Enabling Change Design through research & analysis
Leveraging research & analysis to rapidly identify & review service improvementsWe know that if we are to respond to the financial pressures and increasing demand on many of our services, we need to focus much more on improving the delivery of our services and pinpointing where we can reduce demand on them.
Weve developed a programme brokering support from universities to carry out 2-3 month projects and one day research sprints to:
Carry out research to understand the issues & opportunities, pinpoint improvements from the insights and develop and test actionable solutions with staff and users
While weve worked on challenges that have applied this approach, we now want to align the support to Lambeths most important transformation priorities, in particular supporting the Change Design stage of the Change Lifecycle. As such, we propose that the: Strategic Transformation Board sets out the priorities & issues that the universities work on Policy & Communications manages the relationship between STB and the universities to ensure the analysis is carried out effectively
How weve brought in universities at no cost to carry out research & analysis and then develop solutions with staff and users that can be taken forward by the service.What they've deliveredHow the process worksWhy we propose that the research & analysis this support provides should be focused on Lambeth's strategic transformation challenges & programmes
Service design moves quickly from understanding demand to designing & validating improvements
and as such fits in well with our strategic objectives of reducing the demand & complexity of our services and the Change Design phase of our gateway process
Weve prioritised universities that focus on service design because it provides a balance between getting under the skin of a particular issue and understanding whos affected by and tackling the issue, while being able to come up with a set of insights & proposals that are then tested out with staff and people using the service to ensure any improvements proposed are validated.
What weve learned from this, is that deep diving into an issue, not only working out the needs of the people using our services and how they use them and well they helps them, but also what else theyre doing to meet those needs and what other providers or people are helping them meet those needs, as well as working with staff to understand how the services work and how it could be improved.
Thats why we propose that this university support is directed at the Change Design phase of the gateway process.3
While weve focused on challenges that help citizens take responsibility and move to online services...
75 students working on 40 projects on 6 challengesPartnerships with Central Saint Martins, Camberwell College of the Arts, London College of Communications and the Royal College of the Arts4
Our universities have the specialist expertise that can tackle the type of issues that STB deals with
But this is just a snapshot of what the universities can do and so weve mapped out other projects theyre working on that correspond better to the issues our strategic transformation programmes are trying to tackle 5
Through agreeing expectations from the start, weve been able to manage & track outcomes throughout
Defining the outcomes & outputs neededDefining the stakeholders to be engagedIdentifying current gaps in knowledgeAgreeing what background research & access to staff the service will make availableAgreeing activities the university will carry out
Challenge: What is the challenge you want to set people? Is this a challenge thats a priority for your organisation and even better for your partners? How can you frame the challenge like a question that people will be able to understand and will want to tackle? Context: What background data, research or strategic priorities can you provide people to help them understand the challenge?Gaps: What do you want to know about the challenge? What insights would help you better understand how to meet the challenge?Outputs: What outputs would you like from the programme to help meet the challenge and inform your commissioning or service improvement? Outcomes: What are the desired & measurable outcomes you want from the challenge? Stakeholders: What people, services & organisations do you want engaged commissioners, providers & partners? Beneficiaries: Who are the people or groups who will benefit from the challenge? This will help focus the programme on who to involve and who to prioritise.Resources: What resources will your organisation and service provide to help engage the intended beneficiaries and support people to take forward their solutions? Channels: What are the channels your organisation will use to get people involved in the programme? Engaging the beneficiaries will make the insights more relevant. 6
We have developed a process that manages expectations & maximises impact
Resource required over three months
STB: 3 HoursP&C: 15Service involved: 14
Through working with different universities, weve developed a process that we think could work for STB. Weve tested this process out on the projects weve worked on so far and worked out how much time is required over the course of the project and from whom.7
The process ensures that the partnerships are effectively managedRisksMitigations Relationships with university partners arent maintained effectivelyP&C manages partnershipsCarries out evaluation of each projectIdentifies opportunities to bring in investment and attract students to Lambeth to provide expertise to local servicesExpertise of universities not relevant to meet analytical needs of strategic programmesP&C matches challenge & brief to university partners with relevant skills. Service responsible for the challenge & course director agree analytical workProjects dont deliver tangible impact Evaluation helps review impact of research projects on intended objectivesProjects dont manage expectations of council or universityChallenge template focused on defining outcomes/outputs, knowledge gaps, stakeholders & data the university can use and agreeing activitiesServices responsible for the challenge need to adapt to process of working with universitiesP&C manages relationship with university research teams and runs introductory session for service responsible for the challenge
Weve built up a portfolio of universities with different types of expertise from service design to data science because we recognise challenges that we have across the council will require different types of expertise and weve got the opportunity to have some of the best universities based in London, and some of the highest rated with the courses were collaborating with
The template I showed earlier makes sure that expectations are agreed from the outset between Lambeth and the university and Policy & Communications manages the relationship with the university to make sure of this
Were also looking at what other opportunities there could be to work with universities such as external funding bids which would provide significantly more resource to Lambeth to carry out the research