We 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. We’ve 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 we’ve worked on challenges that have applied this approach, we now want to align the support to Lambeth’s 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.

1. Enabling Change Design
through research & analysis

2. Leveraging research & analysis to rapidly
identify & review service improvements
We 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.
We’ve 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 we’ve worked on challenges that have applied this approach, we now want to align the
support to Lambeth’s most important transformation priorities, in particular supporting the
Change Design stage of the Change Lifecycle. As such, we propose that the:
1. Strategic Transformation Board sets out the priorities & issues that the universities work on
2. Policy & Communications manages the relationship between STB and the universities to
ensure the analysis is carried out effectively

3. 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
Portfolio Governance Framework – April 2016
Strategic Development
(Identification)
Change Design
(Definition)
Change Delivery
(Implementation)
Close
Transfer 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
Documents
Current 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
Prioritisation
Prioritisation
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 Tools
To 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

4. While we’ve focused on challenges that help citizens
take responsibility and move to online services...
How can we help long term unemployed & disabled to
meet their needs online?
• Proposition on how to better target services at people most in need and
make process more efficient, as well as self-service resources
How can we make it easier for customer centre visitors
to transition online?
• Blueprint for how to join up processes between face to face & digital
and reduce steps for customers in accessing information & services
How can we help Street Champions increase their
impact?
• Resources for Street Champions to get to grips with their role and get
people involved on their street

5. Our universities have the specialist expertise that
can tackle the type of issues that STB deals with…
• Understanding how people get into the informal economy and how this affects
their lives
Understand who most needs
our support
• Model budget forecasts and overspend
Identify why projects don’t
meet their targets
• Model the journeys of young people at risk of becoming NEET and track the
impact of interventions
Identify when to target
prevention
• Develop integrated information systems to monitor & predict economic
stability & growth
Forecast demand to inform
service planning
• Develop ways to join up processes across service channels and simplify the
customer experience
Simplify processes to make
them more efficient
• Help understand which fire stations to close based on areas with highest risk of
fire
Rationalise & better target
service provision
• Use nudges to increase council tax collection
Test interventions to influence
people’s behaviour
• Use open data on college performance & social background algorithms to help
young people identify how hey are likely to fare on their preferred course
Make it easier for people to
meet their own needs

6. Through agreeing expectations from the start, we’ve
been able to manage & track outcomes throughout
• Defining the outcomes & outputs needed
• Defining the stakeholders to be engaged
• Identifying current gaps in knowledge
• Agreeing what background research & access
to staff the service will make available
• Agreeing activities the university will carry out

7. We have developed a process that manages
expectations & maximises impact
Resource
required over
three months
STB: 3 Hours
P&C: 15
Service involved:
14

8. The process ensures that the partnerships are
effectively managed
Risks Mitigations
Relationships with university
partners aren’t maintained
effectively
• P&C manages partnerships
• Carries out evaluation of each project
• Identifies opportunities to bring in investment and
attract students to Lambeth to provide expertise to
local services
Expertise of universities not
relevant to meet analytical needs of
strategic programmes
• P&C matches challenge & brief to university partners
with relevant skills.
• Service responsible for the challenge & course director
agree analytical work
Projects don’t deliver tangible
impact
• Evaluation helps review impact of research projects on
intended objectives
Projects don’t manage expectations
of council or university
• Challenge template focused on defining
outcomes/outputs, knowledge gaps, stakeholders &
data the university can use and agreeing activities
Services responsible for the
challenge need to adapt to process
of working with universities
• P&C manages relationship with university research
teams and runs introductory session for service
responsible for the challenge