How to Engage with a Service Review

1. How to Engage with a Service Review Sue Thiedeman and Howard Simmons for TNA and CALGG

2. What’s on the Horizon

3. The 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

4. Funding Outlook for Councils

5. Funding 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

6. CSR Cuts to Local Government

7. Impact on Public Services

8. Corporate 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

9. The 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

10. The 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

11. Business Process Re-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

12. Lessons 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

13. Key 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?

14. 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

15. Six 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

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

17. Small Group Exercise • Pitfalls of a service review • Think about possible pitfalls of a service review • Share your experiences

18. Case Study • Richard Taylor – York • Caroline Sampson - London

19. Preparing 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

20. The 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?

21. The 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

22. Meeting 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

25. Outcomes Framework Exercise • Think about how your service meets strategic Outcomes • Health and Wellbeing • Economic Growth • Learning / Education attainment

26. Engaging 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)?

27. Raising 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

28. Stakeholder Mapping

29. Effective 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

30. Evaluation • 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