Commissioners and Business Intelligence
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The document discusses improving the use of evidence and analysis to better manage resources. It aims to: 1) Help the organization make the most of existing research and tools through training, 2) Enable staff to understand how evidence can improve services by sharing examples, and 3) Use analytical tools and expertise to develop strategic priorities like partnering with universities on research and using evidence for budget planning. It engages directors, commissioners, and staff to understand their needs and how to provide resources like data, analytical capacity, and expertise. Next steps proposed are linking these efforts with other initiatives through an Insight Hub, Local Insight Programme, and Intelligence Network.
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Commissioners and Business Intelligence
- 1. Agenda Aims of the programme What you told us Understanding your needs and how you use evidence and analysis Managing demand Conclude and close
- 2. How we use evidence & analysis to improve how we use our resources Use intelligence to make better quality decisions – from front line to strategic – to focus our resources on where they needed most Use its strategic advantage in terms of information to influence outcomes – from influencing demand to shaping markets Help the council, communities & providers use intelligence more effectively to understand and shape the environment around them
- 3. We need to focus our limited resource on those activities that add the most value
- 4. What’s our initial focus? • To understand how decisions are made on the services they use and how they perform More informed residents • To understand needs and demand to commission more informed outcomes and improve the marketplaceMore informed staff • To better understand needs & assets to engage their communities More informed councillors • To understand the market/s and customers they’re supporting to better target their offer to commissioners More informed providers & businesses • To understand local needs & assets to build stronger communities & better influence decisions in their area More informed communities
- 5. We’re focusing on particular target audiences… Interviewed researchers & analysts Engaged strategic directors on their priorities Engaging commissioners & delivery staff
- 6. …Putting in place resources that respond to the needs we’ve identified so far Help 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
- 7. 1. Help the organisation make the most of the research, tools and insight that we have or can access Demographics Needs Service Usage & Cost Attitudes
- 8. 2. Enable staff to understand how evidence & analysis can be used to improve & commission services • Lessons learned from projects to help apply different research & analysis methods Community Action Network, Barnet Council, City Interaction Lab, Crisis, Demos, Harrow Council, GDS, GLA, LGA, London College of Communications, Making Every Adult Matter, NCB, Newham Council, New Poverty Institute, Plexus, Policy Lab, Public Collaboration Lab, RCA, Southwark Council, University College London & Young Foundation
- 9. 3. Use the tools & analytical expertise to develop & deliver the organisation’s strategic priorities • Partnership with universities to carry out research & service design for strategic transformation • Collaboration with GLA & NESTA to carry out analysis that can deliver efficiencies • Use of evidence to inform Budget Planning and Community Plan
- 10. What you told us Supply of complex data Capacity to analyse the data, beyond the number crunching Online space Access to expertise when needed
- 11. Understanding your needs and how you use evidence and analysis
- 12. How can we use data & research to better understand & manage demand?
- 13. What next? Proposal • Linking with Community Plan and Organisational Design Insight Hub • http://bit.ly/insighthublambeth Local Insight Programme • http://bit.ly/localinsightprog Intelligence Network • http://bit.ly/binetwork
- 14. Annexe
- 15. 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
- 16. 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
- 17. Needs & Attitudes What we know about our residents What we know about our tenants What we know about local wellbeing What we know about local deprivation Other research reports on Lambeth
Editor's Notes
- 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 Business Intelligence Programme is to provide the resources & tools to help people use data & insights to meet their own needs. It will also support people working in intelligence functions to focus more on using their expertise to focus on carrying out research & analysis on our strategic priorities which we don’t currently have, in particular to how we target our resources on the people that need it most and reduce the demand on our services. Influencing change rather than having it done to us. With so many people leaving, we can’t keep the knowledge or expertise in our heads. With issues becoming more and more interconnected, we can’t carry on working in silos. Business intelligence describes the set of techniques & tools that help people use & analyse research & information – be it quantitative or qualitative – in a way to help them make more informed decisions, be it commissioning, identifying improvements to a service or place or developing policy.
- Helping people use the tools & insight we’ve already got – be it to report data required by government or regulators (i.e. LG Inform), analyse & visualise data, use existing insight we’ve got to focusing on more advanced modelling, like Troubled Families is doing, where by bringing different datasets to be able to analyse what families would most benefit from intervention, they can reduce demand on more specialist services What happened? Reporting Why did it happen? Consultation, equalities, customer access transformation, social care, education & housing research teams What will happen? Planning, budget modelling, business transformation, public health intelligence How can we make it happen? Policy, commissioning, service improvement
- Understand how to contribute to strategic priorities and outcomes Value the importance of their work or service area to the overall organisation Ensure their work connects with other research or intelligence Identify what other information people have to get a better understanding of the issue Share how other people can use intelligence they’ve provided to help their service Enable colleagues to get support from peers and be aware of strategic priorities Share & access expertise to carry out intelligence to anticipate and predict demand Apply their expertise to other service areas, in particular strategic priorities
- We’re developing case studies from the council and other organisations so people can identify the steps they can take to apply different BI methods to specific needs & situations.
- Aware that this may not be systematically used
- Better target our resources, reduce demand and cost on our services. Aspirational Families, Barnet Segmentation & LEAP Troubled Families: Reduce demand on acute services (e.g. child protection, A&E services, mental health services) in the long term: They want to both tackle the needs of their most complex families and re-model their service provision so that they can identify symptoms earlier, target preventative approaches accordingly and prevent a new generation of troubled families from emerging. Reducing demand relies upon solving or reducing the problems troubled families have so that they make less demand on services – fewer call outs for the police because they are not committing crime, less use of the A&E department because families are having health problems dealt with by their GP instead, or fewer care placements needed because the family can be kept together without harm. Customer segmentation in Barnet where they segment users of their services by what level of digital skills they have in order to identify the most effective way to help them use online services, rather than a one size fits all. The process starts with reviewing trends and engage communities, in particular pregnant women and parents to define the short, mid and long-term outcomes for what they want to achieve together. When they develop the logic model with residents, they make the questions more accessible, play them back to people and give time for the process to work with people. Preventative services are where we are at … we also want to reduce inequalities. If we can reduce the number of people going into treatment, the more we can help across the population
- Fit with strategic drivers Relevance to operational need Flexiblity to meet future demand Ability to realise benefits Capability required to deploy Readiness to be adopted