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Public Services & Charities

Kinetik SolutionsSector CredentialsPublic Services & Charities

Creating Collaborative Processes – Welfare Services

Background

  • Kinetik Solutions were asked to deliver a 2-day workshop for a well-known welfare and support delivery organisation with 3 national centres

Deliverable

  • We were asked to identify areas in which a more collaborative and agile approach could yield to quality improvement and tailored services for every individual on a daily basis, while using existing resources more effectively

Activities

  • We carried out an assessment with core managers at a large welfare site and identified 21 opportunities
  • We used prioritisation tools to identify 5 key process areas of benefit, including an agile way to manage customers’ daily needs by pairing interest, using collaboration to extend range of customer transportation, and the creation of ‘day starts’- 15 minute daily stand up to resolve cross functional daily issues and opportunities in a more effective way

Specific Benefits

  • The client feedback was excellent from our workshop, and all our projects had detailed plans for rollout within 6 months

Delayed Discharge of Care – Assessment and Implementation Plan – London council

Background

  • A large London borough of Hackney had major issues in delayed discharge of patients from Homerton Hospital into social care services, with the proportion being 70% of all delays. They needed to understand the root causes of the issues

Deliverable

  • Kinetik was asked to help complete a current state assessment and identify key recommendations at a steering group meeting

Activities

  • We carried out an assessment via focused interviews with key members of staff that work within the process. Together with the team we identified 10 specific recommendations

Specific Benefits

  • We identified up to 5 days of delay due to the cumbersome funding process for assessment, and we pinpointed the lack of proactive care team to manage discharge
  • As a result of the work we supported the organisation to come up with very practical and achievable recommendations that could be delivered in the short term. It also contributed to the overarching council strategy on driving end-to-end change in the whole discharge process

Future State Process Design – Large UK National Charity

Background

  • A large UK charity wanted us to facilitate workshops to understand its core competencies as part of its strategic review. We ran multiple workshops to look at their future state operational processes

Deliverable

  • The overall design eliminated several process steps by making better use of collaborative work and focusing on delivering outcomes to customers

Activities

  • We ran 2-day workshops to come-up with future state maps, which included innovative ideas in the following areas: welfare provision, membership management process, member events, and rehabilitation and training
  • We created an agenda that allowed time and space for new thinking as well as collaborative learning

Specific Benefits

  • Our work has helped to shape the overall strategic direction of the organisation, as new insights and opportunities were discovered. This over the long term will enable the organisation to make better use of its resources and assets
  • In some areas we have identified opportunities to become more efficient and effective with up to a 50% better use of resources

Transformational Change Training – Large UK National Charity

Background

  • A large UK charity wanted us to get the organisation primed for change, by running a change management training that was based on ‘learning by doing’

Deliverable

  • To create a change ready organisation, with major changes expected over the next 3 years
  • To commence work on change efforts instigated by staff, that provided benefits to the organisation within 2-3 months

Activities

  • We ran 15 modules of tailored change management for staff, using our unique approach that combines tools around change management, stakeholder engagement and benefits mapping
  • Our work was based on ‘learning by doing’ methodology with engaging exercises

Specific Benefits

  • We had excellent feedback and several projects have already started yielding benefits in improved customer service experience and better use of resources
  • There has been an acknowledgement of mindset change in the organisation, and use of collaboration and agility has already been ignited

Improving Capability and Capacity – Office for National Statistics

Background

  • A large public sector client needed to carry out a review of its major Programmes and Projects (PPM) to understand its capability and capacity to deliver future change. Its major programmes and projects take up 25% of its annual budget
  • Our piece of work was to prepare for a formal assessment, setting out the scope and plan of the work, as well as setting out the timeline and resources to carry out the assessment

Deliverable

  • To set out a client plan for formal assessment recommending expert suppliers, resources and timescales, as well as carrying out some initial analysis to identify emerging themes

Activities

  • We analysed data around current PPM to understand the splits between project groupings and resource constraints
  • We ran focused workshops with other key stakeholders to understand the major themes that for the review
  • We ran multiple collaborative workshops to focus stakeholders’ views on the current state and plan for the future assessment
  • We reported on emerging themes from the workshops to the ONS Senior Team

Specific Benefits

  • We had excellent feedback from the Director General and senior directors, with the client having a clear sense of direction regarding the completion of work on Capacity and Capability

Strategic Review of Core Competencies – Large UK Charity

Background

  • A large UK charity wanted us to facilitate a workshop to understand its core competencies as part of it’s strategic review. We ran a workshop with 25 senior members of staff over a course of 2 days

Deliverable

  • We helped to understand and create a list of 19 core competencies within a 2 dimensional matrix for the organisation
  • We also helped to identify 45 potential partners that could provide better capacity for core competencies

Activities

  • We ran focused interviews with key staff to understand core competencies and areas that could be divested
  • We created an agenda that allowed time and space for new thinking as well as collaborative learning
  • We produced a summary of the workshop that can be integrated into the overall strategy and can be used to continue the work of enhancing the core competency

Specific Benefits

  • We had excellent feedback from the Chief Executive and many participants including ‘the work from kinetik has value in engaging the senior team in a cohesive planning process to enable strategic thinking’
  • The output of our work will play a key part in strategic changes that the organisation is embarking on

Agile Delivery of Digital Publishing Programme – Large Government Organisation

Background

  • A large government organisation needed to radically change its use of the web and associated technology to modify the manner in which its diverse customers interacted and gained access to its wide range of published data.
  • It created a new business division, bringing its analysts and communication experts together, to develop dynamic, exciting and relevant content products for its customers, in particular citizen users. It also launched a 3-year programme to bring about business change in its publishing, including wider use of its data and partnership-working

Deliverable

  • To initiate the programme,identify resources and budgets as well as bring together enthusiasts and internal change agents and build an agile approach
  • To define the agile principles in which the organisation would operate and lead some ‘quick win’ projects including radical improvement of the organisation’s landing pages and some early work on the use of open data sets
  • To work with senior managers in the organisation to build momentum around the new methods of working

Activities

  • We identified internal stakeholders and worked with key external users to build momentum for the change programme using a wide variety of interventions
  • We created high-level implementation plans and budget forecasts
  • We ran the first wave of content improvements using an agile approach to deliver visually engaging and interactive landing pages for the website
  • We established the process for the roll out of the organisation’s data in an ‘open-data’ format to enable easy use of complex datasets
  • We road-tested our approach of creating collaborative teams for publishing, through visits to the BBC and the Telegraph, amongst other methods

Specific Benefits

  • The programme delivered an early success – new web landing pages using an agile/scrum approach with embedded innovative and sustainable content. Very well-received by the clients users
  • Although once considered too difficult to implement, the strategy of collaborative teams was adopted by the organisation. It also made a commitment to invest in new technology, build capability in digital skills and create collaborative work space areas
  • The Director General of the organisation said our work “brought about the start of a major cultural change programme in digital publishing”

Census 2011 Field Design – Office for National Statistics

Background

  • Every ten years, The Office of National Statistics carries out a census in England and Wales. The design and delivery of field force (£130M budget) was a critical activity with a high number of variables and risks

Deliverable

  • In 2011, Kinetik Solutions headed up a joint project team tasked with delivering the high level principles for pay, recruitment and field structure for 30,000 temporary staff involved in the 2011 census

Activities

  • We took an iterative approach based on informed hypotheses and facilitated workshops to drive decision making in design
  • We worked with outside organisations (e.g. Tesco on pay) to get ideas on the best practice for both recruitment and pay in the private and public sector
  • We were data driven, continuously testing our assumptions. We involved a wide range of stakeholders in the validation of our design

Specific Benefits

  • Our design work was completed on time, and signed off by the Census Executive Team. The Census 2011 was deemed an operational success with no major issues in workforce capacity. Our iterative approach and stakeholder engagement process continued to be used by other workstreams within the Census project

Census 2011 Operational Management Design – Office for National Statistics

Background

  • Census 2011 in England and Wales was a £490M programme of work that involved operational design and the capture of 26M questionnaires sent to all householders and people in communal establishments. At its peak, the census had 35,000 field staff and 50,000 staff working concurrently
  • We were asked to facilitate the operational management hierarchy and ways of working during this intensive field period, with the Census Operations Board

Deliverable

  • Due to our work, the senior team was ‘battle-ready’ and able to make and cascade decisions more effectively during an intensive and complex operations period

Activities

  • Through a series of workshops, we facilitated the operational design planning for the Census Senior Leadership Team
  • We helped the team to agree principles and ways of working during operational management, in order to improve management information flow and hierarchy, in addition to its processes and structures
  • We ran six scenarios that tested the operational management processes. Scenarios included elements of ambiguity and interdependent outcomes which both focused and tested fully the decision-making process

Specific Benefits

  • The Census Director said our work “made a real difference to the success of the census….showed excellent leadership ability, great communication and facilitation skills…delivered with tremendous energy, confidence and a high degree of sensitivity to people’s feelings”

Strategy – Large Public Sector Organisation

Background

  • The client wanted a plan for its strategy for disseminating information through its web and digital channels

Deliverable

  • We were asked to put together a road-map for the strategy development which was agreed by the board

Activities

  • We used a ‘scan focus act’ method to create the road map, including understanding the latest technology and thinking, external to the client
  • We carried out focused interviews with key players.
  • We developed a strategy and implementation road-map with the buy-in of influential people in the organisation

Specific Benefits

  • The client had a fuller picture to help drive its strategy forward and a validated road-map to deliver it

Web Recovery – Large Public Sector Organisation

Background

  • The client is a large public sector organisation; a large number of problems developed when the organisation went live with its complex, data driven website

Deliverable

  • We were asked to support and advise the director on a ‘web recovery’ project and to ensure that the site and back office processes were stable and fit for purpose

Activities

  • We ran several workshops to understand the issues with the technology, business and publishing process
  • We carried out focused interviews to identify the root causes and set out recommendations for future large-scale projects in a report for the head of the organisation
  • We supported the team in delivering governance structures; we enhanced the processes to improve the quality and efficiency of their output creation
  • We carried out external stakeholder analysis and worked with the Head of Communications to commence a joined-up approach to stakeholder management

Specific Benefits

  • The recovery programme was seen as a success by the organisation, having achieved its purpose

Identifying Quick Wins for Change – Local Council

Background

  • We were asked by Milton Keynes Council (serving a population of 250,000) to identify Quick Wins in its Maintenance Portfolio as part of its long term strategy to reduce overall costs in this service

Deliverable

  • To carry out an assessment of opportunities for improvement for Milton Keynes Council in its maintenance of street furniture

Activities

  • We carried out a review over 4 days; working and engaging with key staff members. We specifically looked at opportunities to reduce pressures whilst maintaining or improving quality of service

Specific Benefits

  • We identified 24 specific opportunities for improvement. These ranged from minor changes to IT, equipment investment to better resource allocation. 17 of these were identified as low cost with high benefit (less than 5K investment and delivered within 6 months). As a result we helped launch 4 projects for change