The review was split into 4 phases:
Diagnostic
Key issues that emerged included a lack of strategic focus not enabling development of the service, design and survey processes lacking flow, not being robustly managed, not outcome focused and a lack of work planning leading to poor management of resource.
Redesign
Redesign included a new structure and changes across a number of processes. Developments included focusing on getting agreement with the customer, at the start of the process, of their requirements, key steps to evaluate, how the process is applied and on outcomes.
Establishing Lean foundation
An Information Centre was set up in the Intelligence and Insight Team with key performance indicators, tracking of survey and profiling work and problem-solving activity.
Implementation
As the new structure was taking shape we worked on matching activities under each job profile and developed clear responsibilities. As the new way of working was matrix-based we also worked through communication activity to ensure members were clear on their role, expected outputs, performance measures, outcomes and evaluation.