80 DCA reviews and improves the processes that link strategic objectives to operational action (Case study 9).
'A delivery chain refers to the complex networks of organisations, including central and local government, agencies, and bodies from the private and third sectors, that need to work together to achieve or deliver an improved public sector outcome.'
National Audit Office and Audit Commission (Ref. 33)
81 Six of the case study areas organised DCA workshops. Each workshop examined the delivery chains for a single LAA outcome. Each involved 12-15 partners from operational and strategic backgrounds. The workshops use 12 delivery chain questions (Table 5).
| Table 5 Delivery chain questions |
| Is the outcome clearly defined? |
| Is the evidence base robust? |
| Is there enough capacity including available resources, to deliver? |
| Is there a shared (cross agency) operational plan describing how services/interventions will be provided? |
| Are the objectives supported by a funding strategy? |
| Do the different agencies communicate regularly using reliable information, and at the right levels? |
| Are levers and incentives ft for purpose? |
| Are the risks to the delivery chain well managed? |
| Do performance management systems enable tracking of delivery? |
| Is there strong leadership, accountable through clear governance structures, at all levels of the delivery chain? |
| Are mechanisms in place for regular feedback and review supporting continuous learning? |
| Have systems to achieve efficiency been built into the delivery chain? |
Source: National Audit Office and Audit Commission, 2006 (Ref. 33)
82 Participants, who had not previously met in a deliberative forum, completed self-assessments and then shared their conclusions. They then agreed on how to remove obstacles to effective joint working and developed an action plan to tackle priorities.
83 The delivery chain workshops brought partners together, some for the first time, to identify improvement priorities. Participants recognised that these workshops provided the right environment for developing new ideas and challenging received wisdom. Advice on running delivery chain workshops is available at www.improvementnetwork.gov.uk/lsp
| Case study 9 In Dorset, the LSP's cross-sector Affordable Housing Task Group used a DCA workshop to develop and agree an action plan to improve the effective use of local land for affordable housing. The agreed action plan, which partners started to deliver shortly after the workshop, included: • a resource and capacity audit; • a campaign to encourage public and private landowners to support the affordable housing target; • a land disposal protocol for LSP members; • a feasibility study for a shared land database; • an approved list of levers and incentives; • consultation with the larger private and public sector landowners not involved in the LSP; and • appraisals of housing and property staff to assess their contributions to LAA outcomes. The Dorset LSP now uses DCA workshops to improve outcomes for its other LAA targets. The LSP in Gateshead used DCA to develop a childhood obesity action plan that included: • stronger community involvement; • healthy living courses for young people and their parents; • staff training for family liaison partners; • improved information sharing between partners; • mapping and evaluating existing actions; and • building an evidence base to focus investment on childhood obesity work. Gateshead LSP will use delivery chain workshops to review all its LAA objectives. Source: Audit Commission, 2008 |