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

2. What’s on the Horizon

3. The Context Economic Climate Local Government Finance Comprehensive spending review (s) Changes to the way Local Government is funded Impact on Local Government Finance Tough decisions required

4. Funding Outlook for Councils

5. Funding Changes No longer by formula grant Linked to incentives – Building new homes – Business rates retention ( thriving economy) – Creating jobs (growth and reduction in benefits / increased council tax) – Level of council tax

6. CSR Cuts to Local Government

7. Impact on Public Services

8. Corporate Priorities Key Strategic Documents Based on the needs of the area including big priority areas: The approach to service cuts will depend on the corporate priorities Different ways to make a service more efficient Members are making difficult decisions

9. The Service Review Different levels and approaches Service/Departmental/Thematic/Directorate/ Council wide/Partnership Core elements include: Why provide? - Mandatory/Discretionary baseline Inputs - Budgets/Staffing/Accommodation Outputs - usage/transactional costs/VFM Outcomes - delivery against Corporate agenda Transformation – doing differently or not at all

10. The Service Review Rudyard Kipling – “The Elephant Child” I have six honest serving men They taught me all I know I call them What and Where and When And How and Why and Who

11. Business Process Re- engineering/Transformation Internal or External Challenge and change agents Sector led Improvement/peer review/self assessment External Business Partners – Capita/KPMG/PWC Search for VFM and Continuous Improvement Economy/Efficiency/Effectiveness/Equity in processes and outcomes

12. Lessons Learnt to Date Understand the Context Clear Statement of Purpose and Outcomes People/Staff are key to Improvement Consult Staff, Users, Community Challenge Attitudes and Performance Support Management of Change – different ways of organising/delivery Clear Evidence Base

13. Key Questions Need for the Service? Clear and Challenging Aims? Contribution to Corporate Priorities? Effective Performance Management? Comparison with Similar Services – performance and cost? Scope for Improvement – Direction of Travel?

14. Lean Thinking Focus on the customer/client/user Identify and understand how the work gets done – the value stream Manage, improve, and smooth the process flow Remove Non-Value-Added (NVA) steps and waste Manage by fact and reduce variation Involve and empower the people in the process Undertake improvement activity in a systematic way

15. Six Sigma Application of the DMAIC methodology Define/Measure/Analyse/Improve/Control Structured, rigorous approach to process improvement Goal is to achieve 3.4 defects per million parts (or opportunities of doing it wrong) known as 6 Sigma with value stream mapping “Kaizen” – Continuous Improvement

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

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

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

19. Preparing For a Service Review Do a review yourself The new accreditation standard is a good opportunity Consider the Culture and Sport Improvement ToolCulture and Sport Improvement Tool – An evidence based self – assessment benchmark – Covers the 8 themes of excellent organisations Benchmark information on other similar services – How many staff they have – What they cost – Performance – number of users etc – Range of activities Utilise peers or critical friends and be open to challenge

20. The Right Kind of Evidence Make sure you are comparing like with like and be able to explain differences – Number of staff – Size of service – The offer? Financial information VFM - Cost / performance / satisfaction?

21. The Impact of Your Service What does your service do? What difference does it make ? Who uses the service and who doesn’t? What do people think of you? Utilise your internal and external customers Emphasise your statutory responsibilities – TNA Guidance

22. Meeting Strategic Outcomes How does your service fit into the bigger picture ? Demonstrate how you meet the Council’s strategic objectives Culture and Sport Outcomes FrameworkSport Outcomes Framework – Logic Model – Outcomes Triangle – Evidence – Performance Indicators

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

26. Engaging Local People How does your service engage local people? Who do you engage with? Who don’t you engage with? – Equalities Impact Assessment What VALUE does your service add to local people What are satisfaction levels ( users / non users)?

27. Raising your profile Who knows about your service, what it is and what it does? – Ideas for “Making News” Press and PR Social media Events and activities Make the most of your key relationships Utilise your stakeholders to support you and advocate on your behalf

28. Stakeholder Mapping

29. Effective Advocacy Advocating effectively is absolutely critical Need to be proactive in promoting the service Maximise your key relationships Advocacy Exercise – An opportunity to practice your pitch – Designed to help you think about key messages to different audiences

30. Evaluation Utilise your Action Planning Log What happens next – Another seminar in London 14 July – Develop and share legacy documents Evaluation – utilise flip sheet charts and post it notes Close