Process Evaluation & Support for Multi-Agency Offender Management (Dublin)
Two-year process evaluation of this high-risk group and the multi-agency partnership arrangements that had been formed to help manage risk within a challenging area of North Dublin. This involved conducting a mixed-method evaluation and providing consultancy support to help improve the pilot scheme throughout the two-year period. A Year 1 Annual Report was produced in April 2016, with 44 Recommendations.
Continuing support involves developing a blueprint to enhance the effectiveness of multi-agency operational meetings and inform national approaches.
Outcomes included – identification of good practice resulting in 86% support from offenders, and an overall reduction of crime by 23% since the scheme started.
NHS - More Effective GP Practices, PCNs and Localities
As a GP Partner in a busy Practice, Dr. H didn’t understand how decisions were being made on behalf of the Practice or the PCN. Against a background of structural change and uncertainty, the Practices also faced the challenge of responding to the Covid pandemic. Dr. H wanted to bring about positive change and improvement and decided to do something about it.
Sagaciti Consultants, already helping implement the CCG Locality changes, understood the situation and the frustrations. Partnering with Dr. H and the Practices, a roadmap to identify and deliver solutions and improvements was created.
Working with Dr. H and within the Covid restriction, Sagaciti designed a remote, on-line PCN Development Day to support Dr. H and address the issues.
Outcomes included – Agreed Ways of Working across the Locality, the opportunity to share and listen to concerns, design of a road map for next steps, agreed SMART action plans for improving Structure, Purpose, Finance and Communication.
Diagnostic Review of Customer Care for a Large UK Retailer
Conducted a Diagnostic Review and produced a full Level 1 Diagnostic report with findings, risks and recommendations. This report detailed 55 recommendations, all of which were accepted into the business’s development plan. Prepared a separate Executive Report for the Board; this report identified 6 strategic risks linked to the Company’s declared business strategy, and 9 Operational Improvements to address those strategic risks, and deliver alignment with their Business Strategy.
Outcomes included – significant improvement in the responsiveness for customers, potential to increase customer base, 25% uplift in staff engagement, increased confidence and support from the Executive Board resulting in a doubling of the annual budget.
Review & Improve Call Handling and Emergency Calls
Provided support to redesign a public sector (police) communications department. The department handled all emergency and non-emergency calls, and the Command and Control of staff, for a population of 500,000. The department was facing many strategic, performance and cultural challenges.
We worked alongside a 10-person project team. We helped increase their capability and identify the evidence for the current situation.
We helped them reconsider and redesign their ‘First Point of Contact’ approach, by using an end-to-end approach. We introduced the concept of a Public Service Promise as a critical element of their service delivery. Our work considered, developed and designed all aspects of People, Process, Systems, Infrastructure and Culture in the department as well as reviewing ‘Excellence’ in the field. Together we created the model for the future and a full business case to improve efficiency, effectiveness, quality and performance.
Outcomes included – removal from ‘special measures’ imposed by Government Inspectorate, re-focus, buy-in and recognition by staff of organisational purpose, improved culture and capability.
Redesign and Implement a New Operating Model
Provided support to a large public sector organisation (over 6000 staff) in the South West helping to re-design and implement a New Operating Model, delivering facilitation support for ‘Ways of Working’ events, which had been identified as potentially challenging by the organisation. Additionally, guided and supported developing new process maps across all elements of the New Operating Model, identifying risks and mitigation as appropriate.
Outcomes included – improved Operating Model, increased staff engagement and improved management of risks.
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