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Contents of this report
2. Feedback - Key Issues
3.
1. Rationale, process and stakeholders
Initial Conclusions
Week
Stage
Key Products
&Tasks
(up to) 1
Planning and preparation
Agreed case for
SPOTLIGHT;Team
established;Resources secured;Methods planned;
Stakeholders engaged;
2 - 3
Spotlight on the issue
Analysis of the issue and its
cause and effects on families,
individuals, neighbourhoods
3 - 4
Spotlight on delivery
Analysis of the systems,
structures and incentives in the delivery
chain
5 - 6
Delivery Agreements
Immediate, medium and
long term commitments to
improve delivery – made
to high level panel of LSP
Exec.
Bi Monthly
Stock takes
Regular high tempo checks
on delivery against
commitments
‘Quick wins’ – supporting local ideas
What is Spotlight?
Why are we evaluating Spotlight?
• To consider Spotlight’s value as a change tool
• Identify lessons learned and good practice
• To make refinements to the process
• Highlight role of LSP in the evaluation review i.e. are they approving the process? What are next steps?
How are we evaluating Spotlight?
• Two phases:
Phase 1: Is the Spotlighting process effective?
Phase 2: Does Spotlight deliver?
Phase 1 Methodology
• Listening to people’s experiences – semi structured interviews
• Encouraging people to be reflective
Contents of this report
2. Feedback – Key issues
3. Initial Conclusions
1. Rationale, process and stakeholders
Who was interviewed?
• 24 Interviews - some gaps
• 8 partner organisations
Strategic
Spotlight teams
Trios
Week 0 - Selection of Spotlight issue/area
Strengths Lessons learned
• Some interviewees had a very clear idea about why the Spotlight issue and areas were chosen
• Need to be explicit and up front about why a Spotlight has been chosen
Weaknesses Proposed Improvements
• Others less so• Why this area and not the adjacent one?
• Clear message which is articulated from the beginning of the process
Week 1- Preparation and Set up Stage
Strengths Lessons learned
• Framework gave clear brief• Refined with help of core group input and early pilot
• Lead role of neighbourhood management
Weaknesses Proposed Improvements
• Questions about effectiveness of governance arrangements. • Some key partners aren’t sufficiently engaged
• Longer lead in time for preparation – management of staff – making space, and data requirements• Engaging with neighbourhood management needs to be part of the ‘tick list’
Weeks 2-3 - Understanding the Issue
Strengths Lessons learned
•Wide consultation and creative methodologies used•Use of third sector / community organisations to consult•Use of quantitative and qualitative data•Cause and affect analysis
•New leads given by consultees•Importance of maintaining communication with stakeholders throughout•Stakeholder mapping power/engagement matrix useful
Weaknesses Proposed Improvements
•Limited time to consult•Access to data
•Clear purpose for the session•Cost of consultations – integration of mainstream engagement mechanisms
Weeks 3-4 Understanding Delivery
Strengths Lessons learned
•Commissioning cycle worked well as a functional analysis•Triangle model useful for understanding the task
• Make good use of consultation sessions, maybe using two stage approach – first issue and then service response
Weaknesses Proposed Improvements
• Time – jaded after finding data, need to use those involved in service delivery again
•Use of well prepared case studies to understand service response •Three stage delivery chain analysis – functional perspective, organisational (relationship) perspective, customer journey
Weeks 5-6 - Developing the Delivery Agreements
Strengths Lessons learned
•Commitment of front line staff to change•Acted as catalyst for partnership improvement and change
•Time taken to develop collective agreements•Hard to maintain pace & energy, keep shop open & make changes
Weaknesses Proposed Improvements
•Problem translating analysis, to actions, to strategy to improve overall performance•Level of detail•Over-representation of one council management team•Buy-in & ownership before end game?•Need to develop structures to ensure local accountability
•Need to be owned by SSP/ thematic partnerships•Using option appraisal – tinkering vs clean sheet and those in between•Need to ensure that there is more clarity over ownership of actions•Use of Peer challenge
End Game/Kick off Presentations
Strengths Lessons learned
• High level buy in / accountability•Level of interest generated
•Small is better
Weaknesses Proposed Improvements
• Challenge overshadowed problem solving•Who needs to be there to make it work?
•Clearer brief for strategic participants•Two stage process
Transition into Delivery
Strengths Lessons learned
• The releasing of resource of SCC’s Transform Trios
•Reluctant partners become even more of a barrier in this stage•Importance of a clear map of change landscape – where do people fit
Weaknesses Proposed Improvements
•Lack of clarity on who is going implement proposed changes•Newness of Spotlight and Trios initiatives•How to maintain pace and urgency?•Delivery agreements needed further work
•Greater emphasis on making what are the expectations of partners organisations• Developing relationships earlier in the process
Contents of this report
2. Feedback – Key Issues
3. Initial Conclusions
1. Rationale, process and stakeholders
Summary of the key strengths
Spotlight Evaluation
Partnership development –
citywide and local
Space for critical/strategic
thinking
Highlighted organisational development
issuesEvidence base for
further work and to support LAA work
Foundations for commissioning
third sector providers
Spotlight tests the quality of partnership working (and an organisation’s pre-disposition to transformational change)
•Testing partnerships in real situations where partnership working is needed
•Galvanises good partnerships/relationships and highlights weaknesses in the initial process and even more so in the delivery plan
Successful partnership working
(Good Relationships, Shared Goals, Trust, Effective Transparent Decisions)
Poor partnership working
Antithesis of above
Par
tner
ship
Un
ive
rsa
l In
dic
ato
r P
aper
Info
rmed
by
the
Pri
nci
ple
s IN
Go
od
Go
vern
ance
Summary of the key development areas
Improving Spotlight
methodology
Expectations, Communication,& Relationships
Purpose of end game
presentation
Resources, planning and timing of the
process
Business case for Spotlight
issue and location
Roles and responsibilities & governanceSkills to support
the process
Move from analysis to actions in
strategic context
Ownership by
SSP / thematic partnerships
Smarter, pacier move into delivery
Early Successes
Influence on LSP tenders
Spotlight Delivery
Centripetal force- focus for work in this
area
Developing & supporting third sector commissioning in East
Salford
Lever to bring in funding - 480k PCDL
(Personal community, development learning)
Rejuvenating EDLSP thematic
partnership
We mustn’t lose sight
Whenever and wherever societies have flourished and prospered rather than stagnated and decayed, creative and workable cities have been at the core of the phenomenon… Decaying cities, declining economies, and mounting social troubles travel together. The combination is not coincidental.
Jane Jacobs The Death and Life of Great American Cities (1961)