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Similar to Royal Borough of Windsor and Maidenhead - Implementing InPhase: The first six months – ambitions, hurdles and achievements
Similar to Royal Borough of Windsor and Maidenhead - Implementing InPhase: The first six months – ambitions, hurdles and achievements (20)
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Royal Borough of Windsor and Maidenhead - Implementing InPhase: The first six months – ambitions, hurdles and achievements
- 1. The Royal Borough of Windsor & Maidenhead
- 2. The first six months – ambitions, hurdles and achievements Implementing inPhase
- 3. Context – new operating model • Start-ups – spin outs • Outsource to private company – contract • Joint venture with private company • Joint venture with public body or local authority owned company • Shared service with another local authority • Directly delivered services
- 4. Context – new Council Plan • Council Plan 2017 – 2021 • New vision and six new priorities • Required new Performance Management Framework
- 5. Evolving Performance reporting • Historic iterative changes to performance reports: - From operational to strategic - From manual to increasingly automated
- 6. Early days – training and discovery • Early migration of calls performance measure to inPhase: - Front facing service - Frequent use - Quantity of data - Manual, step intensive process
- 7. Early days – training and discovery • Highlighted data integrity issues: - Data historically being used excluded records that should be included - Did not reflect the operational realities so data further distorting snapshot of performance
- 8. Early days – training and discovery • Highlighted performance issues: - More intelligent data following rigorous scrutiny of measure - Informed service delivery resulting in interventions and subsequently improved performance
- 9. Baby steps to automation • Quarterly Cabinet Appendix – Excel spreadsheet
- 10. Baby steps to automation • Quarterly Cabinet Appendix – Scorecard
- 11. Baby steps to automation • Quarterly Cabinet Appendix – Exceptions report
- 12. Baby steps to automation • Quarterly Cabinet Appendix – Exceptions report
- 13. Operational performance • Manual SADCs to Automated Service Dashboards
- 14. Other projects • Joint Health and Wellbeing Board Dashboard • Local Safeguarding Children’s Board Dashboard • Contract Management Dashboards – reflecting delivery model changes
- 15. Short - Medium term ambitions • Service Plans for 2018 • Citizens Portal following successful ‘internal’ roll out • Encorporating BI as well as performance e.g. MOSAIC • Incorporating benchmarking • Forecasting • Better visualisations • Projects and risk
- 16. • Teething issues: detailed configuration, restoring greater discipline in organisations, learning as we go / trial and error. • Experience from other users on medium term projects would be really welcome. Summary
Editor's Notes
- - Council going through huge changes to delivery model - Partnership council. - InPhase can support that through its hosted model and provides great ability for us to work with partners
- - Ambition to move to more strategic performance
- - Ambition to increase automation
- Started with just picking one measure for transfer in the training sessions before building entire reports.
- HURDLES – getting into the weeds of historic practices % of calls answered in 60 seconds (not of those answered, i.e. was excluding abandoned) Interval times did not reflect reality of length of automated message and therefore sensible abandoned records
- HURDLES – No one likes the messenger initially – difficult to balance the hearts and minds of new system through illustrating issues! Able to present compelling case for increased resources resulting in £58k extra Demonstrate improved performance since April / May
- Internal audit of performance function highlighted limitations of existing process (human errors in DoT arrows etc and lack of veracity of source data / calculations) so ambition to increase automation Reduced personnel capacity necessitated a less time intensive and more coordinated / resilient approach
- Achievements: Fully automated with numerator / denominator Measure by measure housekeeping of owner and source data and calculation methods, analysis of targets (allowing for seasonal variations) and tolerances (i.e. previously 10% for all measures and now smarter to reflect measures with small cohorts eg. Care leavers) Data entry pages created for users: remove double entry / multiple spreadsheets Also configured for scheduled upload from spreadsheet Time saving for the team – particularly Q2 compared to Q1 (where layout / measures still being configured against time pressure for public reporting window) In addition to Cabinet reporting, bespoke reports for six O&S panels also being rolled out for Q3.
- Achievements: Automation has enabled team to reintroduce detailed exception reporting through speedy creation of period graphs. AMBITIONS – hopefully we can have greater Office 365 functionality as currently exporting screen grabs as images to a word document for purposes of configuring commentary in a more user friendly way which could be simplified / tweaking of export to PDF function limited by YtD / Period toggle button
- AMBITIONS – hopefully we can have greater Office 365 functionality as Q2 Appendix exported screen grabs as images to a word document for purposes of configuring commentary in a more user friendly way. Currently PDF export limited by YtD / Period toggle button – unless there is a fix we are missing! Have subsequently created this – learning day by day to do more in the system in capturing commentary in the system despite the team currently being only live users.
- AMBITIONS: In same way that new delivery model and org structure had created window to redesign and automate strategic performance, so too had case been made for operational performance management. Service held excel files to be replaced with InPhase dashboards retaining balanced scorecard approach (customer, money, people and service) and producing ‘one stop shop’ for managers. ACHIEVEMENTS Identified performance leads in each service – organisation wide focus on improving performance culture and ‘championing’ work / streamlining development phase and on a service by service basis doing similar exercise with detailed operational measures as was achieved with PMF (i.e. measure what we value not value what we measure, targets, tolerances). Reassess and confirm corporate wide money, people and customer measures dovetailed with adoption of new plans for each of these – approved by SLT. Early work to automate system to system (Agresso to InPhase) starting now – anyone with experience of achieving this already would be great to hear from you. Testing phase with four service areas to tease out hiccups and get feedback from users on level of detail, visualisations, drill down to be rolled out by Christmas.
- AMBITIONS: Quick wins and familiarisation with the system is building organisational confidence – performance team working in new areas and services understanding our capabilities better. HURDLES – JHWB managing annual measures that run to calendar year and financial year and frustrations with “simple” issues AMBITIONS – Early discussions to set up contract management dashboards using the contract measures for the two most recent commissioned services in Adults and Children’s Services ACHIEVEMENTS – LSCB dashboard – more is more?
- Better use of the Council’s MOSAIC information to inform projects such as the refresh of the JSNA Mapping Incorporating benchmarking