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Transcript of 1 An Introduction to Practical Tools to Support Delivery VII CONFERENCE OF THE MONITORING &...
1
An Introduction to Practical Tools to Support Delivery
VII CONFERENCE OF THE MONITORING & EVALUTATION NETWORK IN LATIN AMERICA AND THE CARIBBEANNovember 2011
Ray Shostak, CBE
Objectives of the Workshop
The workshop will introduce a range of practical tools to accelerate the delivery of a governments key priorities.
By the end of the session we will have:
•Considered the imperative of delivery•Introduced three potential analytical tools•Considered the challenges of using tools•Explored the potential uses of the tools
2
Shape of the Workshop
3
Time Focus Process
2.00 Introduction and Framework Presentation
2.20 Preparing for Delivery Presentation
2.40 Are you ready for action? Group Workshop 1/2 and Plenary
3.15 Understanding Delivery Systems
Presentation
3.30 What does it look like? Group Workshop 2/3 and Plenary
4.15 From a Citizens point of view Presentation
4.45 Concluding questions and Remarks
Plenary
Context…….
4
Individually, think of a policy areathat is a government priority for delivery………
• Identify the outcomes desired• Identify your role in delivery
??
Outcomes for and with citizens
MONITORING, CAPACITY
BUILDING andINTERVENTION
CULTURE•Outcomes focus•Data rich•Can do•Real time monitoring•Reform
SKILLS•Problem solving•Cost benefit analysis•Engagement•Evaluation
ACTIONWhen off track
CULTURE•Outcomes focus•Data rich•Can do•Real time monitoring•Reform
SKILLS•Problem solving•Cost benefit analysis•Engagement•Evaluation
ACTIONWhen off track
ACCOUNTABILITY
with consequences
ACCOUNTABILITY
with consequences
To President/Prime
Minister
To President/Prime
Minister
To ParliamentTo Parliament
By InstitutionBy IndividualBy InstitutionBy Individual
By InstitutionBy IndividualBy InstitutionBy Individual
BUDGETING FORRESULTS
(multiple years)
Programme budgets against
resultsUnit costingMonitoringEfficiency
Joint procurement…….
Programme budgets against
resultsUnit costingMonitoringEfficiency
Joint procurement…….
Government StrategyGoals/Ambitions
For parliamentary period
Government StrategyGoals/Ambitions
For parliamentary period
GovernmentGovernmentNon Government
Non Government
Delivery PartnersProgrammes, Objectives, Milestones, Deliverables
Institutions and Individuals
Delivery PartnersProgrammes, Objectives, Milestones, Deliverables
Institutions and Individuals
Aligned as Government Plan
Aligned as Government Plan
Outcomes Driven PerformanceOutcomes Driven Performance
Key Lessons on Delivery
6
Ministries committed to working together to focus on agreed outcomes
Guiding coalition
Taking a citizen centred perspective
Staff knowing it’s ‘the day job’
Leadership, focus, capacity and clarity
Shared and clear strategic visionSound governance and accountability arrangements Prioritising key programmes
Understanding what works and engaging the delivery system
Knowing what motivates and stimulates delivery in each part of the delivery systemUnderstanding the strengths/weaknesses of general and specific interventionsCitizen insight
Effective performance management and good data
Good metricsUnderstanding what drives contributing partnersGood feedback loops – that are used
Features of a Delivery Plan
• Clarity about vision and outcomes
• Sets out priority actions to deliver the outcomes
• Effective performance, programme and risk
management
• Effective delivery partner and stakeholder engagement
• Effective governance arrangements
• Effective performance, programme and risk
management
7
Features of a Delivery Plan/1
8
Sets out priority actions to deliver
the outcomes
Clarity about vision and outcomes
Clarity on incentives,
resources, roles and responsibilities
throughout the delivery chain
• A clear description of the aim of the project and the outcomes being sought.
• A narrative of what needs to be delivered by the lead Ministry and their delivery partners to achieve the outcomes
• An explanation of how short term progress and long term impact will be demonstrated
• A clear explanation of the impact when the project has been delivered, including from the point of view of the citizen
• The key actions required are clear, comprehensive, have owners and key milestone dates
• Timescales are proportionate to complexity of delivery• Actions have been well-researched and based on sound
evidence and analysis of their impact • A timeline is in place with intermediate points showing
expected progress• The most important challenges to be addressed are
identified, prioritised and have mitigation actions
• All key players in the delivery system, and wider stakeholders who can influence delivery, are identified, and appropriate action taken to involve them in planning
• The resources available from contributing Ministries and delivery partners are set out.
• There are clear and effective cross-ministry working arrangements in place at all levels.
• Incentives throughout the delivery system are clearly identified
• Key interdependencies have been identified and delivery timescales take these into account
Key characteristics
WHAT NEEDS TO BE IN PLACE PITFALLS TO AVOID
• It is unclear how the project aims and public commitments are achieved
• Success is described in system or institutional terms, rather than from the perspective of the citizen
• Language is technical and jargon is used
• There is no clear link between the key actions and the delivery of outcomes
• Lack of evidence to demonstrate that the right actions have been identified as critical
• Action owners and/or deadline dates are missing• Timescales are unrealistic given the complexity of the task or
resources committed• Major challenges are not identified and important actions to
change performance are not set out
• The delivery system is not well-understood or clearly defined• Little or no assessment of the delivery system’s capacity
and/or capability • Planning and resource estimates are unsupported by
evidence • A lack of cross-ministry commitment to take difficult decisions
and remove barriers • Interdependencies have not been identified nor has their
impact been factored into plans
Features of a Delivery Plan/2
9
Effective governance
arrangements
Effective delivery partner and stakeholder engagement
Effective performance,
programme and risk management
• Key delivery partners and stakeholders are identified and prioritised
• Engagement and communication plans are in place and based on sound analysis and understanding of the delivery system
• Plans demonstrate understanding of delivery partner and stakeholder attitudes (throughout the delivery system) with appropriate targeting of outline key messages
• Plans set out proposals for monitoring the effectiveness of engagement and communications activities
• An agreed monitoring system system for monitoring progress with timely and accurate information to support decision makers and keep delivery on track
• Robust Programme and Project Management arrangements are in place throughout the delivery system
• Clear, timely and accurate reporting mechanisms that provide a clear indication of whether delivery is on trajectory
• Delivery risks and effective strategies for mitigating these risks have been developed and implemented
• Risk management processes throughout the delivery system
• A clear line of accountability from the most senior levels through to all levels of the delivery system
• Conflicts between the project and other areas of focus by those involved in governance have been identified and mitigated
• Scrutiny of progress is timely, regular, informed and focussed on delivery of outcomes
• Mechanisms to hold to account all those who need to contribute to delivery in Ministries and the delivery system
• No analysis of delivery partners and stakeholders and how to influence their expectations and attitudes
• Engagement and communication plans are incomplete or ill-defined
• Lack of engagement of citizens and delivery partners in identifying what works
• No assessment of how well the plan is understood by all delivery partners
• There are unclear lines of accountabilities and/or a lack of ownership of key aspects of the delivery plan
• Governance arrangements add complexity and burden. • Governance does not support focus on the key actions that
will deliver the outcomes
• No common understanding amongst those responsible as to how progress should and can be monitored
• Monitoring mechanisms that only look back rather than seeking to identify problems before it is too late to take remedial action
• Strategies for addressing identified risks are non-existent or are unlikely to be effective
• Risk management is seen as a tick-box exercise and not a planning tool; risk registers, where they exist, are out-of-date
Key characteristics
WHAT NEEDS TO BE IN PLACE PITFALLS TO AVOID
Delivery Tools
• What is a tool?A sequence of methods to analyse and problem solve
• Why do we need them?To develop insights on how to get more for less and better outcomes more efficiently
• Boundaries?In the context of approaches to reform and delivery
Public Service Reform
Citizen Empowerment
Front Line Professionalism
Strategic Leadership
Excellence and Equity
Government enabling changes through incentives and support without micro-managing
Per
sona
lised
ser
vice
s
thro
ugh
empo
wer
ed
citiz
ens
and
prof
essi
onal
s
wor
king
toge
ther
Greater accountability and
transparency enabling
citizens to hold services to
account
Policy Delivery: trajectories
50
55
60
65
70
75
80
85
90
95
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Delivery Indicator
Low Trajectory (policy has a lagged impact)
Mid trajectory
High Trajectory (policy has an immediate impact)
Policy Step
A
Long Term Strategic GoalMid term Delivery
Contract Goal
Intermediate progress indicators or milestones
Historical performance
Project Plan StreamsProject Plan Streams
Policy Step
B
Policy Step
C
An approach to Delivery
The importance of systematic intervention
Unblocking Delivery Obstacles
(ie. progress reviews, problem solving, follow-up work with and brokering between departments)
Performance Policy (ie. Performance Framework,
Excellence, cross departmental working)
Performance Monitoring
(ie. Data tracking and reporting)
Capacity Building & Cross Govt Learning on Delivery (ie. knowledge mgmt,
deptl delivery units, networks & training)
INTERVENTION WHEN
PROGRESS IS NOT MEETING
AMBITIONS
INTERVENTION WHEN
PROGRESS IS NOT MEETING
AMBITIONS
Delivery Unit Patterns
*Conducted as neccesary
‘Go live’
Planning PhaseDelivery Phase
Year 2 Year 3 Year 4Year 1Activity:
• Assessment of readiness to deliver
• Six monthly Delivery Reporting
• Delivery Leads events
• Update notes to PM
• Updates to Cabinet Committee
• Departmental stocktake*
• PSA Board attendance
• Progress Review
• Priority Reviews*
• Develop action plans to implement
• Other tools*
Delivery Tools
Scope of
problem to solve
Product
Preparing for Delivery
16
Preparing Ministries for Delivering Performance
17
OBJECTIVE: to identify, through a collaborative approach , underlying barriers to delivery and increase the prospects for secure outcomes of a Government priority
WHAT IS REQUIRED:
A set of criteria that will enable judgement of current performance and give direction to future developmentAn approach to collecting evidence of preparednessAn approach to synthesising the evidenceAn agreement on reporting
Overview
18
Fieldwork
Document Analysis
Interviews and visits
Workshops
• Cross Ministry• With officials• With stakeholders• With providers
Self AssessmentSelf Assessment
Analysisand
Recommendations
Analysisand
Recommendations
Report and
Action
Build a Review Team
Vision and leadership
Is there a clear, compelling and coherent vision of what success looks like and why it is important?
Is there leadership at national and local level and is it committed to driving delivery?
Is there a clarity of who is responsible within the Ministry for the delivery of the vision and outcomes- and do they demonstrate effective leadership?
Is there regular communication of the vision and its implications to enthuse and inspire delivery partners?
Working across Ministries
Is the goal sufficiently prioritised and linked to other strategies and objectives in relevant Ministries?
Is there a structure (Board) and clear accountability for delivery among Ministries?
s there strong co-operation and teamwork among officials at all levels in Ministries to drive delivery?
Is there shared commitment to take difficult decisions and capability to actively remove barriers to delivery?
The delivery system
Is there a shared and clear understanding of the delivery network including what works, levers, responsibilities and capabilities?
Are delivery partners clear about and agree to their role in delivering the ambition?
Are delivery partners capable and empowered to deliver local initiatives and share good practices?
Is there active engagement with citizens to understand what works and what they want?
Performance and Programme Management
Is there effective plan of action, programme and risk management across the delivery system?
Is there high-quality and timely performance information, supported by analytical capability, which informs local and strategic decisions?
Is there robust alignment between incentives and delivery, and between corrective action and non-performance?
Are the right skills, resources and structures in place to drive delivery?
Preparing for Delivery
DISCUSS
20
1.Using one of the policy areas you identified earlier, agree with your partner/group a key government priority for delivery.
2.Consider each quadrant in turn by asking:• What information would I need to evaluate
preparedness?• How would I collect the information?
21
Vision and leadership
Is there a clear, compelling and coherent vision of what success looks like and why it is important?
Is there leadership at national and local level and is it committed to driving delivery?
Is there a clarity of who is responsible within the Ministry for the delivery of the vision and outcomes- and do they demonstrate effective leadership?
Is there regular communication of the vision and its implications to enthuse and inspire delivery partners?
Working across Ministries
Is the goal sufficiently prioritised and linked to other strategies and objectives in relevant Ministries?
Is there a structure (Board) and clear accountability for delivery among Ministries?
s there strong co-operation and teamwork among officials at all levels in Ministries to drive delivery?
Is there shared commitment to take difficult decisions and capability to actively remove barriers to delivery?
The delivery system
Is there a shared and clear understanding of the delivery network including what works, levers, responsibilities and capabilities?
Are delivery partners clear about and agree to their role in delivering the ambition?
Are delivery partners capable and empowered to deliver local initiatives and share good practices?
Is there active engagement with citizens to understand what works and what they want?
Performance and Programme Management
Is there effective plan of action, programme and risk management across the delivery system?
Is there high-quality and timely performance information, supported by analytical capability, which informs local and strategic decisions?
Is there robust alignment between incentives and delivery, and between corrective action and non-performance?
Are the right skills, resources and structures in place to drive delivery?
Preparing for Delivery
Cross Ministry representationCross Ministry representation
Stakeholder managementStakeholder management
Specific Ministry resources
Specific Ministry resources
Overall allocation of resources
Overall allocation of resources
Data, baselining, trajectories
Data, baselining, trajectories
PPM and Risk managementPPM and Risk management
How Ministries work with the
system
How Ministries work with the
system
Capability of the system itself
Capability of the system itself
Links to other work
Links to other work
Joint teams and shared burdensJoint teams and shared burdens
Understanding evidence and
sharing what works
Understanding evidence and
sharing what works
User engagement in planning
User engagement in planning
Role and skills of policy and
delivery teams
Role and skills of policy and
delivery teams
Availability of performance interventions
Availability of performance interventions
Officials understand consequences of non-
delivery
Officials understand consequences of non-
delivery
Shared incentives
Shared incentives
Delivery through regional, local,
private and voluntary sectors
Delivery through regional, local,
private and voluntary sectors
Leadership Leadership Clarity of visionClarity of vision
Ministerial commitmentMinisterial
commitment
Inspiring communication
Inspiring communication
Clarity of delivery agreement
Clarity of delivery agreement
What success looks like
What success looks like
Quality of planningQuality of planning
Overview
22
Fieldwork
Document Analysis
Interviews and visits
Workshops
• Cross Ministry• With officials• With stakeholders• With providers
Fieldwork
Document Analysis
Interviews and visits
Workshops
• Cross Ministry• With officials• With stakeholders• With providers
Self AssessmentSelf Assessment
Analysisand
Recommendations
Analysisand
Recommendations
Report and
Action
Build a Review Team
Fieldwork – Hypothesis Led Analysis
Overview
24
Fieldwork
Document Analysis
Interviews and visits
Workshops
• Cross Ministry• With officials• With stakeholders• With providers
Fieldwork
Document Analysis
Interviews and visits
Workshops
• Cross Ministry• With officials• With stakeholders• With providers
Self AssessmentSelf Assessment
Analysisand
Recommendations
Analysisand
Recommendations
Report and
Action
Report and
Action
Build a Review Team
Recommendations and Actions
25
Have sufficient impact to address the key issues
Be proportionate to the scale of the issues
Be specific and clear
Track clearly from issue to action to forward plan to measurable improvement
Have clear ownership and accountability
Be sustainable leading to long-term improvement not quick fixes
Recommendations and Actions
DISCUSS
26
1.Consider the process.
2.What relevance does it have for your country?
3.Are there particular Ministries where this
would be helpful?
4.Identify how you might apply the approach.
Understanding a Delivery System
27
Understanding and Improving Delivery Systems
28
OBJECTIVE: to develop an understanding of the roles, responsibilities and motivations of a delivery system – and how Government can intervene to enhance delivery of its priorities
WHAT IS REQUIRED:
An approach to mapping a delivery systemAn approach to analysing its componentsAn approach to gathering evidenceAn agreement on reportingA strategy for intervention
Audit Commission Delivery chain workshop
29
What is a delivery system?
A delivery system is a network of organisations, that need to work together to achieve improved outcomes for local people.
This includes central and local government, other public sector partners and partners from the third and private sectors
Some key questions on delivery systems
What may be preventing them from
contributing to my goal?
What may be preventing them from
contributing to my goal?
Which organisations have a role in delivering my
goal?
Which organisations have a role in delivering my
goal?
How can I improve the
prospects for delivery?
Are all these organisations
effectively contributing to
my goal?
Are all these organisations
effectively contributing to
my goal?
UNDERSTANDING THE DELIVERY
SYSTEM
Intervene
Stage 2
Analyse the delivery system
Stage 1
Map thedelivery system
Stage 3
Identify who needs to do something to deliver the ambition
Group actors
Identify what each actor needs to do
Identify gaps in your understanding of the chain
Undertake fieldwork
Carry out the ‘links analysis’ to fill knowledge gaps
Communicate and address identified weaknesses
A Three Stage Approach
• How you will achieve the governments ambition• How the money follows the critical path• The nature of the relationships (accountability, common
purpose etc) between the various organisations involved • The synergies and conflicts which help or hinder their
ability to work together• How the system interacts with the citizen• Opportunities for improving efficiency and effectiveness
A Delivery System Map
33
Ministry
Regional Government
Local Government
Service provider
Citizen
Moving from a delivery ‘chain’….
DISCUSS
With your partner/group draw a delivery chain for your chosen government priority.
Restricted
… to a ‘delivery system’
Local Authority
Primary Care Trust
SchoolSchool Hospital
CitizenFamily
EDUCATION HEALTHSPORT
Youth Sport Trust
Government Office
Health Authority
School Sport Partnerships
Delivery System for PSA 18 – Better Health For All – DH strand
36
National Regional Agencies
Strategic Health
Authorities
Local Community
Key :
Delivery Agencies Delivery mechanisms
Performance Management
Performance Management
of delivery agreements
Influence
GPs & Practices
Patients, People who
need and use
social care, Citizens, Socially
Excluded / Disadvantaged
Groups, Carers….
Equ
itabl
e ou
tcom
es
LAA
s, L
SP
s
= Working jointly and in partnership
Funding, LDPs
Acute / MH Trusts and FTs
Specialist Units / Trusts
join
t co
mm
issi
onin
g
= Department / Agency = national levers and covers HCC, CSCI, NICE, Audit Commission and wider agencies e.g. CQC etc including ‘clinicians’ e.g. GMC, NMC, HPC, etc
= joint local working relationship
Cho
ice
& V
oice
influ
enci
ng p
rovi
sion
and
com
mis
sion
ing
e.g.
LIN
ks
Footnote 1, 07/8 programme to co-locate public health and social care presence in the regions. Footnote 2, consider in light of wider regulatory review.
Competition, pricing, vfm
DH
Workforce advertising, influencing recruitment & retention; NSFs
Legislation (incs EU legislation); health prevention & promotion advertising
Public Health Observatories
provides support
Primary Care Trusts (inc
PBC)
JSN
A
Better Health For All
Delivery System for PSA 18 – Better Health For All – DH/CLG strand
37
National
DCLG
Regional Agencies
Strategic Health
Authorities
Local Community
Key :
Delivery Agencies Delivery mechanisms
Government Offices (incs
PH1)
Performance Management
Performance Management
of delivery agreements
Influence
GPs & Practices
Patients, People who
need and use
social care, Citizens, Socially
Excluded / Disadvantaged
Groups, Carers….
Equ
itabl
e ou
tcom
es
Performance Management,
funding
LAA
s, L
SP
s
= Working jointly and in partnership
Funding, LDPs
Acute / MH Trusts and FTs
LA Teams and Specialist LA Units
Specialist Units / Trusts
Social Care providers
Independent providers e.g. ISTCs
Voluntary providersC
omm
issi
onin
g in
cs
jo
int
com
mis
sion
ing
= Department / Agency
Regulators & Inspectorates2
= national levers and covers HCC, CSCI, NICE, Audit Commission and wider agencies e.g. CQC etc including ‘clinicians’ e.g. GMC, NMC, HPC, etc
= joint local working relationship
Cho
ice
& V
oice
influ
enci
ng p
rovi
sion
and
com
mis
sion
ing
e.g.
LIN
ks
Inspect, Reviews & Reports
Footnote 1, 07/8 programme to co-locate public health and social care presence in the regions. Footnote 2, consider in light of wider regulatory review.
Competition, pricing, vfm
Workforce advertising, influencing recruitment & retention; NSFs
Legislation (incs EU legislation); health prevention & promotion advertising
Public Health Observatories
provides support
environment, housing, roads, schools, benefits, etc
Primary Care Trusts (inc
PBC)
Local Authorities inc OSCs
JSN
A
DH
Better Health For All
Delivery System for PSA 18 – Better Health For All – Complete system
38
National
DCLG
Regional Agencies
Strategic Health
Authorities
Local Community
Key :
Delivery Agencies Delivery mechanisms
Government Offices (incs
PH1)
Performance Management
Performance Management
of delivery agreements
Influence
GPs & Practices
Patients, People who
need and use
social care, Citizens, Socially
Excluded / Disadvantaged
Groups, Carers, etc
Equ
itabl
e ou
tcom
es
DCSF
DWPPerformance Management,
funding
LAA
s, L
SP
s
= Working jointly and in partnership
Funding, LDPs
Acute / MH Trusts and FTs
LA Teams and Specialist LA Units
Specialist Units / Trusts
Social Care providers
Independent providers e.g. ISTCs
Voluntary providersC
omm
issi
onin
g in
cs
jo
int
com
mis
sion
ing
= Department / Agency
Regulators & Inspectorates2
= national levers and covers HCC, CSCI, NICE, Audit Commission and wider agencies e.g. CQC etc including ‘clinicians’ e.g. GMC, NMC, HPC, etc
= joint local working relationship
Cho
ice
& V
oice
influ
enci
ng p
rovi
sion
and
com
mis
sion
ing
e.g.
LIN
ks
HO
Inspect, Reviews & Reports
DCMS
Footnote 1, 07/8 programme to co-locate public health and social care presence in the regions. Footnote 2, consider in light of wider regulatory review.
Competition, pricing, vfm
DH
Defra
DIUS
DfT
Cro
ss-g
over
nmen
t w
orki
ng
Workforce advertising, influencing recruitment & retention; NSFs
Legislation (incs EU legislation); health prevention & promotion advertising
influence
RDAs, Regional Assemblies, etc
OGD influence
Public Health Observatories
provides support
environment, housing, roads, schools, benefits, etc
OGD influence
regeneration
influ
ence
Primary Care Trusts (inc
PBC)
Local Authorities inc OSCs
Business community
JSN
A
Better Health For All
What is a delivery chain and what is it for?Components of the best……
1. The outcomes
2. the customer groups
3. The delivery partners
4. The type and nature of the links between the customer groups and delivery partners and how effectively these are driving performance.
5. The flow of funding
Linkage Lines = direct accountability = contract/regulatory = common purpose = wider influence
CLG
3rd Sector
Ofgem
Businesses
Public sector organisation(s)
Development of curriculum;
assessment; and qualificatons
Regulation or inspection organisation(s)
Private sector organisation(s)
3rd sector/voluntary organisations
Description of function
Groupings of similar organisations
Citizens Users of service
A complete version includes……
Business Innovation and Skills
Department for
Education
Department for Work
and Pensions
JCP district offices
JCP local offices
16-18 year olds
Parents/carers/peers
OfstedInspect schools and
colleges; identify and share best practice
Young Persons Learning Agency
16-19 funding; EMA; support for
LA Commissioning
Local Authorities
Commissioning; funding; performance
management of schools and training providers
Government Offices
Agree targets and performance manage LAs
Education and
Training
FE
Apprenticeships
School sixth form
Skills Funding Agency/National Apprenticeship
ServiceApprenticeship
funding; contract management
Businesses
Jobs with and without training
Information Advice and Guidance
LA children’s services
Connexions
Work placements; expertise and innovation to EET; targeted provision
Voluntary sector organisations
Education providersBusinesses
Third sector
NCSL, AoCTraining and development for school and college leaders
14-19 development
Qualifications and curriculum; capital
National Regional Local
Work Based Learning
Education, Training and Employment 16 - 18
Crime Reduction
Community Safety
Partnerships(340)
MoJ
Home Office
CLG
DfE
DoH
BIS
NPIA
National Policing Improvement
Agency ACPOProfessional
association of chief police
officers
HM Court Service
NOMS
10 Govt OfficesRegional
representation of Government
Audit Commission
Audit local authorities
(including police)
NHS
10 SHAEnacting
directives and implementing
policy
43 Police Authorities
Hold the police to account on behalf of
communities
5 CJS Inspectorates
Regulate and inspect CJS in England and
Wales
10 DOMS
Directors of Offender
Management
152 Local Authority
152 Primary Care Trusts
63 Fire Brigades
22,728 Schools
1,121 Hospitals
Health Providers
Landlords
(Also includes police forces, probation areas and Youth Offending Teams)
152 YOT
As probation, for under 18s.
43 Probation Areas
Ensuring provision of interventions to reduce offending
43 Police forces
Responsible for front-line policing
Voluntary Sector Providers
Provision of services in many
CJS areas
Manufacturers
Production of crime-proof
products
Neighbourhood Watch
Witnesses
Victims
Offenders
Family/Peers
Local Criminal Justice
Boards (42)
42 CPS
140 Prisons
626 Courts
(Also includes police forces, probation areas and Youth Offending Teams)
National Regional Local
DISCUSS
With your partner/group convert your delivery chain into a delivery system map by identifying:
• Other Ministry interests• Other regional or local actors• Potential synergies or confusion
Fieldwork – Hypothesis Led Analysis
Checking the Analysis
Issue Rating
Is the outcome clearly defined and understood by all?
-10
+1
The outcome is vagueThe outcome is clear but partners not signed upThe outcome is clear, understood and agreed
Is there sufficient capacity, including resources, to deliver?
-10
+1
No resource assessmentAssessment of resource need undertakenResources are in place
Are roles, responsibilities and accountabilities clear?
-10
+1
People are not clear on their contributionThere are outlines but not agreedPeople know and agree where they fit in
Are staff committed to achieving the goal?
-10
+1
Motivation to achieve the goal is lowThere are too many goalsThe goal is a high priority for everyone
Does the system use robust and timely data on performance?
-10
+1
The goal is hard to measureIndicators are not entirely accurateRegular monitoring and action taken
Are levers and incentives fit for purpose
-10
+1
Few levers or incentives in placeSome incentives in place but not agreedLevers are based on context and ability
DISCUSS
46
1.Consider the process.
2.What relevance does it have for your country?
3.Are there particular priorities where this would
be helpful?
4.Identify how you might apply the approach.
Delivery from a Citizen Perspective
47
Customer Journeys
48
Customer Journey Mapping
Improves Performance
By showing that different groups have different requirements
By revealing pressure points using journey maps
By identifying key issues in current delivery
By prioritising next steps for action
Customer Journey Mapping
49
OBJECTIVE: To understand what public services are like from a citizen’s perspective. And to analytically track the experience in order to improve efficiency and delivery of outcomes.
WHAT IS REQUIRED:
An approach to mapping contact with citizensAn approach to gathering experienceAn approach to analysing its componentsAn approach to reportingA strategy for intervention
Customer Journey Mapping
Customer Journey Mapping is the process of tracking and describing the experiences that customers have as they interact with a service(s)
Customer Journey Mapping is the process of tracking and describing the experiences that customers have as they interact with a service(s)
8
Customer experienceThis focuses on the emotional insight of the actual customer who tells the story of their journey. The system (process mapping)Creates a graphic showing the steps, actions, interactions and decisions points as customers interacts with public services Measuring the experienceTo determine how well an experience is being delivered.
Customer experienceThis focuses on the emotional insight of the actual customer who tells the story of their journey. The system (process mapping)Creates a graphic showing the steps, actions, interactions and decisions points as customers interacts with public services Measuring the experienceTo determine how well an experience is being delivered.
Customer segmentation
Attitudes/emotionsAttitudes/emotions
Needs/experiencesNeeds/experiences
Loves & hates, attitudes, beliefs, motivations, strongly held viewsLoves & hates, attitudes, beliefs, motivations, strongly held views
What needs people experience when using a product or serviceWhat needs people experience when using a product or service
HOWPEOPLE THINK &
FEEL
HOWPEOPLE THINK &
FEEL
DIMENSION FOCUS WHAT IT IS
CombinationCombination Combination of who they are, what they do, how they think and feelCombination of who they are, what they do, how they think and feel
MULTI-DIMENSIONAL
MULTI-DIMENSIONAL
ValueValue
BehaviouralBehavioural
Occasion-basedOccasion-based
WHAT PEOPLE
DO
WHAT PEOPLE
DO Situation or occasion people are experiencing, e.g. when they use a service (type of use, length of use)
Situation or occasion people are experiencing, e.g. when they use a service (type of use, length of use)
The way people live, what people do; e.g. how they use a serviceThe way people live, what people do; e.g. how they use a service
How much people spend, or how much they cost to serveHow much people spend, or how much they cost to serve
DemographicDemographic
GeographicGeographic
Age, sex, income, family, social classAge, sex, income, family, social class
Where people live, housing typeWhere people live, housing type
WHO PEOPLE
ARE
WHO PEOPLE
ARE
USED FOR THINGS LIKE…
Developing different policies for advocates and blockersDeveloping different policies for advocates and blockers
Distinguishing between high and low dependency patientsDistinguishing between high and low dependency patients
Identifying high risk groups like older smokers who don’t think much about their health
Identifying high risk groups like older smokers who don’t think much about their health
Offering different anti-smoking measures according to when people smoke
Offering different anti-smoking measures according to when people smoke
Targeting policy interventions at people who drive most dangerously
Targeting policy interventions at people who drive most dangerously
Focusing customer service help on people who make most mistakes
Focusing customer service help on people who make most mistakes
Targeting pension messages at those over a certain ageTargeting pension messages at those over a certain age
Targeting Local initiatives by wardTargeting Local initiatives by ward
Action to prevent repossessions – Customer Journeys 2 – ‘Facing repossession / court’
Objective: Mapping the end-to-end journey for individuals eligible for Government mortgage support schemes Segment: ‘Chris and Natalie’ brought their ex-council home in Leeds in 2006, and have a young son. Chris has been out of work for 10 months since injuring his arm on a building site, Natalie works part time in a supermarket
Key steps on the journey:
Local Authority
Citizen’s Advice Bureau
Shelter
Mortgage lender
Awareness Acceptance Investigation Engagement Review Decision Response Progression
Del
iver
y p
artn
ers
and
act
ors
on
the
jou
rney
DirectGov
Commercial loan providers
Registered Social Landlord
Community care centres
Jobcentre Plus
Version: 1.1
National Debt Hotline
Legal Advice
Action 4 Employment
Nominated Financial Advisor
Commercial Debt Advisor
Rogue Websites
Debt Collection Agencies
County Court
Money Advisory Sites
Media and Press Advertising
a
Experience Summary
Awareness building for vulnerable groups Consistency of lender advice Advisor congestion LA / RSL Handoff
Key pressure points:
Key support experiences:(a) Moment of truth when made aware of support potential
(a) Lack of early awareness, particularly amongst those highly vulnerable delays intervention
(b) The most eligible groups ‘bury their heads’ such that agencies, lenders receive at the last minute
(c) Lender response at point of need varies from highly supportive to aggressively dismissive
(b) Case worker support and guidance throughout the process
(c) For MRS – level of tenancy support from RSLs
ll
e
(d) Advisor congestion, even for those prepared to wait can delay delivery considerably
(e) For MRS cases, the L/A – RSL handoff features assessment rework and some friction
Weight of lender messaging
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The RSL approaches the lender to
confirm financial status but does not have written approval –
they have to revert to the
local authority, who call
Natalie back to sign the form
A valuation is arranged, but an
appointment takes 2 weeks to agree – “it was a little frustrating, but they came
soon enough” A second visit
secures a survey so that the RSL
can move to offer
Having agreed a provisional position with the RSL board,
the lender is approached to
confirm the redemption statement –
however Natalie and Chris’ arrears
have mounted, and an agreement is delayed – Chris
begins to worry that the deal might fall through – “every delay makes you worry you will be
back in court”
The RSL case worker calls Natalie to tell her that they are prepared to make an offer – “it was such a
weight off my shoulders –I was in tears” – they
commence the cooling off period and approach an IFA for advice; and they
accept the offer. “We were surprised by the 3%
reduction, but at the end of the day, staying in your home means everything”
Both their RSL and LA case workers reassure them that
they are pursuing a solution –“I can’t thank them enough
for their help”Natalie is asked to
appoint a solicitor to handle the
conveyencing by her RSL – “I was worried
because we didn’t have the money” –
however she is reassured that the
scheme will cover the cost
Finally, the deal is done – “on the day we exchanged contracts, it was a new beginning
for us; Dylan has started nursery, and he
can stay with his friends”
Conveyencing proves a drawn out process
– “I found myself receiving calls from my solicitor asking me what to do!”,
meanwhile letters from their lender
continue to arrive – “I wish we could have frozen everything
with the bank – it was so worrying” – the
tenancy contract also proves a concern – “I just wanted to know what would happen
to us when it expires”
Jobcentre Plus continue to support Chris; and with the
worry of mortgage payments gone, he can focus on the
future – “before I couldn’t see how we could get out, it
consumed all my time, now I have a chance again”
The family receive a visit on the day of exchange from their tenancy officer – “he
was very friendly, and promised to come back
regularly”
Panicking, she goes returns to the council the day before the hearing,
asking for help – “The authority was my only hope – I went to see them about getting a flat to protect
my kids”
Recognising the urgency of her case, she begins a diagnostic to understand
Natalie and Chris’circumstances – “It was
the most incredible relief –to hear someone say ‘I
can help you’”
The following day a Local Authority representative accompanies Natalie
to court – despite her fears, the judge requests time to allow her to
explore options, and asks her lender to apply the pre-action protocol “I
was frightened, but having someone to support you really helped”
Their lender agrees to the court’s request, and litigation letters are
suspended, but demands for repayment continue from automated systems – “We knew that they were
supporting the process, but the letters still came – it’s like being on
the edge of a cliff”
Natalie’s case worker at the local authority thinks that she and Chris may
be eligible for the mortgage rescue
scheme. There is a delay of 10 days to see a money advisor, but
Natalie is happy to wait –“I didn’t want to go back to renting, ideally, but it’s the second best thing to owning your home, and you don’t have to leave
everything behind”
The Financial advice
confirms that the couple are eligible, and
agrees to pass their case to
the local registered
social landlord
On receiving the file, the RSL assigns a case worker, who calls
Chris to tell him what is happening –“They were really helpful too then, telling us that they were looking at
our case”
Chris and Natalie are a low income family – Natalie works part time to care for their son,
Dylan, while Chris is unemployed following an accident at work. They brought their ex council
house in 2006 before Chris lost his job, toward the height of the market, on an interest only basis
With Natalie’s income not enough to cover their mortgage, bills and loan repayments, they examine
advertised websites “We felt forced into a corner – we didn’t
know where to go”
Natalie visits local community
centres regularly with Dylan, and
the council drop in centre to make
monthly payments – however available
mortgage support doesn’t register -“I’m used to going
there, but don’t recall seeing any
publicity”
They have borrowed several times in the past few years, to do
work on the house, and cover shortfall in bills when Chris was first injured.
Chris claims incapacity benefit, but a struggle for
monthly payments are a way of life –
“we’re always juggling – trading one bill off against
another”
When a secondary loan is called in, they miss a monthly payment. It isn’t the first time; they have been in and out of arrears for several
months – “our mortgage terms changed and we didn’t know how to keep up; letters keep
arriving but you hope they will go away”
Their lender runs out of patience and seeks a court
order; “we approached them, but had no support;
no advice”
Natalie is at her wits end as the court approaches “We thought it was the end – that we would lose
our home, and have to move –imagine having to leave your
friends like that, and move your children”
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Customer experience monitor:
Homeowners ‘burying their head in the sand’
Conveyencing delays
(e) For MRS cases, the L/A – RSL handoff features assessment rework and some friction
Detailed Journey Maps
Action to prevent repossessions – Customer Journeys 1 - ‘Newly Indebted’
Objective: Mapping the end-to-end journey for individuals eligible for Government mortgage support schemes Segment: ‘David and Lucy’ - Newly indebted. David was a security supervisor until being made redundant in January. Lucy works full time as a classroom assistant, but on reduced income they have fallen into mortgage arrears
Key steps on the journey:
Local Authority
Citizen’s Advice Bureau
Shelter
Mortgage lender
Awareness Acceptance Investigation Engagement Review Decision Response Progression
Del
iver
y p
artn
ers
and
act
ors
on
the
jou
rney
DirectGov
Commercial loan providers
Registered Social Landlord
Community care centres
Jobcentre Plus
Version: 1.1
Customer experience monitor:
National Debt Hotline
Legal Advice
Action 4 Employment
Nominated Financial Advisor
Commercial Debt Advisor
Rogue Websites
Debt Collection Agencies
County Court
Money Advisory Sites
Media and Press Advertising
a
c
h
Experience Summary
Variable online scheme information Reliance on walk in
Weight of lender messaging
Key pressure points:
Key support experiences:(a) Provision of informed advice by front line groups – e.g. CAB
(a) Lack of early awareness and acceptance on the part of the homeowner
(b) Conflicting advice on initial search, particularly online and through television media
(c) Constraint on money advisors leading to delivery delays and increased risk of lender action
(b) Single person case support at local authority and advisory level
(c) Relief at point of rescue; availability of options
b
d
l l l
David and Lucy were both in full time employment, with little
secondary debt, but they borrowed heavily in 2006 to
buy their first home
Shortly after, David’s employer loses a contract and he is made
redundant; Lucy’s wage and savings cover the monthly
payment, but finances are tight. “It was difficult, but I thought that we
could get by”
David remembers seeing press reports in January talking about government
mortgage support – “It seemed like a good idea, but I didn’t know what it really meant at the time”
The savings don’t last however, and David can’t find the job he was
hoping for – the couple miss two monthly payments; letters start
arriving from their bank requesting payment – “I felt so anxious, I could hardly sleep for worry”
Remembering the press report, David searches the web for mortgage support
but can only find independent debt advice –
he doesn’t know the names of the schemes
and is confused – “There are lots of independents out there offering to buy your home and lease it back – but at a big cost”
l l l
t
j
e
David is looking for work, and reluctantly visits his local jobcentre, but he
doesn’t want to sign on –“benefits felt like the option of last resort”
e
David accepts a telephone call from his bank – they agree to suspend action for one month, but the
“lender suggested that we seek support”
Meanwhile the bank notices are building up.
They are now three months in arrears and the letters start to arrive from the litigation team – “it felt excruciating; sheer panic”
f
g
l l l
t
t
i
k
l
m
n
o
p
q
r
s
David attends a meeting with a case advisor at the
local authority – he advises a combined package of
benefits support, to include Support for Mortgage Interest and Married
Couples Allowance. The Homeowner Mortgage
Support is considered, but the advisor prefers to follow
“tried and tested options”
Accepting benefits is a tough decision –“I felt ashamed to admit that I couldn’t do this for myself”; but the package is enough, combined with Lucy’s income to enable a repayment plan with the
bank – “you are so relieved that someone is there to support you, after so much heartache and worry” – David
agrees to sign onDWP sent an MI12 form to David’s lender
informing them of SMI support – the volume inbound is high however, and the lender takes time to acknowledge acceptance – “any delay can feel like a lifetime, though you accept that process must be followed”; lenders highlight that early warning and involvement can help
improve speed of response
The couple’s case worker in the housing team is following the situation closely, and keeps in
touch with the bank to ensure the agree package of repayments and move to an interest only mortgage is progressed –“having just one person, who you could
always call with a problem, and who was looking out for you, was a godsend”
A package agreed, the lender calls off court action, and provides advisory support over the
following months. David continues to work with his Jobcentre Plus and employment
agency teams to find new work
t
19 20
21 20
20
David doesn’t feel comfortable going to
an office, so calls several agencies –
“I received conflicting
messages, but people were helpful,
eventually CAB particularly told me
to come in”
After more searching, he finds a link to HMS on the treasury
website – “I thought that I was eligible, but I couldn’t tell where to
go next”. Finally on a forum he sees advice telling him to speak to a money advisor. Meanwhile, his bank call and writing ever more
often – “ there were letters every day, I didn’t want to open them”
David and Lucy make an
appointment to see a Money Advisor,
but the wait at their local centre is 3 weeks. In the
meantime, they can only make a part payment, and the
bank is losing patience – “it had
only been a couple of months, but we
received a final notice”
Panicked Lucy approaches a loan provider she finds online – the deal has high interest rates attached, but “at that
stage, when you face losing your home, you are prepared
to do anything to stay”
They decide to hold the appointment before
opting for the loan, and meet a CAB advisor.
“He was brilliant –explained our options,
and gave us materials”.The advisor calls their lender, and agrees a
further delay of proceedings while the couple are assessed
Completing a financial statement takes two more visits, but their
advisor makes time for them and once
complete, is able to assess their case and refer them to the local authority housing team
While the couple wait to speak to their local authority, letters from their lender still arrive, despite agreeing to
forestall proceedings –“Phone calls stopped, but
letters piled up”
11
12
l l t
16
l l
14 15
171
10
8
2
4
3
9
5
76
(d) Misalignment of communications such that actions (e.g. lender forbearance) and messages conflict
(e) Reliance on face to face engagement; telephone queries meeting mixed response
Advisor congestion
v 13
v 18
Limited customer and delivery partner feedback on Homeowner Mortgage Support (HMSS) means it has not been possible at this stage to qualify the delivery journey fully.
The example shown here reflects local authority feedback of similar cases, but requires qualification through further engagement.
Action to prevent repossessions – Customer Journeys 1 - ‘Newly Indebted’
Objective: Mapping the end-to-end journey for individuals eligible for Government mortgage support schemes Segment: ‘David and Lucy’ - Newly indebted. David was a security supervisor until being made redundant in January. Lucy works full time as a classroom assistant, but on reduced income they have fallen into mortgage arrears
Key steps on the journey:
Local Authority
Citizen’s Advice Bureau
Shelter
Mortgage lender
Awareness Acceptance Investigation Engagement Review Decision Response Progression
Del
iver
y p
artn
ers
and
act
ors
on
the
jou
rney
DirectGov
Commercial loan providers
Registered Social Landlord
Community care centres
Jobcentre Plus
Version: 1.1
Customer experience monitor:
National Debt Hotline
Legal Advice
Action 4 Employment
Nominated Financial Advisor
Commercial Debt Advisor
Rogue Websites
Debt Collection Agencies
County Court
Money Advisory Sites
Media and Press Advertising
a
c
h
Experience Summary
Variable online scheme information Reliance on walk in
Weight of lender messaging
Key pressure points:
Key support experiences:(a) Provision of informed advice by front line groups – e.g. CAB
(a) Lack of early awareness and acceptance on the part of the homeowner
(b) Conflicting advice on initial search, particularly online and through television media
(c) Constraint on money advisors leading to delivery delays and increased risk of lender action
(b) Single person case support at local authority and advisory level
(c) Relief at point of rescue; availability of options
b
d
l l l
David and Lucy were both in full time employment, with little
secondary debt, but they borrowed heavily in 2006 to
buy their first home
Shortly after, David’s employer loses a contract and he is made
redundant; Lucy’s wage and savings cover the monthly
payment, but finances are tight. “It was difficult, but I thought that we
could get by”
David remembers seeing press reports in January talking about government
mortgage support – “It seemed like a good idea, but I didn’t know what it really meant at the time”
The savings don’t last however, and David can’t find the job he was
hoping for – the couple miss two monthly payments; letters start
arriving from their bank requesting payment – “I felt so anxious, I could hardly sleep for worry”
Remembering the press report, David searches the web for mortgage support
but can only find independent debt advice –
he doesn’t know the names of the schemes
and is confused – “There are lots of independents out there offering to buy your home and lease it back – but at a big cost”
l l l
t
j
e
David is looking for work, and reluctantly visits his local jobcentre, but he
doesn’t want to sign on –“benefits felt like the option of last resort”
e
David accepts a telephone call from his bank – they agree to suspend action for one month, but the
“lender suggested that we seek support”
Meanwhile the bank notices are building up.
They are now three months in arrears and the letters start to arrive from the litigation team – “it felt excruciating; sheer panic”
f
g
l l l
t
t
i
k
l
m
n
o
p
q
r
s
David attends a meeting with a case advisor at the
local authority – he advises a combined package of
benefits support, to include Support for Mortgage Interest and Married
Couples Allowance. The Homeowner Mortgage
Support is considered, but the advisor prefers to follow
“tried and tested options”
Accepting benefits is a tough decision –“I felt ashamed to admit that I couldn’t do this for myself”; but the package is enough, combined with Lucy’s income to enable a repayment plan with the
bank – “you are so relieved that someone is there to support you, after so much heartache and worry” – David
agrees to sign onDWP sent an MI12 form to David’s lender
informing them of SMI support – the volume inbound is high however, and the lender takes time to acknowledge acceptance – “any delay can feel like a lifetime, though you accept that process must be followed”; lenders highlight that early warning and involvement can help
improve speed of response
The couple’s case worker in the housing team is following the situation closely, and keeps in
touch with the bank to ensure the agree package of repayments and move to an interest only mortgage is progressed –“having just one person, who you could
always call with a problem, and who was looking out for you, was a godsend”
A package agreed, the lender calls off court action, and provides advisory support over the
following months. David continues to work with his Jobcentre Plus and employment
agency teams to find new work
t
19 20
21 20
20
David doesn’t feel comfortable going to
an office, so calls several agencies –
“I received conflicting
messages, but people were helpful,
eventually CAB particularly told me
to come in”
After more searching, he finds a link to HMS on the treasury
website – “I thought that I was eligible, but I couldn’t tell where to
go next”. Finally on a forum he sees advice telling him to speak to a money advisor. Meanwhile, his bank call and writing ever more
often – “ there were letters every day, I didn’t want to open them”
David and Lucy make an
appointment to see a Money Advisor,
but the wait at their local centre is 3 weeks. In the
meantime, they can only make a part payment, and the
bank is losing patience – “it had
only been a couple of months, but we
received a final notice”
Panicked Lucy approaches a loan provider she finds online – the deal has high interest rates attached, but “at that
stage, when you face losing your home, you are prepared
to do anything to stay”
They decide to hold the appointment before
opting for the loan, and meet a CAB advisor.
“He was brilliant –explained our options,
and gave us materials”.The advisor calls their lender, and agrees a
further delay of proceedings while the couple are assessed
Completing a financial statement takes two more visits, but their
advisor makes time for them and once
complete, is able to assess their case and refer them to the local authority housing team
While the couple wait to speak to their local authority, letters from their lender still arrive, despite agreeing to
forestall proceedings –“Phone calls stopped, but
letters piled up”
11
12
l l t
16
l l
14 15
171
10
8
2
4
3
9
5
76
(d) Misalignment of communications such that actions (e.g. lender forbearance) and messages conflict
(e) Reliance on face to face engagement; telephone queries meeting mixed response
Advisor congestion
v 13
v 18
Limited customer and delivery partner feedback on Homeowner Mortgage Support (HMSS) means it has not been possible at this stage to qualify the delivery journey fully.
The example shown here reflects local authority feedback of similar cases, but requires qualification through further engagement.
Making it happen……
End-to-End Customer View
55
I know that I have financial
difficulties
I recognise my home could be
repossessed
I need to find out where I can get help and advice
I am receiving support and
guidance
My case is under review by
relevant parties
I am receiving appropriate support
I am proceeding through court proceedings
Awareness Acceptance Investigation Engagement
Review Decision
I understand what my options
are for help
My decision is now being put into action
Response Progression
Discuss
56
• Think of a service• How easy would you find it accessing your service? • Where are there blockages in the provision of services – from a
citizens point of view?• How often do you, and delivery partners get feedback from
citizens?• To what extent are services personalised to meet the needs of
individuals?• How often do you get out to see the impact of policy on practice?
Some final observations
• Outcomes Matter
• The skills and dynamics of delivery can be analysed and
understood
• The basics of good delivery are key
• Consistency and alignment enhances outcomes
• Systematic intervention can improve systems and outcomes
• Collaboration pays dividends at all levels
• Citizens can co-produce services