What did the combined delivery team do?
The team used a four-stage approach to Trajectory Management.
1. Setting an inclusive ambition
What is it? Stakeholders across the system need to agree what success looks like so that they can envisage and articulate what the end point is that they are all working towards.
How do you do it? Stakeholders need to agree a baseline of demand, cost and service data from a range of different systems which should be cross-referenced. Workshops should be held to set project goals using this baseline as well as benchmarking and lessons learned from previous projects. Data should be presented in a way which shows its relevance for day-to-day programme management.
Why is it important? An inclusive ambition gives stakeholders a sense of ownership and a common goal. This enables prioritisation of efforts and ensures everyone is pulling in the same direction.
2. Developing a Primed Metrics tool
What is it? Primed Metrics capture outcomes and performance improvements, not just inputs and outputs. They should support the purpose of the transformation while also enabling and promoting managerial oversight.
How do you do it? Key success measures which include the impact on service users and demand are identified as well as financial savings. These measures might include data sources never previously used. The indicators should be presented in an engaging and easy to understand format.
Why is it important? Active monitoring of Primed Metrics will enable the programme team to be proactive in changing interventions or activities that are not delivering as planned.
What is it? A structured and managed process for handing over at the end of a project.
How do you do it? Trajectory Management is co-developed from the beginning and Primed Metrics are gradually presented in more detail. The approach to converting data into real insights and actions (the ‘so what?’) is also gradually handed over.
Why is it important? Ownership of the product by the service department enables deeper insight and will ensure that knowledge is transferred.
4. Transfer to business as usual
What is it? At this stage, the programme’s Primed Metrics will set the agenda rather than being an item on the agenda, and will drive all discussions, actions and decisions. Data feeds will become automated in council processes rather than a manual monthly exercise.
How do you do it? Embedding a Trajectory Management approach in the culture of a local authority happens over time, as leaders become more familiar with it and can see how the new data and insights enable them to make more informed decisions. Embedding Trajectory Management operationally requires having dedicated owners for both the data and for the approach itself.
Why is it important? Moving to business as usual is critical to remove any long-term reliance on external support, and to build capability and a lasting legacy within the council.