www.redquadrant.com

We have not been successful... but do buy our services!

01

Since we founded RedQuadrant in 2009, we haven’t done much marketing.

Word of mouth has been the way most people have learnt about us and our work.

●● The successes of the projects we’ve been involved in are not our successes. Real sustainable impact has been achieved by our clients, not us. It’s their success.

●● We work in the public sector, and we know the pain involved in many of the savings projects; cutting budgets costs jobs.

But, we want to tell our story and explain what we do, because we think we’ve got something to contribute. So here are some small postcards as a start of our marketing.

We hope it interests you – and you’ll stop by for a chat.

Telling people how wonderful we are and how successful we’ve been is not our style, because...

02

It’s not what we do, it’s how we do it

www.redquadrant.com03

RedQuadrant does three things:

You can imagine the kind of work we do under consulting and learning and development.

navigate changeconsulting

learn

ing &

deve

lopm

ent

building

capability

project resourcing

prov

idid

ing

focu

s

Our unique ‘consultant interims’ perhaps require more of an explanation.

The idea is very simple: top people doing a transformation job at a day rate. You don’t get a single contractor who plays the game of becoming indispensable; instead you get the assured expertise and drive of a person who has a consulting firm behind them, a firm that knows that you want to be left with the tools to deliver for yourself without continued external involvement. Being a temporary part of the organisation gives our consultant interims a particular type of credibility and authority to make better and more sustainable changes.

04

It’s not what we do, it’s how we do it

www.redquadrant.com

We are recognised experts, and can be very easily procured

www.redquadrant.com/frameworks

05

We’re on two national frameworks, showing our depth and credibility in social care. We think we’re in the top three organisations who are experts in local government.

We are the consultancy for ‘whole council’ change, and a consultancy

ESPOCommunity research and engagementEducation and learningHousing and housing supportLeisure, culture and heritageMarketing, comms, and public relationsPlanning, valuation, and infrastructureSocial care (adults)Social care (children)

NEPROEducation and learning Health and wellbeing (finalisation pending)Leisure, culture, and heritageMarketing, media, and communications Organisational advice and supportPlanning and development controlSocial care (children) Training

with real expertise and specialism – including, and especially, in social care!All you have to do to legally procure us through these quick and easy frameworks is to fill in one A4 sheet. We’re ‘pre-qualified’, OJEU compliant, and have proven our solid track record.

More information at www.redquadrant.com/frameworks 06

www.redquadrant.com/frameworks

Our story – a new type of consultancy that tries to make itself redundant

www.redquadrant.com

07

We used to meet after work to talk about how to improve the world. Then we found the courage to do something about it.

We care about public services. We know that ‘salami-slicing’ and ‘slash and burn’ techniques that some organisations are resorting to can do serious harm. We know that there are other ways to reduce budgets and support citizens and communities effectively.

In 2008, as the recession began in earnest, we recognised public services needed to be reinvented – and so did consulting.

Public services need consulting that is more effective, sustainable and better

value for money. That’s what we set out to do. In 2009 we left our comfortable, permanent jobs, and went for it.

RedQuadrant was launched with different:●● beliefs: good consulting enables

the client to drive the change... and makes the consultant redundant

●● approaches: an agile/prototyping approach that engages and is sustainable

Does it work? We think so. More importantly – our clients think so! We’ve grown in a sustainable way – a little over 47% per year on average over these last three years. 96% of our clients have asked us back.

08

Our story – a new type of consultancy that tries to make itself redundant

www.redquadrant.com

Our beliefs – the foundation of RedQuadrant

09

We’ve been consultants for some time, and we’ve realised some important things:1. Good consulting is about having the right people for the job. It’s experience, expertise, and caring enough that matter – not the brand, the website or the ‘solution’.

This even means that we let clients pick the people they want to work with.

2. It’s not just about having good ideas – it’s about ensuring the organisation we’re working with can deliver the change.

This means our clients have to share responsibility for the work.

3. Consultants should be in business to do themselves out of a job – and that includes us. The work is not just fixing or adapting the organisation.

Sustainability means passing on the skills for analysis and continual improvement.

The only way to do this is to work with the client, learning and doing together, throughout a project.

We call it our ‘campaign against consultancy’.

10

Our beliefs – the foundation of RedQuadrant

The way we approach our work is important to us

11

RedQuadrant is a lean, networked consulting organisation. Our consultants are all independent. They come together – like an experienced crew making a film – to meet the needs of our clients. They know their jobs, know their own reputations are on the line. They also know that they’ll get more support than if they were working with one of the top consulting ‘brands’.

This means that we have an agile approach to projects – we find changes we can make and test them, ideally in fast steps that we can test and try again several times. We believe that ‘you cannot understand a system until you try to change it’ (Kurt Lewin).

We always work alongside you – we don’t take the task away from you, and we don’t just write a report.

It means we get practical and pragmatic, and choose the right tools and approaches to do the job. It means that we mix coaching, mentoring, training, and even running parts of the organisation to make the change happen – we call this approach ‘consultant interims’.

It also means that the client pays less, and gets more experience, than with big firms.

12

The way we approach our work is important to us

Some typical work we do in adult social care

13

The council was faced with large cuts in adult social care expenditure and a rapidly increasing elderly population. We reviewed all activity at a high level of importance, and focused on:

●● the care pathways for older people including links to hospital and intermediate care provision, use and effectiveness of re-enablement, use and purpose of nursing homes, and approach to home care;

●● learning disability services including transition arrangements, care pathways, use of reablement and risk-sharing; and

●● mental health provision, including process for agreeing and reviewing care packages

We developed a strategy for improved financial certainty in the adult social care budget, and recommended potential short, medium and long term savings. We worked with the council to ensure that they would have the skills and tools to conduct similar exercises in the future.

Assessment of financial and operational stability for adult social care services

Cheshire East

14

Some typical work we do in adult social care

We supported the redesign and implementation of adult social care pathways, including the transition to locality-based working. The purpose of this was to design a model with a greater focus on effective screening of need, preventative services, and joint working with health partners.

After pathway mapping and reviewing the existing working methods, we quickly implemented changes. These included:

●● the redesign and prototyping of the screening processes to develop a more efficient flow of work and the integration of the re-enablement service;

Large scale change: social care and health transformation

London Borough of Hillingdon

15

●● a restructure of the group, assigning workers to locality-based teams to enable more embedded working relationships with health partners in geographic service boundaries; and

●● allocation system of social care workers based on a robust analysis of demand, allowing a more effective deployment of people and a more coherent experience for service users.

After this, a broader implementation through prototyping one third of the service was started which focused not just on changes in working practices

and processes, but also, critically, making changes to the culture of the organisation.

It has enabled the service to move away from the revolving door syndrome, reducing pressure on delivery of service. Information and dvice now deals with 35% more cases and does this effectively without the need to move further into the system. There has also been a significant increase in assessments and reviews completed within statutory timeframes.

16

The council faced pressure from providers around the level of fees paid. We assessed payments to providers of residential, nursing, and homecare services as well as direct payments.

We calculated costs through a bottom-up’ approach based on local factors, and benchmarked charges. We ran workshops with local providers to refine and challenge our findings and to discuss how providers could help the council to deliver more cost-effective services.

The council maintained fees at their current levels for most services, and planned to change their purchasing arrangements in the medium term.

We also worked with the council to develop a process to assess fees currently paid to providers and to review requests for uplifts. We implemented this with key providers and identified savings opportunities.

Independent review of adult services and feesCheshire East

17

1 Workforce transformationBased on new care pathways and Southwark’s ‘front door’ customer contact model, we identified and scoped a workforce transformation programme to move to an enabling approach. This planned for significant efficiencies, aligning the workforce to new core processes. We engaged with employees at all levels, including the senior management team.

London Borough of Southwark 2 Pre-emptive customer-centric intervention We planned and initiated the LGA-funded project, using customer insight and community engagement to identify older people who are ‘positive deviants’ who are able to remain far more independent than others, and what attributes supported this. We made recommendations about how the council could improve access to services and enabling outcomes by helping more older people to develop the same attributes. For more information on the ‘Positive Deviance’ approach. 18

Some typical work we do in children’s social care

19

Large scale change: children’s and education services

London Borough of Hillingdon‘We engaged RedQuadrant to support an extensive transformation programme across education and children’s services. They have provided support both in a programme management capacity and an expert input capacity.

Both roles have provided significant value to the organisation in acting as a key strategic partner, reviewing all

20

aspects of the service, challenging current working practices and helping to shape the new delivery model. They have consistently engaged staff in both the design and delivery of change, which has had a notable impact on the success we have seen to date. Staff have felt empowered to take the lead in embedding new working practices and have also gained a greater nderstanding of change methodologies.

We have realised several very clear benefits. Our coordinated access point has seen a reduction in the number of contacts, our streamlined single assessment has reduced the time taken

Some typical work we do in children’s social care

Process review of children’s services

A large county council

An unannounced inspection by Ofsted in April 2013 led to a rating of ‘inadequate’. The council commissioned us to carry out a fundamental review of child protection business processes and system functionality.

to complete assessments, and our overall process redesign has reduced the bureaucracy burden on front line workers. In addition to this, we have built a much stronger local offer, bringing together partners and the voluntary sector to deliver services for families. Overall, the changes we have implemented with the support of RedQuadrant have significantly improved the outcomes for children and their families.’

Merlin Joseph, Director of Children and Young People’s Services

21

We showed how the council could empower the workforce to be more effective:●● reduce unnecessary or inefficient

recording of data;●● enable efficient, quick, and clear

access to case records; and●● a single, documented universal

business process

We gathered data and engaged with over 150 stakeholders to create an extensive list of more than five hundred opportunities and issues based on the current system.

22

We worked with senior employees to create ‘to be’ process maps and recommendations across all customer-facing teams. These were prioritised and presented through team-level implementation plans. The council now has a clear direction of travel for the next year.

‘Great to be able to explain to people from outside who understand and can escalate’ – social worker

To learn more, ask for our client references

Some examples of our unique approaches

23

Rapid improvement eventsThese are change interventions that only take about two weeks, after some prep workshops. We work in an intensive manner with the team and start making practical changes right away. We do this work in services like special educational needs and adoption and fostering.

24

Special educational needs in Lambeth

The service met their performance targets ‘by hook or by crook’, but needed to reduce appeals and expensive tribunal decisions. Our rapid improvement event focused on improving parent satisfaction and considering all the stakeholders who needed to be actively involved in the statement process. Changes were around engagement of parents, feedback to partners, and approaches to reduce the 71% of non-value adding work due to outdated information technology.

Some examples of our unique approaches

Lambeth’s Head of Quality and Improvement:‘RedQuadrant provided the majority of our core lean rapid improvement events, and in the process have trained over 60 staff in basic lean approaches. Their practical approach has identified benefits and wider learning opportunities. They take their principle of doing themselves out of a job seriously and our chief executive commented that they have provided the right approach for Lambeth’

Positive DevianceCouncils, partners, and communities face many complex or ‘intractable’ problems, as well as budget cuts.

Traditional ‘top down’ approaches to change are now being supported and replaced by work within and with the system itself. One of the approaches we recommend is Positive Deviance, which focuses on the people in the system who achieve great results, despite issues, and this helps everybody else learnfrom them.

We work with some of the top positive deviance experts in the world, including the Danish prison service.

25

Projects include:

NHS Adult Care Services, Peterborough PCTWe led a positive deviance initiative with a group of NHS social workers. Our goal was to change attitudes and behaviours in the team and to improve safeguarding. Our consultant facilitated positive deviance workshops to help the team on the ground gather data and build a case for change.

The Bill & Melinda Gates Foundation The foundation naturally sees science and technology as the main way for them to fight HIV and malaria, and

26

improve food production and nutrition. Our consultant facilitated and coached senior leaders to buy-in to the positive deviance concept, thus recognising it as a credible and effective way to make progress on these global issues.

SouthwarkOur project on pre-emptive, customer-centric intervention in adult social care identified a number of ‘positive deviants’ who were able to remain far more independent than their peers. We identified their characteristics and how the council could help clients develop these. Finally, we recommended ways in which the council could improve access to services to create more enabling outcomes.

Managing PartnersDennis Vergne07980 541990dennis.vergne@redquadrant.com

Ben Taylor07931 317230ben.taylor@redquadrant.com

Directors and subject matter leadsSocial care and healthFrank Curran07515 875381frank.curran@redquadrant.com

Children’s servicesEmma Franklin07761 934214emma.franklin@redquadrant.com

Board adviser on social care and healthGuy Van Dichele07703 498223guy.vandichele@redquadrant.com

Coach, learning and developmentLorna Smalley07881 780383lorna.smalley@redquadrant.com