and providing professional. finance training to the trust’s non- finance staff. There is also an emphasis on FINALISTS innovation, and the team continually This takes the form of the innovative tries to present financial information ‘finance operating game’ and regular • Financial and Management in new ways in order to support Accounts Team, NHS Mid one-on-one budget-holder training transparency. This has included Essex Clinical Commissioning sessions. It ensures staff throughout Group an animated annual accounts the trust understand their financial video and the development of a • The Finance Team, North position and can manage budgets. Staffordshire Combined Healthcare Devolved Financial Management NHS Trust In turn, finance team members are app, which provides budget-holders

“This is a dynamic team with an excellent ethos and culture. The team are clear on their contribution to the trust and are well- JUDGES’ managed from a financial perspective, although their achievements COMMENTS span much further.”

20 | PUBLIC FINANCE INNOVATION AWARDS 2018 PUBLIC FINANCE INNOVATION AWARDS 2018 | 21 CIPFA Annual Conference 2018

11-12 July, TALENT, TECHNOLOGY, In association with: WINNER TRANSFORMATION International Centre FINANCE DEPARTMENT, WRIGHTINGTON, WIGAN AND LEIGH NHS FOUNDATION TRUST

EXPECT Networking opportunities with over 800 industry professionals, peers and suppliers MAPPING

The opportunity to do business A DIGITAL 60+ on site at the lively conference Exhibitors exhibition FUTURE To enhance your academic and professional performance, earning up to 16 CPD hours

To be able to tailor your own conference programme around your interests and learning requirements

A number of networking events, allowing you to develop new contacts and FINALISTS share ideas BOOK NOW

#CIPFA2018 cipfaannualconference.org.uk

VISIT THE DIGITAL INNOVATION ZONE FOR DEMONSTRATIONS OF PRACTICAL FINANCE AND MANAGEMENT Headline sponsor: SOLUTIONS

PUBLIC FINANCE INNOVATION AWARDS 2018 | 21

training to suit your needs

Avoid the cost of travel and accommodation by training your team at your premises with a CIPFA in-house course.

‘An excellent course that was delivered perfectly by the instructor. She was able to tailor the course to the needs of the group which was incredibly helpful.’ Sharon Lewis, Ministry of Defence

Call 020 7543 5600 or email [email protected] today to find out more.

FINANCE TEAM OF THE YEAR – NATIONAL BODIES

WINNER FINANCE TEAM, INDEPENDENT LIVING FUND SCOTLAND

THIS SMALL TEAM HAS vulnerable individuals receive their MADE A BIG IMPACT IN A payments on time, PT-X has saved a SHORT PERIOD OF TIME. working week for a full-time member training to suit of staff per annum and reduced PROFESSIONALISM, the risk of server and data-handling TEAMWORK – AND A issues. your needs REAL COMMITMENT TO The team aims to put finance at the VULNERABLE PEOPLE – heart of decision making and this SHOWS HOW FINANCE TEAMS is reflected by the first two years CAN TRANSFORM LIVES of reporting, in which ILF Scotland Avoid the cost of travel and accommodation by training your team came under budget in each year and Just three years after it was created, completed the annual accounts on at your premises with a CIPFA in-house course. the Independent Living Fund time, with no major matters raised by Scotland has developed into one external auditors. of the most financially lean public While financial efficiency is a primary bodies in the UK. goal: they remain focused on the This team of three is responsible ‘An excellent course that was delivered perfectly by The ILF is responsible for providing vulnerable people they serve. Each for administering £50m in funding financial support to more than team member has received specific annually and strives to create strong the instructor. She was able to tailor the course to the 3,000 severely disabled people disability equality training to ensure partnerships with departmental with complex needs with the aim of they are fully committed to the bodies such as the Scottish and needs of the group which was incredibly helpful.’ helping them to live independently. values and ethos at the heart of the Northern Irish Government Sponsor organisation. Sharon Lewis, Ministry of Defence The finance team, led by finance Teams and NHS Counter Fraud Team. director Jim Maguire and supported Over the last two years, the ILF by head of finance Nadeem Hanif Scotland finance team has made and senior finance officer Alex 74,236 payments to recipients on Bathgate, pride themselves on their Call 020 7543 5600 or email time, disbursing £91m in funding with open and honest approach – and 100% accuracy and no errors. [email protected] hold teamwork as a core value. The extent of their efficiency today to find out more. The culture of the ILF Scotland improvements are exemplified by the finance team is to foster excellent FINALISTS reduction of payment-processing relations through an open and honest times, which fell nine-fold from 45 • Finance and Commercial Directorate, approach and by thinking outside Public Health England minutes to 5 minutes through the the box. They ensure nothing is ‘off creation of a cloud-based system • Finance and Corporate Governance the table’ in terms of continuous Team, Office of the Future known as PT-X. improvement to the organisation and Generations Commissioner for Wales the disabled people they support. As well as guaranteeing that

“This finance team is living out the values of the organisation. Having set up a new finance system from scratch, the team has embraced JUDGES’ cloud-based technology and innovative solution design. This is a COMMENTS great example of how finance innovation and team commitment can make a positive impact on people’s lives.”

PUBLIC FINANCE INNOVATION AWARDS 2018 | 23 Organised by

Redactive Media Group organises Public Finance Innovation Awards on behalf of CIPFA