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Developing an analysis and delivery unit

The brief

• In partnership with the department, establish a high performing unit of 10 staff to become the experts across Whitehall in understanding local delivery and have a strong reputation with key stakeholders
• Co-develop with members of the unit the tools and processes for collecting and analysing data, reporting on performance, and undertaking rapid in-depth reviews
• Build the core skills of members of the unit and wider associates in the department to ensure effective use of tools and processes and how to work in a way that is can-do, rigorous and analytical. This should be achieved by a combination of structured training and modelling ways of working
• Lead a high profile, high impact rapid policy review and build capacity for the unit to successfully lead subsequent reviews

What we did

• With senior officials and members of the unit, developed, tested and secured buy-in to the scope of the unit
• With members of the unit, built the systems for collecting, analysing and presenting data in a compelling way
• With members of the unit, established tools and processes for rapid reviews, drawing on established best practice, refining and tailoring to the specific needs and focus of the unit and engaged with other stakeholders to ensure buy in and effective partnership working
• Delivered a one-week induction and training programme covering core policy review and problem solving skills to the unit and related directorates in the department. Provided ongoing real time coaching and feedback.
• Led an eight week policy review of local service delivery involving fieldwork in five local authorities, one-to-one interviews and focus groups. Ensured the review was effective and also modelled ways of working. Supported the scoping of subsequent reviews

Impact

• A unit in place with confident staff and a can-do culture.
• Clear processes in place for collecting and analysing data and reporting within the department and across Whitehall. Compelling presentations of data that have gained the attention and confidence of senior officials
• The first review has succeeded in engaging effectively with local delivery agents and had brought a set of clear and cogent messages about local delivery, key barriers and the action needed to strengthen delivery
• The skills and confidence of the unit so that they are able to lead the second rapid review within four months with limited coaching support.

Feedback

Isos have supported the establishment of the unit and ensured that staff have the tools, skills and approach to engage effectively and to produce high quality influential work. They have coached staff well and built the capacity for a confident, successful, high impact unit. They invested time and commitment to working alongside staff, sharing their expertise and building a positive, can-do attitude.