Improving outcomes with multi agency partners

I was recently speaking to a senior local government officer about her experiences of the difficulties in creating shared services and multi-agency arrangements with local organisations. We agreed that the logic of collaboration to improve performance and generate efficiencies is compelling, but in practice achieving such arrangements has proved to be more complicated. We concluded that although the business logic is often sound one of the biggest hurdles to climb is the practical issues that often have to be overcome to create collaboration.

These difficulties may surface because of differing priorities, differing funding methods, complexity or just simply due to timing.

Recently Sopra Steria has been considering how our experience in developing IT and digital solutions can support the development of the multi-agency arrangements that are becoming more and more important in improving outcomes in some of our most crucial public services. Increasingly, agencies are coming together to ensure that by working more closely together they can improve outcomes to particularly vulnerable sections of the community. We see many excellent examples of partner organisations coming together to break down traditional barriers to put the service to the customer to the fore- front.

However, as in my recent conversation, we often hear how difficult it is to achieve and also how difficult it is to achieve the desired outcomes even when arrangements are developed. It has become clear that whilst multi agency approaches are now being seen primarily to support safeguarding and protection agendas. There is also further opportunity to embed the approach across the public sector to improve wider outcomes and to perhaps support more efficient ways to deliver diverse services.

We have considered how we can best support multi agency arrangements through initiatives such as improved use of shared data to support strong business intelligence and analytics that can help to predict and understand service demand. But, in a recent thought leadership paper, we have also considered seven key steps to consider when planning and implementing a multi-agency initiative. We believe that these steps will help put multi-agency programmes on the right footing from the outset, and create an environment where the specific challenges can be openly and constructively addressed.

  1. Challenge the way things are done culturally – treat it as a cultural and business process change programme for all, rather than imposing any one approach
  2. Contain multi-agency initiatives within relatively small localities – use data analysis to agree an operational boundary based on common need, not organisational simplicity
  3. Build services around the individual – involve service users in the design process
  4. Understand stakeholder needs – build a vision that can be shared by all
  5. Think collaboratively as part of your stakeholder awareness – agree which services are best delivered together – from a strategic and operational perspective
  6. Develop data sharing protocols – agree how data about an individual will be shared securely to deliver the best results
  7. Include cross-sector partners from the public, private and third sectors – consider innovative contractual arrangements that share risk or reward outcomes

Read more in my thought leadership paper “Embedding the Multi-Agency approach” and I welcome feedback on the seven step approach and your view on whether this is useful or if we can improve it from your own experiences. Leave  a reply below or contact me by email.

Published by

Steve Knights

Local Government: Service delivery, Consultancy, Efficiency and Improvement, New initiatives, Innovation projects.

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