Service Improvement

MGA’s approach to service improvement mirrors our approach to developing strategies, partnerships and localism. We place the end-user at the heart, and involve partners in service design whilst ensuring strategic goals are met. We have used this method successfully in areas such as service redesign, performance frameworks, branding and communication, development of service interfaces, facility strategies and capital projects to support delivery.

End-user involvement invariably generates better information and intelligence which, if used correctly, will not only help improve service outcomes, but also increase resident satisfaction with those services. The involvement of partners often results in the development of innovative arrangements, can open new avenues of funding and will often derive efficiency savings. Meeting strategic goals also opens up resources, enables good practice to be replicated and supports longer-term sustainability.

Service redesign can be led by a range of drivers - the push for culture change, the desire for a step change in performance, or the need to deliver greater efficiencies. Our approach helps to achieve all three.  However fundamental change can be disruptive, require significant time and resources, and take the focus away from day-to-day delivery.

MGA supports organisations in the redesign of services. We get involved at the concept stage to help the services develop the vision and then lead on the strategy development. We undertake much of the staff, stakeholder and end-user consultation creating space for our clients to focus on the day to day task of managing existing services. Once the redesign is complete, MGA offers a range of services to help implement change including interim and change management support.

CASE STUDY
Barking & Dagenham Integrated Youth Support Service and Facilities Strategy

The focus on organisational performance in recent years is moving towards the ‘outcomes of place’ both through Local Area Agreements and more recently through the Comprehensive Area Assessment. Performance is therefore not only a requirement of individual organisations but increasingly a requirement of Local Strategic Partnerships. MGA has significant experience of developing and implementing performance frameworks within and across partnership settings that demonstrate the ‘golden thread’ that link partnership, organisation and strategic objectives.

Brand recognition and good communication can be central to the take up of and satisfaction with services. Too often this is an area that is not given enough consideration resulting in either a lack of appropriate and effective communication or an ad-hoc approach that creates duplication and a confused message.  MGA has experience of developing and exploiting brands to support service delivery, take up of services and improve satisfaction levels with service providers.

CASE STUDY
Integrated Youth Support Service & Facilities Strategy, London Borough of Barking & Dagenham

As part of the efficiency drive across public services there has been an ongoing rationalisation of frontline delivery points. Over time, such rationalisation becomes increasingly difficult if services and performance are to be maintained. Although local, accessible and supportive front line service outlets are known to be the most effective way of delivering, particularly in disadvantaged neighbourhoods, the cost of doing so for an individual service is becoming increasingly prohibitive.

MGA has experience of designing a range of service interfaces that demonstrably create efficiencies across services. Joined up service access can reduce staffing requirements and support property rationalisation generating capital receipts and ongoing revenue savings.  These models are particularly effective in disadvantaged areas where service users often have more complex issues that require a multi-agency response. We have also developed models that translate multi-agency service enquiries into intelligence that can be used to support strategic service improvement.

CASE STUDY
Changes in Common Shop

Some services require a presence in the communities they serve. Key examples include community facilities, primary health services, and children’s services amongst others. The challenge for the public and third sectors is to provide these within a framework of delivering efficiencies and long-term sustainability.

MGA has experience of developing facilities strategies and capital projects that support and improve service delivery. MGA are neither architects nor capital delivery agents, but we support our clients to develop the strategic and conceptual thinking that guides the development of new facilities. We also provide co-ordination support to get projects moving, undertaking stakeholder and user consultation and help secure funding where required.

CASE STUDY
Barking & Dagenham Gascoigne Community Centre