How to Engage with a Service How to Engage with a Service ReviewReview

Sue Thiedeman and Howard Simmonsfor

TNA and CALGG

What’s on the HorizonWhat’s on the Horizon

The ContextThe Context

• Economic Climate• Local Government Finance• Comprehensive spending review (s)• Changes to the way Local Government is

funded• Impact on Local Government Finance• Tough decisions required

Funding Outlook for CouncilsFunding Outlook for Councils

Funding ChangesFunding Changes

• No longer by formula grant• Linked to incentives

– Building new homes– Business rates retention ( thriving economy)– Creating jobs (growth and reduction in benefits /

increased council tax)– Level of council tax

CSR Cuts to Local GovernmentCSR Cuts to Local Government

Impact on Public Services Impact on Public Services

50

60

70

80

90

100

110

2009-10 2010-11 2011-12 2012-13

Ind

ex (2

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10=

100)

Highways andtransport

Cultural

Housing

Planning and development

Environmental

Corporate PrioritiesCorporate Priorities

• Key Strategic Documents• Based on the needs of the area including big

priority areas:• The approach to service cuts will depend on

the corporate priorities• Different ways to make a service more

efficient• Members are making difficult decisions

The Service ReviewThe Service Review

• Different levels and approaches• Service/Departmental/Thematic/Directorate/ Council

wide/Partnership• Core elements include: Why provide? - Mandatory/Discretionary baseline Inputs - Budgets/Staffing/Accommodation Outputs - usage/transactional costs/VFM Outcomes - delivery against Corporate agenda Transformation – doing differently or not at all

The Service ReviewThe Service Review

Rudyard Kipling – “The Elephant Child”

I have six honest serving men They taught me all I know I call them What and Where and When And How and Why and Who

Business Process Business Process Re-engineering/TransformationRe-engineering/Transformation

•Internal or External Challenge and change agents•Sector led Improvement/peer review/self assessment•External Business Partners – Capita/KPMG/PWC• Search for VFM and Continuous Improvement•Economy/Efficiency/Effectiveness/Equity in processes and outcomes

Lessons Learnt to DateLessons Learnt to Date

• Understand the Context• Clear Statement of Purpose and Outcomes• People/Staff are key to Improvement• Consult Staff, Users, Community• Challenge Attitudes and Performance• Support Management of Change – different

ways of organising/delivery• Clear Evidence Base

Key QuestionsKey Questions

• Need for the Service?• Clear and Challenging Aims?• Contribution to Corporate Priorities?• Effective Performance Management?• Comparison with Similar Services –

performance and cost?• Scope for Improvement – Direction of Travel?

Lean Thinking Lean Thinking

• Focus on the customer/client/user• Identify and understand how the work gets done

– the value stream• Manage, improve, and smooth the process flow• Remove Non-Value-Added (NVA) steps and waste• Manage by fact and reduce variation• Involve and empower the people in the process• Undertake improvement activity in a systematic

way

Six SigmaSix Sigma

• Application of the DMAIC methodology• Define/Measure/Analyse/Improve/Control• Structured, rigorous approach to process

improvement• Goal is to achieve 3.4 defects per million parts

(or opportunities of doing it wrong) known as 6 Sigma with value stream mapping

• “Kaizen” – Continuous Improvement

Survival GuideSurvival Guide

• Be Proactive• Be Strategic• Be Systematic• Understand the Evidence base• Demonstrate Outcomes/Value Added• Identify Champions and Advocates• Build Partnerships

Small Group ExerciseSmall Group Exercise

• Pitfalls of a service review– Think about possible pitfalls of a service review– Share your experiences

Case StudyCase Study

• Richard Taylor – York • Caroline Sampson - London

Preparing For a Service ReviewPreparing For a Service Review• Do a review yourself• The new accreditation standard is a good opportunity • Consider the Culture and Sport Improvement Tool

– An evidence based self – assessment benchmark– Covers the 8 themes of excellent organisations

• Benchmark information on other similar services– How many staff they have– What they cost– Performance – number of users etc– Range of activities

• Utilise peers or critical friends and be open to challenge

The Right Kind of EvidenceThe Right Kind of Evidence

• Make sure you are comparing like with like and be able to explain differences– Number of staff – Size of service – The offer?

• Financial information• VFM - Cost / performance / satisfaction?

The Impact of Your ServiceThe Impact of Your Service

• What does your service do?• What difference does it make ?• Who uses the service and who doesn’t?• What do people think of you?• Utilise your internal and external customers• Emphasise your statutory responsibilities

– TNA Guidance

Meeting Strategic OutcomesMeeting Strategic Outcomes• How does your service fit into the bigger

picture ?• Demonstrate how you meet the Council’s

strategic objectives• Culture and Sport Outcomes Framework

– Logic Model– Outcomes Triangle– Evidence– Performance Indicators

Outcomes Framework ExerciseOutcomes Framework Exercise

• Think about how your service meets strategic Outcomes– Health and Wellbeing– Economic Growth– Learning / Education attainment

Engaging Local PeopleEngaging Local People

• How does your service engage local people?• Who do you engage with? • Who don’t you engage with? – • Equalities Impact Assessment• What VALUE does your service add to local

people• What are satisfaction levels ( users / non

users)?

Raising your profileRaising your profile

• Who knows about your service, what it is and what it does?– Ideas for “Making News”

• Press and PR• Social media• Events and activities

• Make the most of your key relationships• Utilise your stakeholders to support you and

advocate on your behalf

Stakeholder MappingStakeholder Mapping

Effective AdvocacyEffective Advocacy

• Advocating effectively is absolutely critical• Need to be proactive in promoting the service• Maximise your key relationships• Advocacy Exercise

– An opportunity to practice your pitch– Designed to help you think about key messages to

different audiences

EvaluationEvaluation

• Utilise your Action Planning Log• What happens next

– Another seminar in London 14 July– Develop and share legacy documents

• Evaluation – utilise flip sheet charts and post it notes

• Close