research & analysis
TRANSCRIPT
Commissioning research & analysis
Focusing our expertise where it adds most value
• As the council moves to having to focus its resources much more on a more targeted set of priorities and needs, the aim of the Research & Analysis Programme is to provide self-service resources & tools to help commissioners and service managers use data & insights to meet their own needs.
• However, we recognise that there will be a need for specialist expertise required to produce the analysis to help deliver the Borough Plan, in particular, better understanding :
• Behaviours of residents to influence them to use online services & take greater responsibility• Demand on our services to help identify where & how we can manage and reduce demand• Needs of our residents to better target our investment for those who most need our support• Factors that put our residents at risk to help prevent issues from escalating & intervene early• Drivers for economic growth to help exploit the opportunities from these and shape growth• Changes taking place in the borough to better mitigate risks and plan for the future
Research & analysis can help contribute to
• Borough Delivery Plan TBC• Prioritisation Assessment• Prioritisation Pyramid
Research & analysis is systematically involved in developing strategic priorities
• Borough Delivery Plan TBC• Strategic Transformation Programme• Research Governance Framework
Organisation uses research & analysis to implement strategic priorities
• Borough Delivery Plan TBC• Local Insight Programme
Competencies are developed so people can carry out and use research & analysis
• Insight HubTechnology helps people manage & analyse data effectively
Coordinate research & analysis to ensure an evidence-based approach to decision making
Any future governance of research & analysis should be led by the following responsibilities:
Define and manage the governance of research & analysis principles, processes & systems needed
Coordinate research & analysis activities to ensure an evidence-based approach to decision making is used across the council
Support people working in research & analysis to collect, analyse and report insights effectively
Provide the resources to enable people across the organisation to use the insights to improve their services
Carry out the research & analysis required to help the organisation manage demand and shape markets
Prioritise how we select challenges to work on
Strategic Outcomes
• Non-financial benefits contributing to the Borough Plan outcomes
• Research or analysis presents opportunity to improve customer / citizen outcomes
• Weighting: 25%
Financial Strategy
• Contribution to Lambeth Financial Strategy 2015-2018
• Weighting: 25%
Manifesto Commitments
• Contribution to Political Manifesto commitments
• Weighting: 25%
Enabling Capability
• Critical business enabler or capability that will drive productivity, efficiencies, reduce costs or support delivery of community plan outcomes
• Weighting: 10%
Compliance
• Contribution to regulatory or statutory requirement
• Weighting: 10%
Benefit Confidence
• Level of confidence in % of benefits identified (Financial and non-financial) will be realised.
• Weighting: 5%
How Policy & Communications will help deliver the Borough Plan…
Stage One: Ensuring that outcome commitments are produced
and agreedStage Two:
Review Outcome Plans
Stage Three:Prioritise improvement needed in delivery of
outcomes
Stage Four:Monitor performance and delivery of outcomes
Scoping and understanding
Planning and insight
Engagement and
Implementation
Assessing and evaluating
Refresh and amend
…embedding our organisational design principles
Prioritising our resources to carry out research & analysis
Specialist expertise needed
Staff can carry out with training
Staff can carry out without
support
Strategic Transformation Programme
Local Insight Programme
Insight Hub
Commissioning research & analysis to tackle strategic challenges through the Strategic Transformation Board
Portfolio Governance Framework – April 2016
Strategic Development(Identification)
Change Design(Definition)
Change Delivery(Implementation)
CloseTransfer to business
as usual
Gateway 0
Gateway 1
Gateway 2+
Gateway 3
Strategic Transformation Board(aligned to other partnership governance arrangements if required)
Documents§ Outline change proposal (concept) -
high level benefits forecast , costs, risks & timeframe.
§ Prioritisation Assessment
Documents§ Final business case§ Implementation Plan§ Benefit Realisation Tool§ Risk, Issue, Dependency Register§ Prioritisation Assessment
DocumentsCurrent Delivery Documents covering:§ Business case§ Implementation Plan (focus on change implementation and
transfer to business as usual to optimise benefits )§ Benefit Realisation Tool § Risk, Issue, Dependency Register
Documents§ Lessons learnt and
recommendations § Benefit Realisation
Tool
Prio
ritisa
tion
Prio
ritisa
tion
Project Delivery Teams
Programme/Project Boards
Project Design Teams
Resource allocation Resource allocation Resource releasedResource allocation
PRE-GATE ZERO
Strategic Transformation Board (+Cabinet if required)
Aligned to other partnership governance
arrangements if required
DMT / CMB
Authorisation for initiative to move from concept to design phase
Authorisation for initiative to move from design phase into delivery / implementation
Authorisation for initiative to “go live”. This maybe more than one gateway point depending on the size and scope of the initiative . E.g.
gateway point for programe tranches
Decision for formal closure of the initiative,
release of resources
Change idea discussed at DMT and CMT. Decision made to take concept forward for Gateway 0 decision at STB.Prior to Gateway 0, options appraisal, if required, completed and desired option selected
Documents & Reporting ToolsTo be agreed by STB based on priority, value and risk but as a rule would include:§ Highlight reporting by exception (through PMO) § Benefit Realisation Monitoring (through PMO)§ Assurance at critical milestone points (outside of gateway 2)
CMT / Cabinet / CMB
Some change initiatives will emerge as part of pre -existing corporate decision making processes through CMT and Cabinet. For example these could include:
§ Activity agreed under Financial/Budget Planning§ Activity that is linked by decisions already made in regard to existing transformation
programmes.
In these cases, the decision making process followed could act as the strategic development phase and gateway 0. In this instance the initiative, subject to its authorisation under this process, would move forward into the Change Design phase and Gateway 1. Resources for the design phase, if required, can be allocated by STB to support this. However with large, complex or high risk initiatives, further development of the concept at the strategic development phase maybe required . The final decision on this would lie with CMT or STB
Risk-based Assurance to STB
The change idea is something that...§ is a genuine transformational
shift in what the service or wider organisation delivers and how it goes about it, in order to achieve strategic priorities, outcomes and financial objectives
§ requires an aggregation of capacity and capability to deliver its objectives
§ is tackling a business critical function or issue and, or, is delivering capability that one or more strategic priorities need
http://www.slideshare.net/localinnovation/aligning-service-design-to-strategic-transformation
Prioritising our specialist expertise on challenges that tackle strategic priorities
Local Insight Programme
Learn methods & tools to help you use data & evidence in your work
Discover how others in public services and beyond have used analysis
Share how you’ve used these methods & tools
https://lambeth.sharepoint.com/teams/hub01/BIH/SitePages/Learning%20Resources.aspx
Participants want to learn how to apply data analysis and how to embed research into service design
How you plan research
Big data needs big data protection
Understanding what matters to residents
Understanding strengths and needs in communities
How to use data to help residents make informed decisions in regeneration
How to use data analysis to help find savings and improve outcomes
Using data and analytics to inform and transform services
How to use data analysis to help target interventions
Segmenting our residents to better target our services
Understanding urban data and analytics
Learn how to use LG Inform and Inform PLUS
How you plan service design
Using service design to explore, design and prototype a new model of social care
Using research to inform policy
How you plan evaluation
Reporting social impact
0 10 20 30 40 50 60 70 80 90 10026
14
30
19
48
88
44
39
30
33
49
43
48
50
24
22
Participants
People want to practice learning with others through more intensive training
People come to the sessions to inform how they research and want to explore the Insight Hub further
Background
What other local authorities are doing
Communicating with residents
Research
Demand
Reporting impact
Insight
Segmentation
Evidence
Asset mapping
Inform Research
Inform Commissioning
0 2 4 6 8 10 12
What do you hope to get out of this session
Using the Insight Hub to help people use research & tools to inform commissioning
What we know about trends in our services
What we know about who we support
What we know about our customer service
transactions
What we know about issues reported to us How Lambeth compares What are the unit costs &
benefits of services
Demographics
Needs
Service Usage & Cost
Attitudes
Insight Hub on Lamnet: http://bit.ly/insighthublambeth Insight Hub on Lambeth.gov.uk: www.lambeth.gov.uk/insighthub
ObjectivesHelp the organisation make the most of the research, tools and insight that we have or can access• Understand what expertise is needed to use the tools we have access to and
provide training to those who have the skills to use the tools
Enable staff to understand how evidence & analysis can be used to improve & commission services• Develop sessions where how commissioners & analysts show real life examples
of how evidence & analyse has been used effectively
Use the tools & analytical expertise to develop & deliver the organisation’s strategic priorities• Provide people tools & insights that can help them build a better picture of their
residents and customers and have the data to better understand demand
Service Usage & Costs
What we know about trends in our services
What we know about who we support
What we know about our customer service
transactions
What we know about issues reported to us
How Lambeth compares What are the unit costs & benefits of services
Demographics
What we know about our wards
What we know about our neighbourhoods
What we know about CLIP areas
What is planned for the future
Needs & Attitudes
What we know about our residents
What we know about our tenants
What we know about local wellbeing (TBC)
What we know about local deprivation
Other research reports on Lambeth
Need to adapt Insight Hub to the Borough Delivery Plan…
Stage One: Ensuring that outcome commitments are produced
and agreedStage Two:
Review Outcome Plans
Stage Three:Prioritise improvement needed in delivery of
outcomes
Stage Four:Monitor performance and delivery of outcomes
Scoping and understanding
Planning and insight
Engagement and
Implementation
Assessing and evaluating
Refresh and amend
Segment to prioritise…
Making the best use of the expertise we have available
It should include people with the following roles:
Personas Stewards Commissioners Policy Makers Analysts Reporters
People primarily responsible for…
Developing processes for how people manage & quality assure research & analysis
Helping (re)design services based on research & analysis they also carry out
Developing policy based on research & analysis they also carry out
Aggregating and combining research & analysis
Using research & analysis to report for statutory purposes
Expertise Process Service Improvement Policy Analysis ReportingRelationship to BI resources
Commission & design
Commission & design Commission & design Access and use Access and use
Relationships All data & intelligence specialists Other people setting standards & processes
Service managersOther commissioners
Service directorsOther policy makers
Service managersResearch experts,Data & intelligence specialists in similar areas (including partners)
Their managerData & intelligence specialists in similar areas (including partners & regulators)
Example Functions Information Governance, Schools Research, Equalities, Policy & Partnerships
Customer Access, Troubled Families, Communications, Policy & Partnerships
Finance, Policy & Partnerships, Housing Policy, Partnerships, Leaders Office
Business Transformation, Community Safety, Education R&S, HR & OD, Planning, Policy & Partnerships
Housing Management
To ensure the organisation can make the best use of research & analysis resources, we propose to rationalise the touchpoints between the different roles:
Stewards manage the governance for research & analysis• Develop processes for how people collect, analyse and use data, knowledge and intelligence• Help research & analysis staff best understand how to collect, analyse and manage intelligence• Help staff across the organisation best understand how to use intelligence to improve their services
Commissioners use the research & analysis to commission services & outcomes• Analyse needs & assets, current & future demand and engage residents• Use the intelligence to commission outcomes that manage and reduce demand• Apply the lessons learned from evaluation of impact to improve how it commissions
Policy Makers use the research & analysis to develop policy & strategy• Understand & model future demand• Use the intelligence to develop strategic planning• Understand impact of strategic outcomes and tweak accordingly
Analysts define & manage the research & analysis to be carried out for a programme• Work with commissioners & policy makers to define what & how intelligence should be carried out• Access & use common BI systems, tools & networks to collect, analyse & share the intelligence
Coordinating the governance, activities & support to ensure effective management of research & analysis
While Stewards, Commissioners & Policy Makers will be responsible for research & analysis functions 1-4, Researchers & Analysts will carry out research & analysis required to help the organisation manage demand and shape markets.
Stewards
Policy MakersCommissioners
Developing a “hub and spokes” model to manage research & analysis activity
To ensure that it is focused on helping the organisation deliver its strategic priorities, we propose that the Strategic Transformation Board commissions research & analysis to provide help with research & analysis on the strategic programmes within its portfolio. It already does so with regards to external university research & analysis.
Research &
Analysis
Strategic Transformatio
n Board
Researchers
Analysts
Research & analysis will also carry out pro-active research to inform strategic priorities
Borough Plan
Residents Survey
StaffSurvey
State of the Borough
Cumulative Impact
Assessment
Joint Strategic Needs
Assessment
Local Plan
Annual Research
Outcomes Framework
Portfolio Governance
Performance Management Framework
Research & Analysis
Programme
Regular Research
Managing the relationship between strategic programmes and research & analysis resource
Develop brief
• Helping develop the brief for the research & analysis work
Identify expertise
• Identifying the specific expertise required
Allocate resource
• Allocating research & analysis resource to the programme
Manage work
• Managing the allocations of research & analysis resources across programmes
Policy & Partnerships will act as the Functional Manager, managing the relationship between the relevant manager of the programme requiring support and the research & analysis officers to be mobilised, notably :