Business Intelligence Service. We provide accurate intelligence that supports decisions and demonstrates impact.

Transcription

1 Business Intelligence Service 2017 We provide accurate intelligence that supports decisions and demonstrates impact.

2 IMPROVING SERVICES STATUTORY DATA AND INSPECTIONS By working in partnership with you the service provides business analysis expertise that can support major service reviews or business change programmes. This can take form of: We maintain and develop key statutory performance and statistical data required by regulators and central government departments. - gathering and defining requirements for business systems and processes - marketplace analysis - options appraisal and feasibility studies - business process re-engineering - developing recommendations for service improvement - supporting the implementation of transformational change We support external inspection of the authority by working closely with the service(s) being inspected to ensure that inspection criteria and key lines of enquiry are understood. The service identifies emerging inspection themes and supports services in implementing a post inspection action plan. Our role is predominantly around helping the service to be inspection ready. We help the service assess themselves against frameworks which enables them to be aware of areas that need improvement and also celebrate aspects where they are performing well. Further we support the commissioning process by providing the intelligence required to: - identify commissioning priorities support commissioning decisions evaluate the impact of commissioning decisions assess how commissioned services are performing 1

3 CASE STUDIES Special Educational Needs Service The replacement of Statements of Special Education Need (SEN) with Education, Health and Care plans (EHC) and the Council s desire for continuous improvement triggered substantial Business Intelligence activity. Working closely with the SEND service BIS Business Analysts successfully redesigned the EHC plans process to meet service user expectations and meet statutory targets. BIS conducted interactive workshops with the SEND service using LEAN techniques to arrive at the most efficient process. BIS co-authored comprehensive guidance to the new EHC process to ensure that service standards were maintained. The project could not have been successful without the input from BIS officers. They understood the area of work very quickly and supported the review of current work flows and the development of the new work flow well. The officers worked extremely well with the SEN team providing appropriate challenge and support. (SEND Service representative) Local Safeguarding Childrens Board Early in 2017, Business Intelligence worked closely with the Local Safeguarding Children s Board (LSCB), to develop a fit for purpose multi-agency approach to audit, initially under the theme of children living with domestic violence. The aim of auditwas to assess how effectively agencies were working together in the local area to help and protect children. Business Intelligence played an essential role in the process including: Developing a project plan, which mapped out the responsibilities of local partners in the audit process Pulling data together, using JTAI (Joint Targeted Area Inspection) guidance, to determine which cases would be audited Reviewing and modifying the audit tool so that when agencies complete case evaluations, findings and actions in response to the audit are clear and concise Creating an audit tracker to ensure that audit outcomes for agencies are recorded in order to provide a statistical break down which then allows the authority to make comparisons across other areas of the service and partner agencies Contributing to the findings from the Multi-Agency Panel and the completion of a case discussion report for to ensure that all multi-agency discussions are captured and learning points from them are identified Developed a lessons learnt paper on the audit process Following the audit BIS created an action plan with the findings and outcomes from the audit to ensure that any remedial actions were addressed before they were submitted to the LSCB. The audit process has also been adapted as per the lessons learnt paper and is now to become the standard approach undertaken by the LSCB on all its multi-agency audits. 2

4 CASE STUDIES Executive Dashboard The Business Intelligence Servicedesigned and implemented dashboards for the Chief Executive, Executive Directors and Cabinet Membersusing the Corporate Business Intelligence System. They are accessible from the Intranet Homepage using the Council s single sign-on feature. The dashboards display the status of various Corporate Level metrics, with some customised user-specific content. Common metrics include Corporate Performance Measures, Corporate Plan Actions, toplevel HR, Finance, Budget Reduction and Complaints information. The dashboards are supported by a dynamic connection to variousdata sourcesfor an up to date, unified view of information in key business areas. Elements of the dashboards contain detailed drilldown information for next level analysis. All dashboards have contain the ability to generate a takeaway report. Budget Reduction Business Intelligence Service has helped the Finance Service to automate the Budget process. The existing processwas a resourceheavy exchange of s and spreadsheets to compile information from a number of sources with conflicting timelines. Through a series of workshops with stakeholders, such as Finance, Project Management and Policy, a new streamlined process was designedand agreed. The Corporate Business Intelligence system was used to solve issues such as version control, information submission and location. Reporting is now consistent as contributors are required to enter information for a uniform set of requirements and submit within pre-defined deadlines. Information can be presented in various formats, for example summary reportsor detailed reportsusing the same source. The Finance Service were provided with additional system training and super-user permissionsto facilitate self-service. The new automated process proved a success, it continues to evolve by accommodating process changes and other user generated improvements. 3

5 INTELLIGENCE RESEARCH AND ANALYSIS We provide streamlined intelligence which is targeted to the needs of the customer in user-friendly and engaging formats. This can be in the form of some or all below: Building on analysis available at national, regional or Greater Manchester level, the service produces intelligence about the borough and its people which is vital in informing service decisions and priorities. - - population and socio-demographic analysis economic analysis resident and service user surveys development and use of customer insight profiles performance frameworks and reviews performance highlights and issues commentary risk profile and mitigating actions service and/or demographic trend information research intelligence financial, statistical and performance benchmarking A successful output will facilitate an informed debate about an organisation s performance against its priorities by: Regardless of form, the analysis seeks to answer so what? questions so services can plan, prioritise and commission effectively. We endeavour to regularly update our knowledge base of best practice and what works and in particular how to implement them. - identifying and highlighting emerging issues - informing future direction and priorities - support the organisation s lobbying and campaigns DATA QUALITY AND RESEARCH GOVERNANCE CONSTRUCTIVE CHALLENGE We provide tools, reports and advice to help managers to improve the quality, accuracy and reliability of key data sets. The service carries out spot-checks on data quality to inform the relevant service(s) of any emerging issues. The service prides itself on providing constructive challenge that is underpinned by robust evidence and understanding of your service. We do this through open dialogue to foster strong working relationships based on mutual trust and respect. This leads to intelligence that is jointly produced and meaningful to your service. Where appropriate we will make evidence based recommendations which the service can choose to implement. We also provide advice on commissioning research to ensure that appropriate standards are maintained and that the organisation secures ownership of the key data and intelligence assets created through any externally commissioned activity. 4

6 CASE STUDIES 5

7 BUSINESS INTELLIGENCE SERVICE BUSINESS PLAN 2017/18 We provide and develop insight that enables strategic decisions and demonstrates impact - working in a co-operative council LESS STRATEGIC INTELLIGENCE BUSINESS INTELLIGENCE SERVICE data handling, manipulation, cleansing MORE automation, self service and MANAGEMENT ownership INFORMATION Intelligence Hub Improvement Data & System & Change Integration BIS Performance Measures 2017/18: Average sickness absence 2.0 days % staff volunteering - 70 % % service plan completed - 95% % PPFs complete -95% % customer feedback rating above average - 70% % statutory returns completed - 100% No dashboards/reports automated - 5 WORK PRIORITISATION INFORMED BY: Organisation Priority OBJECTIVE KEY TASKS Statutory Directorate Requirements Business Plans Savings Proposals LEAD WHEN BENEFITS/OUTCOMES Be a high performing service that exceeds customer demands Prepare for,co-ordinate and evaluate key local authority inspections Improvement & Change Mar 2018 Ensures that the service is resillient to customer needs and is fit for purpose Lead automation and self service to foster a sustainable culture of evidence based decision making Identify and implement reporting improvements to meet customer needs Data Integration Aug 2018 Service ownership of performance. Frees up time for value adding tasks (data analysis and intepretation) Innovation (capacity for) Intelligence Hub Ongoing Innovation hub for the organisation Intelligence Hub Mar 2018 Enables timely corrective action to deliver priorities: eyes and ears of the organisation Identify, deliver and evaluate practical improvement initiaytives through effective relationsahips Demand analysis and projections for Children and Adult Social Care 6

8 EFFICIENTLY DELIVERED INTELLIGENCE We aim to use reporting and data systems to enable the development and dissemination of the organisational intelligence and performance offer. The service will maintain an intelligence hub for the organisation bringing together data from across Council systems supporting a front end based on the principles of self-service and user engagement. The service maintains and develops a local information system to share intelligence about the borough and its people and a consultation portal to facilitate stakeholder engagement and qualitative research. The strategic approach the service has taken has enabled the service to be in a position to act as the organisation s lead on corporate spatial data and supporting it to comply with legislative requirements. CONTACT US For all enquiries and consultations and for details on our Traded offer: Business.Intelligence@oldham.gov.uk Telephone: Location: Level 8, Civic Centre, Oldham Council 7