Dear Public Sector Leaders!

Dear Public Sector Leaders, 

I am writing confidentially to express an interest and volunteer to help with the current drive for efficiency within the Public Service (any public services, Police, Fire, Health...). 


As you may already know, I have recently completed two major in-'company' research and change projects in Public Services. The most 'public' being the Environmental Services Department in Blaenau Gwent County Borough Council. My methodology has now worked on 26 companies, mainly UK based, but also from 17 countries around the world. These companies range from small to large, national to multi national, the largest being USA based with 48,000 staff. In short, the Human Architecture Intervention (HAI) has seen 26 sustainable interventions, ranging from saving companies from bankruptcy to recovering over £750k in a public services dept. The results would be seen in weeks, not months and is also driven from the customer (frontline) backup the system, ensuring all staff are adding value to service quality, cost and performance. 
 
The process is not radical, or controversial but stops, simplistic reduction in staff or process or simply on financial savings at the expense of long-term sustainability. It offers a real alternative that limits damage to already stretched resources by working out with frontline staff where and more importantly how service cuts and improvements are made. It defines three phases of activity, Fluid-Diagnosis, Adaptive-Connectivity by frontline and seamless Emergent-Implementation. 

HAI is a cyclical methodology that operates very clearly in unstructured and uncertain environments. It is intended for a team of inquirers such as us to examine the various perspectives of a situation, organisation (large) and produce appropriate system models (human based) to act as an intervention strategy for change (continuous and sustainable). It should be seen that normal models and methodology might become invalid when the situation that they are intending to represent is subject to environmental change. The HAI method is well proven to establishing core strategic directions incorporating change and environmental dynamics, without the normal harm seen by convention thinking in cost reductions. 

HAI also provides a returning structure for inquiry to the core values that, for example the employee passion for customer/service user experience, so the principle of iteration to deal with uncertainty and human interaction, individuality and identity (change) is built into the process. 

HAI operation lies more or less centrally within the hard-soft continuum, which should please 'both' schools of thought within the Senior People, Staff, Unions and above all customers. Indeed the approach was developed as a reaction to the difficulties associated with hard methods seen in simplistic reductions. I have also been doing this for several years. HAI is simple methodologies applicable to complex uncertain situations such as we are experiencing at the moment in Wales, UK and beyond. It is an architecture-approach that is designed to enable development of a set of intervention strategies (note the 'ies') for change, which is sustainable, and product/service led. This change is 'effective' first and then efficient. 

I would seriously offer to help the Public Services through these changes, knowing the successes, which can be, achieved overnight, without loss of key skills, frontline people or long-term recovery lapse. I am more than willing to offer my services immediately and suspend all other projects. I would also be willing to provide an 'experiment' area to prove this methodology would/could work, in providing immediate savings, increases in quality and greater service provisions and satisfaction. 

You would like to hear more, or require external references to check out this change initiative, please do not hesitate to contact me, 

Regards
Dr Paul Thomas