Operational management and strategic planning for local
Operational management and strategic planning for local authority legal teams Neil Smith, Market Development Director for Public Sector and the Bar Anne Kingsley, LexisPSL Local Government
Agenda
• Overview of costs challenges facing Local Authority Legal Teams • General strategies for improving internal efficiency • Introduction to the DMAIC model (Define, Measure, Analyse, Improve, Control) • Shared legal services as a form of continuous improvement – pros and cons
LexisNexis Confidential
1
Costs challenges 4 very significant challenges: 1. Increased time pressure when managing workload effectively 2. Budget cuts leading to reduction in headcount 3. Challenge to keep working practices and systems up to date 4. Budget cuts leading to reductions in other resources
‘over 50% of respondents find it difficult to share and receive insight outside of their organisations’
‘most useful formats for sharing knowledge/insight are face-toface networking events followed by a private online forum for public sector lawyers’
‘want to discuss and share legal updates and soft skills topics (influencing, leadership etc)’
LexisNexis Confidential
2
Continuous Improvement
Define Measure Analyse Improve Control LexisNexis Confidential What
3
Types of Waste
Defects
Overproduction
Human Motion Transportation & Handling Waiting
Inventories
Confusion Extra Processing Measure
Underutilised Human Potential
Unsafe or unergonomic LexisNexis Confidential How
4
Process Mapping
Analyse LexisNexis Confidential How
5
Root Cause Analysis
Cause
Effect
Policies
Equipment
Problem or Outcome
Procedures
People
Analyse LexisNexis Confidential How
6
Making improvements
• Feasibility – cost of problem –v- cost of solution • Pilot Improve LexisNexis Confidential How
7
Kotter
1. 2. 3. 4. 5. 6. 7. 8.
Create a sense of urgency Form a guiding coalition Develop the vision Communicate the vision Empower others to act Celebrate short term wins Consolidate improvements Anchor the changes in corporate culture
Control LexisNexis Confidential
8
Over to you…….
Exercise Work in groups to: • Identify the Value-add steps in this process • Consider time spent in each step • Now trim this process to focus on the value LexisNexis Confidential
9
CI savings are real, measureable and feed into bottom-line
• Globally we have 580 certified Yellow belts, 100 Green belts, and over 30 Black Belts, plus 5 Master Black Belts • We have completed over 700 CI projects delivering significant cost benefits • In the UK alone we have around 120 Yellow Belts, 20 Green Belts, 1 Black and 1 Master Black Belt
LexisNexis Confidential How
10
Shared Legal Services as a form of CI – the low-down • Approx. 416 shared services across the country (including shared IT systems, fire services, back-office and professional services and some front-line services) • Achieved a £462 million saving to date • Draws on existing expertise, capacity and purchasing power • Can create profit by turning the shared services into a commercial venture • Extremely useful where one LA has particularly strong legal expertise in an area (for example child care), but less so in another (for example planning)
LexisNexis Confidential
11
Shared Legal Services – not all plain-sailing •
Viability of the model, upfront cost, procedures (i.e. any procurement process required, Solicitors Regulatory Authority (SRA) compliance if applicable) and disruption cancelling out long terms savings. This will largely depend upon the size and type of the model chosen
•
Disconnect between legal teams and LAs if they are not working exclusively and closely with their own LA
•
Conflict of interest between prioritising work for own LA versus partner LA
•
Cultural fit and decision making process issues. These issues need to be considered and streamlined so far as possible from inception
LexisNexis Confidential
12
Shared Legal Services – the reality
LexisNexis Confidential
13
Finally…….
LexisNexis Confidential How
14
Agenda
• Overview of costs challenges facing Local Authority Legal Teams • General strategies for improving internal efficiency • Introduction to the DMAIC model (Define, Measure, Analyse, Improve, Control) • Shared legal services as a form of continuous improvement – pros and cons
LexisNexis Confidential
1
Costs challenges 4 very significant challenges: 1. Increased time pressure when managing workload effectively 2. Budget cuts leading to reduction in headcount 3. Challenge to keep working practices and systems up to date 4. Budget cuts leading to reductions in other resources
‘over 50% of respondents find it difficult to share and receive insight outside of their organisations’
‘most useful formats for sharing knowledge/insight are face-toface networking events followed by a private online forum for public sector lawyers’
‘want to discuss and share legal updates and soft skills topics (influencing, leadership etc)’
LexisNexis Confidential
2
Continuous Improvement
Define Measure Analyse Improve Control LexisNexis Confidential What
3
Types of Waste
Defects
Overproduction
Human Motion Transportation & Handling Waiting
Inventories
Confusion Extra Processing Measure
Underutilised Human Potential
Unsafe or unergonomic LexisNexis Confidential How
4
Process Mapping
Analyse LexisNexis Confidential How
5
Root Cause Analysis
Cause
Effect
Policies
Equipment
Problem or Outcome
Procedures
People
Analyse LexisNexis Confidential How
6
Making improvements
• Feasibility – cost of problem –v- cost of solution • Pilot Improve LexisNexis Confidential How
7
Kotter
1. 2. 3. 4. 5. 6. 7. 8.
Create a sense of urgency Form a guiding coalition Develop the vision Communicate the vision Empower others to act Celebrate short term wins Consolidate improvements Anchor the changes in corporate culture
Control LexisNexis Confidential
8
Over to you…….
Exercise Work in groups to: • Identify the Value-add steps in this process • Consider time spent in each step • Now trim this process to focus on the value LexisNexis Confidential
9
CI savings are real, measureable and feed into bottom-line
• Globally we have 580 certified Yellow belts, 100 Green belts, and over 30 Black Belts, plus 5 Master Black Belts • We have completed over 700 CI projects delivering significant cost benefits • In the UK alone we have around 120 Yellow Belts, 20 Green Belts, 1 Black and 1 Master Black Belt
LexisNexis Confidential How
10
Shared Legal Services as a form of CI – the low-down • Approx. 416 shared services across the country (including shared IT systems, fire services, back-office and professional services and some front-line services) • Achieved a £462 million saving to date • Draws on existing expertise, capacity and purchasing power • Can create profit by turning the shared services into a commercial venture • Extremely useful where one LA has particularly strong legal expertise in an area (for example child care), but less so in another (for example planning)
LexisNexis Confidential
11
Shared Legal Services – not all plain-sailing •
Viability of the model, upfront cost, procedures (i.e. any procurement process required, Solicitors Regulatory Authority (SRA) compliance if applicable) and disruption cancelling out long terms savings. This will largely depend upon the size and type of the model chosen
•
Disconnect between legal teams and LAs if they are not working exclusively and closely with their own LA
•
Conflict of interest between prioritising work for own LA versus partner LA
•
Cultural fit and decision making process issues. These issues need to be considered and streamlined so far as possible from inception
LexisNexis Confidential
12
Shared Legal Services – the reality
LexisNexis Confidential
13
Finally…….
LexisNexis Confidential How
14
