Commissioning research & analysis

Focusing our expertise where it adds most value

• As the council moves to having to focus its resources much more on a more targeted set of priorities and needs, the aim of the Research & Analysis Programme is to provide self-service resources & tools to help commissioners and service managers use data & insights to meet their own needs.

• However, we recognise that there will be a need for specialist expertise required to produce the analysis to help deliver the Borough Plan, in particular, better understanding :

• Behaviours of residents to influence them to use online services & take greater responsibility• Demand on our services to help identify where & how we can manage and reduce demand• Needs of our residents to better target our investment for those who most need our support• Factors that put our residents at risk to help prevent issues from escalating & intervene early• Drivers for economic growth to help exploit the opportunities from these and shape growth• Changes taking place in the borough to better mitigate risks and plan for the future

Research & analysis can help contribute to

• Borough Delivery Plan TBC• Prioritisation Assessment• Prioritisation Pyramid

Research & analysis is systematically involved in developing strategic priorities

• Borough Delivery Plan TBC• Strategic Transformation Programme• Research Governance Framework

Organisation uses research & analysis to implement strategic priorities

• Borough Delivery Plan TBC• Local Insight Programme

Competencies are developed so people can carry out and use research & analysis

• Insight HubTechnology helps people manage & analyse data effectively

Coordinate research & analysis to ensure an evidence-based approach to decision making

Any future governance of research & analysis should be led by the following responsibilities:

Define and manage the governance of research & analysis principles, processes & systems needed

Coordinate research & analysis activities to ensure an evidence-based approach to decision making is used across the council

Support people working in research & analysis to collect, analyse and report insights effectively

Provide the resources to enable people across the organisation to use the insights to improve their services

Carry out the research & analysis required to help the organisation manage demand and shape markets

Prioritise how we select challenges to work on

Strategic Outcomes

• Non-financial benefits contributing to the Borough Plan outcomes

• Research or analysis presents opportunity to improve customer / citizen outcomes

• Weighting: 25%

Financial Strategy

• Contribution to Lambeth Financial Strategy 2015-2018

• Weighting: 25%

Manifesto Commitments

• Contribution to Political Manifesto commitments

• Weighting: 25%

Enabling Capability

• Critical business enabler or capability that will drive productivity, efficiencies, reduce costs or support delivery of community plan outcomes

• Weighting: 10%

Compliance

• Contribution to regulatory or statutory requirement

• Weighting: 10%

Benefit Confidence

• Level of confidence in % of benefits identified (Financial and non-financial) will be realised.

• Weighting: 5%

How Policy & Communications will help deliver the Borough Plan…

Stage One: Ensuring that outcome commitments are produced

and agreedStage Two:

Review Outcome Plans

Stage Three:Prioritise improvement needed in delivery of

outcomes

Stage Four:Monitor performance and delivery of outcomes

Scoping and understanding

Planning and insight

Engagement and

Implementation

Assessing and evaluating

Refresh and amend

…embedding our organisational design principles

Prioritising our resources to carry out research & analysis

Specialist expertise needed

Staff can carry out with training

Staff can carry out without

support

Strategic Transformation Programme

Local Insight Programme

Insight Hub

Commissioning research & analysis to tackle strategic challenges through the Strategic Transformation Board

Portfolio Governance Framework – April 2016

Strategic Development(Identification)

Change Design(Definition)

Change Delivery(Implementation)

CloseTransfer to business

as usual

Gateway 0

Gateway 1

Gateway 2+

Gateway 3

Strategic Transformation Board(aligned to other partnership governance arrangements if required)

Documents§ Outline change proposal (concept) -

high level benefits forecast , costs, risks & timeframe.

§ Prioritisation Assessment

Documents§ Final business case§ Implementation Plan§ Benefit Realisation Tool§ Risk, Issue, Dependency Register§ Prioritisation Assessment

DocumentsCurrent Delivery Documents covering:§ Business case§ Implementation Plan (focus on change implementation and

transfer to business as usual to optimise benefits )§ Benefit Realisation Tool § Risk, Issue, Dependency Register

Documents§ Lessons learnt and

recommendations § Benefit Realisation

Tool

Prio

ritisa

tion

Prio

ritisa

tion

Project Delivery Teams

Programme/Project Boards

Project Design Teams

Resource allocation Resource allocation Resource releasedResource allocation

PRE-GATE ZERO

Strategic Transformation Board (+Cabinet if required)

Aligned to other partnership governance

arrangements if required

DMT / CMB

Authorisation for initiative to move from concept to design phase

Authorisation for initiative to move from design phase into delivery / implementation

Authorisation for initiative to “go live”. This maybe more than one gateway point depending on the size and scope of the initiative . E.g.

gateway point for programe tranches

Decision for formal closure of the initiative,

release of resources

Change idea discussed at DMT and CMT. Decision made to take concept forward for Gateway 0 decision at STB.Prior to Gateway 0, options appraisal, if required, completed and desired option selected

Documents & Reporting ToolsTo be agreed by STB based on priority, value and risk but as a rule would include:§ Highlight reporting by exception (through PMO) § Benefit Realisation Monitoring (through PMO)§ Assurance at critical milestone points (outside of gateway 2)

CMT / Cabinet / CMB

Some change initiatives will emerge as part of pre -existing corporate decision making processes through CMT and Cabinet. For example these could include:

§ Activity agreed under Financial/Budget Planning§ Activity that is linked by decisions already made in regard to existing transformation

programmes.

In these cases, the decision making process followed could act as the strategic development phase and gateway 0. In this instance the initiative, subject to its authorisation under this process, would move forward into the Change Design phase and Gateway 1. Resources for the design phase, if required, can be allocated by STB to support this. However with large, complex or high risk initiatives, further development of the concept at the strategic development phase maybe required . The final decision on this would lie with CMT or STB

Risk-based Assurance to STB

The change idea is something that...§ is a genuine transformational

shift in what the service or wider organisation delivers and how it goes about it, in order to achieve strategic priorities, outcomes and financial objectives

§ requires an aggregation of capacity and capability to deliver its objectives

§ is tackling a business critical function or issue and, or, is delivering capability that one or more strategic priorities need

http://www.slideshare.net/localinnovation/aligning-service-design-to-strategic-transformation

Prioritising our specialist expertise on challenges that tackle strategic priorities

Local Insight Programme

Learn methods & tools to help you use data & evidence in your work

Discover how others in public services and beyond have used analysis

Share how you’ve used these methods & tools

https://lambeth.sharepoint.com/teams/hub01/BIH/SitePages/Learning%20Resources.aspx

Participants want to learn how to apply data analysis and how to embed research into service design

How you plan research

Big data needs big data protection

Understanding what matters to residents

Understanding strengths and needs in communities

How to use data to help residents make informed decisions in regeneration

How to use data analysis to help find savings and improve outcomes

Using data and analytics to inform and transform services

How to use data analysis to help target interventions

Segmenting our residents to better target our services

Understanding urban data and analytics

Learn how to use LG Inform and Inform PLUS

How you plan service design

Using service design to explore, design and prototype a new model of social care

Using research to inform policy

How you plan evaluation

Reporting social impact

0 10 20 30 40 50 60 70 80 90 10026

14

30

19

48

88

44

39

30

33

49

43

48

50

24

22

Participants

People want to practice learning with others through more intensive training

People come to the sessions to inform how they research and want to explore the Insight Hub further

Background

What other local authorities are doing

Communicating with residents

Research

Demand

Reporting impact

Insight

Segmentation

Evidence

Asset mapping

Inform Research

Inform Commissioning

0 2 4 6 8 10 12

What do you hope to get out of this session

Using the Insight Hub to help people use research & tools to inform commissioning

What we know about trends in our services

What we know about who we support

What we know about our customer service

transactions

What we know about issues reported to us How Lambeth compares What are the unit costs &

benefits of services

Demographics

Needs

Service Usage & Cost

Attitudes

Insight Hub on Lamnet: http://bit.ly/insighthublambeth Insight Hub on Lambeth.gov.uk: www.lambeth.gov.uk/insighthub

ObjectivesHelp the organisation make the most of the research, tools and insight that we have or can access• Understand what expertise is needed to use the tools we have access to and

provide training to those who have the skills to use the tools

Enable staff to understand how evidence & analysis can be used to improve & commission services• Develop sessions where how commissioners & analysts show real life examples

of how evidence & analyse has been used effectively

Use the tools & analytical expertise to develop & deliver the organisation’s strategic priorities• Provide people tools & insights that can help them build a better picture of their

residents and customers and have the data to better understand demand

Service Usage & Costs

What we know about trends in our services

What we know about who we support

What we know about our customer service

transactions

What we know about issues reported to us

How Lambeth compares What are the unit costs & benefits of services

Demographics

What we know about our wards

What we know about our neighbourhoods

What we know about CLIP areas

What is planned for the future

Needs & Attitudes

What we know about our residents

What we know about our tenants

What we know about local wellbeing (TBC)

What we know about local deprivation

Other research reports on Lambeth

Need to adapt Insight Hub to the Borough Delivery Plan…

Stage One: Ensuring that outcome commitments are produced

and agreedStage Two:

Review Outcome Plans

Stage Three:Prioritise improvement needed in delivery of

outcomes

Stage Four:Monitor performance and delivery of outcomes

Scoping and understanding

Planning and insight

Engagement and

Implementation

Assessing and evaluating

Refresh and amend

Segment to prioritise…

Making the best use of the expertise we have available

It should include people with the following roles:

Personas Stewards Commissioners Policy Makers Analysts Reporters

People primarily responsible for…

Developing processes for how people manage & quality assure research & analysis

Helping (re)design services based on research & analysis they also carry out

Developing policy based on research & analysis they also carry out

Aggregating and combining research & analysis

Using research & analysis to report for statutory purposes

Expertise Process Service Improvement Policy Analysis ReportingRelationship to BI resources

Commission & design

Commission & design Commission & design Access and use Access and use

Relationships All data & intelligence specialists Other people setting standards & processes

Service managersOther commissioners

Service directorsOther policy makers

Service managersResearch experts,Data & intelligence specialists in similar areas (including partners)

Their managerData & intelligence specialists in similar areas (including partners & regulators)

Example Functions Information Governance, Schools Research, Equalities, Policy & Partnerships

Customer Access, Troubled Families, Communications, Policy & Partnerships

Finance, Policy & Partnerships, Housing Policy, Partnerships, Leaders Office

Business Transformation, Community Safety, Education R&S, HR & OD, Planning, Policy & Partnerships

Housing Management

To ensure the organisation can make the best use of research & analysis resources, we propose to rationalise the touchpoints between the different roles:

Stewards manage the governance for research & analysis• Develop processes for how people collect, analyse and use data, knowledge and intelligence• Help research & analysis staff best understand how to collect, analyse and manage intelligence• Help staff across the organisation best understand how to use intelligence to improve their services

Commissioners use the research & analysis to commission services & outcomes• Analyse needs & assets, current & future demand and engage residents• Use the intelligence to commission outcomes that manage and reduce demand• Apply the lessons learned from evaluation of impact to improve how it commissions

Policy Makers use the research & analysis to develop policy & strategy• Understand & model future demand• Use the intelligence to develop strategic planning• Understand impact of strategic outcomes and tweak accordingly

Analysts define & manage the research & analysis to be carried out for a programme• Work with commissioners & policy makers to define what & how intelligence should be carried out• Access & use common BI systems, tools & networks to collect, analyse & share the intelligence

Coordinating the governance, activities & support to ensure effective management of research & analysis

While Stewards, Commissioners & Policy Makers will be responsible for research & analysis functions 1-4, Researchers & Analysts will carry out research & analysis required to help the organisation manage demand and shape markets.

Stewards

Policy MakersCommissioners

Developing a “hub and spokes” model to manage research & analysis activity

To ensure that it is focused on helping the organisation deliver its strategic priorities, we propose that the Strategic Transformation Board commissions research & analysis to provide help with research & analysis on the strategic programmes within its portfolio. It already does so with regards to external university research & analysis.

Research &

Analysis

Strategic Transformatio

n Board

Researchers

Analysts

Research & analysis will also carry out pro-active research to inform strategic priorities

Borough Plan

Residents Survey

StaffSurvey

State of the Borough

Cumulative Impact

Assessment

Joint Strategic Needs

Assessment

Local Plan

Annual Research

Outcomes Framework

Portfolio Governance

Performance Management Framework

Research & Analysis

Programme

Regular Research

Managing the relationship between strategic programmes and research & analysis resource

Develop brief

• Helping develop the brief for the research & analysis work

Identify expertise

• Identifying the specific expertise required

Allocate resource

• Allocating research & analysis resource to the programme

Manage work

• Managing the allocations of research & analysis resources across programmes

Policy & Partnerships will act as the Functional Manager, managing the relationship between the relevant manager of the programme requiring support and the research & analysis officers to be mobilised, notably :