HMRC positive deviance masterclass - improving performance within existing resources
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Transcript of HMRC positive deviance masterclass - improving performance within existing resources
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Positive change from withinMaking the most of your hidden assets
Jane Lewis
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A practical way of implementing the latest thinking
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How do you feel?
HM Revenue and Customs has been condemned for costing callers £136 million a year through delays in answering calls.
A quarter of 79 million calls were not answered at all despite an outlay of £900 million on customer service.
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A customer perspective - Nigel
“The man I spoke with was very helpful and obviously totally clued up on what to do, unlike in some organisations; and it was sorted out within 15 minutes with a new tax code notification arriving in the mail a couple of days later.
I actually made a note of his name as well as that of his manager and wrote to thank them.”
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“In every community there are people whose unusual practices or behaviours enable them to find better solutions to problems than their neighbours who have access to the same resources.”
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Saving children with no money
http://www.vietvaluetravel.com/vietvalue2010-images/news/img1/conongdan_737.jpg
http://www.studentsoftheworld.info/sites/country/img/5976_04sh-vietnam-0167.jpg
• 63% malnutrition in under 3s down to 33% within a year
• 93% of children on the programme “graduated”• New feeding practices maintained 5 years later• Method used successfully in 44 countries – the
Power of Positive Deviance, (2010), Pascale, Sternin and Sternin
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How?
What?
Why?
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2. Find the Focus What is the real problem? What is its impact? What is our desired outcome?
3. Treasure Hunt What is the norm? Are there positive exceptions? What do they do? How do they do it?
4. Practical learningWhat can we all do?How do we do it?Repetition and reinforcement
5. Tracking progressAre we still getting better?
6. Scaling upHow can we expand the approach so that other problems can be solved in more areas? How can we build on the results?
1 Prepare the GroundWho’s really who? Who needs to be involved? Where might we start?
The “positive deviance” approach
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Reducing hospital acquired infections
• 275 people a day dying in the US from HAIs; 4.5 in every 100 in-patients in 2011
• Lean/TPS – reductions of 60% in 2 units in 4 years
• PD – reductions in 14 units in 1 year• PD - HAIs reduced by 83% in 2 years across
whole institution• Policies and protocols existed but not adhered to
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Finding more time for Hertfordshire Adult Care Services
3
2.21.33
24.25
33
1.5
77.59
Time Taken on Specific Categories During A Day
Logging in at start of day
Problems with Iris/Hyperwave/Printers/Software throughout day
Telephone Calls made that were unanswered or led to further work
Updating Iris or Hyperwave
Interruptions by telephone calls for other workers or by workers face to face
Travelling to and from vistis
Incorrect Info present on Iris or Hyperwave
Time spent completing tasks specif-ically for job
• Time savings between 1 and 2.5 hours per person per week in completing case records.
• Referrals Management team save about 5 – 30 minutes for each equipment list.
• Social workers save between 5% and 30% of a day in dealing with incoming phone calls
• Increased flexibility enabling a higher level of referrals to be dealt with in spite of a flu epidemic amongst the teams.
• A step in the procedure for adaptations removed for Council tenants, cutting out the need for them to be put on one of three waiting lists
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Some key underlying principles
HI way of being and thinking
“Ownership not buy-in”
“Act your way into a new
way of thinking”
“Don’t decide about me,
without me”
“The group is the guru” “People don’t turn
their backs on what they have created”“There is a
solution we can find today”
“Evidencing community
wisdom”
“The whole system in the room”
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What’s in a name?
• Political concern over “deviance”
• Not necessarily about being “an outlier” or “a maverick”
• “Positive deviance” means different things to different people
• Need to adapt “pure” PD to western, organisational context
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The cost of troubled families
• An “averagely complex” family costs an average of £47,500 in reactive interventions in a year
• One member of a troubled family can cost the taxpayer £290,000 in one year
• A high-cost family can cost between £350,000 and £450,000 in a year
– Source – the Cost of Troubled Families, DCLG, January 2013
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1200 target families
New TFI teamManager
4 team membersAdmin
FIPJob
Centre Plus
Boxing Academy
YOS
ASBAT
MARACSecondary Schools x 12
Rise
MASH
CYPS Family Support
Family Action
NHS Trusts
Octagon PRU
CAHMS
PiPs
CONA
Educational Psychology
Service
IDVA
Alcohol Dependency
Charity
DASHPolice
Insight-YPSA services
Adult IAPT
Rehab Centre
Premier League Trust
Reed DWP ESF programme
Mind
FE College
Children’s Social Care
Children’s Centres
Hearthstone
Housing Associations
Educational Welfare Service
Primary Schools x 38
Probation Service
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Capturing information and evidencing progress – an option
(illustrations from Mapping the Positive Deviance MRSA Prevention Networks at the VA Pittsburgh Healthcare System Acute Care and Long-term Care Facilities, Plexus Institute, 2007)
Before
After
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An all-in-one way to facilitative leadership
“After nourishment, shelter and companionship, stories are the thing we need most in the world.” ― Philip Pullman
Understanding others’ perceptions and positions - making the problem visible and real
The right data, collected by the right people, to aid understanding and measure progress
“Community”-led; opportunistic;Constructive and creative conversations, shared practical learning
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Delivers
• Engagement through action• Genuine commitment, not just “compliance
commitment”.• Improved performance• Personal responsibility• “Communities of Capability”• “It helps people to decide for themselves to behave in
the way that we as leaders would like them to….” – Graeme Gordon, Director of Strategy, Southwark Council
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People like it!
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What next?
• Where there is the will to tackle a tough problem at the front line and try something different
• In professional environments – giving the work back to the front line
• Where small changes in behaviour and practice make a big difference e.g. call centres
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So what? More experiences like Nigel’s