1. 1 An Introduction to Practical Tools to Support Delivery VII CONFERENCE OF THE MONITORING & EVALUTATION NETWORK IN LATIN AMERICA AND THE CARIBBEAN November 2011 Ray Shostak, CBE

2. 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

3. Shape of the Workshop 3 TimeFocusProcess 2.00Introduction and FrameworkPresentation 2.20Preparing for DeliveryPresentation 2.40Are you ready for action?Group Workshop 1/2 and Plenary 3.15Understanding Delivery Systems Presentation 3.30What does it look like?Group Workshop 2/3 and Plenary 4.15From a Citizens point of viewPresentation 4.45 Concluding questions and Remarks Plenary

4. Context……. 4 Individually, think of a policy area that is a government priority for delivery……… Identify the outcomes desired Identify your role in delivery ? ?

5. Outcomes for and with citizens MONITORING, CAPACITY BUILDING and INTERVENTION MONITORING, CAPACITY BUILDING and INTERVENTION CULTURE Outcomes focus Data rich Can do Real time monitoring Reform SKILLS Problem solving Cost benefit analysis Engagement Evaluation ACTION When off track CULTURE Outcomes focus Data rich Can do Real time monitoring Reform SKILLS Problem solving Cost benefit analysis Engagement Evaluation ACTION When off track ACCOUNTABILITY with consequences ACCOUNTABILITY with consequences To President/Prime Minister To Parliament By Institution By Individual By Institution By Individual By Institution By Individual By Institution By Individual BUDGETING FOR RESULTS (multiple years) BUDGETING FOR RESULTS (multiple years) Programme budgets against results Unit costing Monitoring Efficiency Joint procurement ……. Programme budgets against results Unit costing Monitoring Efficiency Joint procurement ……. Government Strategy Goals/Ambitions For parliamentary period Government Strategy Goals/Ambitions For parliamentary period Government Non Government Delivery Partners Programmes, Objectives, Milestones, Deliverables Institutions and Individuals Delivery Partners Programmes, Objectives, Milestones, Deliverables Institutions and Individuals Aligned as Government Plan Outcomes Driven Performance

6. 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 vision Sound 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 system Understanding the strengths/weaknesses of general and specific interventions Citizen insight Effective performance management and good data Good metrics Understanding what drives contributing partners Good feedback loops – that are used

7. 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

8. 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 PLACEPITFALLS 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

9. 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 PLACEPITFALLS TO AVOID

10. 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

11. Public Service Reform Citizen Empowerment Front Line Professionalism Strategic Leadership Excellence and Equity Government enabling changes through incentives and support without micro- managing Personalised services through empowered citizens and professionals working together Greater accountability and transparency enabling citizens to hold services to account

12. An approach to Delivery

13. 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

14. Delivery Unit Patterns *Conducted as neccesary ‘Go live’ Planning Phase Delivery Phase Year 2Year 3Year 4Year 1 Activity: 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*

15. Delivery Tools Scope of problem to solve Product

16. Preparing for Delivery 16

17. 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 development  An approach to collecting evidence of preparedness  An approach to synthesising the evidence  An agreement on reporting

18. Overview 18 Fieldwork Document Analysis Interviews and visits Workshops Cross Ministry With officials With stakeholders With providers Self Assessment Analysis and Recommendations Analysis and Recommendations Report and Action Build a Review Team

19. 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

20. 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. 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 representation Stakeholder management Specific Ministry resources Overall allocation of resources Data, baselining, trajectories PPM and Risk management How Ministries work with the system Capability of the system itself Links to other work Joint teams and shared burdens Understanding evidence and sharing what works User engagement in planning Role and skills of policy and delivery teams Availability of performance interventions Officials understand consequences of non- delivery Shared incentives Delivery through regional, local, private and voluntary sectors Leadership Clarity of vision Ministerial commitment Inspiring communication Clarity of delivery agreement What success looks like Quality of planning

22. 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 Assessment Analysis and Recommendations Analysis and Recommendations Report and Action Build a Review Team

23. Fieldwork – Hypothesis Led Analysis Lines of Enquiry Desk Research Analyse Data Set and Build and Issues Tree Stakeholder Workshop Develop Preliminary Lines of Enquiry Main Obstacles Criteria led Site visits Stakeholder, official and citizen workshops Interviews Front line observation Judgement Revise Issues Tree Review Team Workshop Test Results and Recommendations Calibrate Actions

24. 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 Assessment Analysis and Recommendations Analysis and Recommendations Report and Action Build a Review Team

25. 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

26. 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.

27. Understanding a Delivery System 27

28. 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 system  An approach to analysing its components  An approach to gathering evidence  An agreement on reporting  A strategy for intervention

29. 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

30. Some key questions on delivery systems What may be preventing them from contributing to 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? UNDERSTANDING THE DELIVERY SYSTEM

31. Intervene Stage 2 Analyse the delivery system Stage 1 Map the delivery 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

32. 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. 33 Ministry Regional Government Local Government Service provider Citizen Moving from a delivery ‘chain’….

34. DISCUSS With your partner/group draw a delivery chain for your chosen government priority.

35. Restricted … to a ‘delivery system’ Local Authority Primary Care Trust School Hospital Citizen Family EDUCATION HEALTHSPORT Youth Sport Trust Government Office Health Authority School Sport Partnerships

36. Delivery System for PSA 18 – Better Health For All – DH strand 36 NationalRegional Agencies Strategic Health Authorities Local Community Key : Delivery AgenciesDelivery 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…. Equitable outcomes LAAs, LSPs = Working jointly and in partnership Funding, LDPs Acute / MH Trusts and FTs Specialist Units / Trusts joint commissioning = 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 Choice & Voice influencing provision and commissioning e.g. LINks 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) JSNA Better Health For All

37. Delivery System for PSA 18 – Better Health For All – DH/CLG strand 37 National DCLG Regional Agencies Strategic Health Authorities Local Community Key : Delivery AgenciesDelivery mechanisms Government Offices (incs PH 1 ) Performance Management Performance Management of delivery agreements Influence GPs & Practices Patients, People who need and use social care, Citizens, Socially Excluded / Disadvantaged Groups, Carers…. Equitable outcomes Performance Management, funding LAAs, LSPs = 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 providers Commissioning incs joint commissioning = Department / Agency Regulators & Inspectorates 2 = 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 Choice & Voice influencing provision and commissioning e.g. LINks 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 JSNA DH Better Health For All

38. Delivery System for PSA 18 – Better Health For All – Complete system 38 National DCLG Regional Agencies Strategic Health Authorities Local Community Key : Delivery AgenciesDelivery mechanisms Government Offices (incs PH 1 ) 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 Equitable outcomes DCSF DWP Performance Management, funding LAAs, LSPs = 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 providers Commissioning incs joint commissioning = Department / Agency Regulators & Inspectorates 2 = 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 Choice & Voice influencing provision and commissioning e.g. LINks 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 Cross-government working 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 influence Primary Care Trusts (inc PBC) Local Authorities inc OSCs Business community JSNA Better Health For All

39. 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

40. 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) 3 rd sector/voluntary organisations Description of function Groupings of similar organisations Citizens Users of service A complete version includes……

41. 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 Ofsted Inspect 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 Service Apprenticeship 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, AoC Training 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

42. Crime Reduction Community Safety Partnerships (340) MoJ Home Office CLG DfE DoH BIS NPIA National Policing Improvement Agency ACPO Professional association of chief police officers HM Court Service NOMS 10 Govt Offices Regional representation of Government Audit Commission Audit local authorities (including police) NHS 10 SHA Enacting 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) NationalRegionalLocal

43. 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

44. Fieldwork – Hypothesis Led Analysis Lines of Enquiry Desk Research Analyse Data Set and Build and Issues Tree Stakeholder Workshop Develop Preliminary Lines of Enquiry Main Obstacles Criteria led Site visits Stakeholder, official and citizen workshops Interviews Front line observation Judgement Revise Issues Tree Review Team Workshop Test Results and Recommendations Calibrate Actions

45. Checking the Analysis IssueRating Is the outcome clearly defined and understood by all? 0 +1 The outcome is vague The outcome is clear but partners not signed up The outcome is clear, understood and agreed Is there sufficient capacity, including resources, to deliver? 0 +1 No resource assessment Assessment of resource need undertaken Resources are in place Are roles, responsibilities and accountabilities clear? 0 +1 People are not clear on their contribution There are outlines but not agreed People know and agree where they fit in Are staff committed to achieving the goal? 0 +1 Motivation to achieve the goal is low There are too many goals The goal is a high priority for everyone Does the system use robust and timely data on performance? 0 +1 The goal is hard to measure Indicators are not entirely accurate Regular monitoring and action taken Are levers and incentives fit for purpose 0 +1 Few levers or incentives in place Some incentives in place but not agreed Levers are based on context and ability

46. 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.

47. Delivery from a Citizen Perspective 47

48. 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

49. 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 citizens  An approach to gathering experience  An approach to analysing its components  An approach to reporting  A strategy for intervention

50. Customer Journey Mapping 8 Customer experience This 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 experience To determine how well an experience is being delivered. Customer experience This 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 experience To determine how well an experience is being delivered.

51. Customer segmentation Attitudes/emotions Needs/experiences Loves & hates, attitudes, beliefs, motivations, strongly held views What needs people experience when using a product or service HOW PEOPLE THINK & FEEL HOW PEOPLE THINK & FEEL DIMENSIONFOCUSWHAT IT IS Combination Combination of who they are, what they do, how they think and feel MULTI- DIMENSIONAL Value Behavioural Occasion-based WHAT PEOPLE DO 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 service How much people spend, or how much they cost to serve Demographic Geographic Age, sex, income, family, social class Where people live, housing type WHO PEOPLE ARE USED FOR THINGS LIKE… Developing different policies for advocates and blockers Distinguishing between high and low dependency patients 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 Targeting policy interventions at people who drive most dangerously Focusing customer service help on people who make most mistakes Targeting pension messages at those over a certain age Targeting Local initiatives by ward

52. Detailed Journey Maps

54. Making it happen…… Map the delivery system Identify the similarities and differences of citizens Map the Delivery System and Segment the Customer Group From a process perspective From a citizen perspective From a quality/outcome perspective Build End to End Process Talk to citizens and focus groups Sit in on interactions Mystery shopping Workshops with stakeholders and providers Fieldwork and Analysis

55. 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 AcceptanceInvestigation Engagement ReviewDecision I understand what my options are for help My decision is now being put into action Response Progression

56. 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?

57. 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

58. Continuing the dialogue….. Ray Shostak, CBE ray@shostak.uk.com