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.

CASE STUDY
London Empowerment Partnership

CASE STUDY
UnLtd – Social Franchising

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

CASE STUDY
Tower Hamlets Homes

The abolition of the Comprehensive Area Assessment and the Place Survey alongside proposals for less central control means that there is great uncertainty about the future of performance frameworks. However, it is possible that some central indicators will re-appear although lighter in touch and fewer in number.  If this does happen, indicators relating to the Big Society and local governments’ role as an enabler or ‘mobiliser’ are highly likely to be included.

As national and regional performance against National Indicator 4 has shown, this is an area where authorities struggle to make an impact. MGA co-authored a report with our partners 'The Campaign Company for the London Empowerment Partnership'. This offers important insight into the reasons why authorities have struggled against this indicator and how this could be improve.

With or without centrally imposed indicators, authorities will need to develop local performance frameworks to measure how they and partners are progressing against agreed strategic objectives. MGA has significant experience in developing performance frameworks at and across strategic partnership, service/departmental and neighbourhood levels.

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 an ad-hoc approach that creates duplication and a confused message.  MGA has experience of developing and exploiting brands to support service, take up and improve satisfaction levels with service providers.

Communication and information channels to communities are becoming increasingly important. Current channels are often ineffective and not trusted by communities. Our work with our partners The Campaign Company with their application of Values Modes is providing valuable insight and new models of working in this area that support MGA’s wider approach to engagement, empowerment and co-production.

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

CASE STUDY
Bridging the Mismatch (East Midlands Empowerment Partnership)

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 delivered service interfaces that fundamentally alter the experience of customers. This is achieved by separating the front line from the back office so that the front line is advocating on behalf of the customer across all services. Not only is this cost effective, it also results in far higher levels of satisfaction whilst supporting broader approaches to engagement. The model also translates multi-agency service enquiries into intelligence that can be used to support strategic service improvement.

CASE STUDY
Changes in Common Shop

CASE STUDY
Direct Linc – Lincolnshire

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

CASE STUDY
Family Mosaic – Community Facility Feasibility Study