1. Evaluation

2. Contents of this report 2. Feedback - Key Issues 3. 1. Rationale, process and stakeholders Initial Conclusions

3. Week Stage Key Products & Tasks (up to) 1 Planning and preparation Agreed case for SPOTLIGHT; Team established; Resources secured; Methods planned; Stakeholders engaged; 2 - 3 Spotlight on the issue Analysis of the issue and its cause and effects on families, individuals, neighbourhoods 3 - 4 Spotlight on delivery Analysis of the systems, structures and incentives in the delivery chain 5 - 6 Delivery Agreements Immediate, medium and long term commitments to improve delivery – made to high level panel of LSP Exec. Bi Monthly Stock takes Regular high tempo checks on delivery against commitments ‘Quick wins’ – supporting local ideas What is Spotlight?

4. Why are we evaluating Spotlight? To consider Spotlight’s value as a change tool Identify lessons learned and good practice To make refinements to the process Highlight role of LSP in the evaluation review i.e. are they approving the process? What are next steps?

5. How are we evaluating Spotlight? Two phases: Phase 1: Is the Spotlighting process effective? Phase 2: Does Spotlight deliver?

6. Phase 1 Methodology Listening to people’s experiences – semi structured interviews Encouraging people to be reflective

7. Phase 1 Methodology

8. Contents of this report 2. Feedback – Key issues 3. Initial Conclusions 1. Rationale, process and stakeholders

9. Who was interviewed? 24 Interviews - some gaps 8 partner organisations Strategic Spotlight teams Trios

10. Week 0 - Selection of Spotlight issue/area StrengthsLessons learned Some interviewees had a very clear idea about why the Spotlight issue and areas were chosen Need to be explicit and up front about why a Spotlight has been chosen WeaknessesProposed Improvements Others less so Why this area and not the adjacent one? Clear message which is articulated from the beginning of the process

11. Week 1- Preparation and Set up Stage StrengthsLessons learned Framework gave clear brief Refined with help of core group input and early pilot Lead role of neighbourhood management WeaknessesProposed Improvements Questions about effectiveness of governance arrangements. Some key partners aren’t sufficiently engaged Longer lead in time for preparation – management of staff – making space, and data requirements Engaging with neighbourhood management needs to be part of the ‘tick list’

12. Weeks 2-3 - Understanding the Issue StrengthsLessons learned Wide consultation and creative methodologies used Use of third sector / community organisations to consult Use of quantitative and qualitative data Cause and affect analysis New leads given by consultees Importance of maintaining communication with stakeholders throughout Stakeholder mapping power/engagement matrix useful WeaknessesProposed Improvements Limited time to consult Access to data Clear purpose for the session Cost of consultations – integration of mainstream engagement mechanisms

13. Weeks 3-4 Understanding Delivery StrengthsLessons learned Commissioning cycle worked well as a functional analysis Triangle model useful for understanding the task Make good use of consultation sessions, maybe using two stage approach – first issue and then service response WeaknessesProposed Improvements Time – jaded after finding data, need to use those involved in service delivery again Use of well prepared case studies to understand service response Three stage delivery chain analysis – functional perspective, organisational (relationship) perspective, customer journey

14. Weeks 5-6 - Developing the Delivery Agreements StrengthsLessons learned Commitment of front line staff to change Acted as catalyst for partnership improvement and change Time taken to develop collective agreements Hard to maintain pace & energy, keep shop open & make changes WeaknessesProposed Improvements Problem translating analysis, to actions, to strategy to improve overall performance Level of detail Over-representation of one council management team Buy-in & ownership before end game? Need to develop structures to ensure local accountability Need to be owned by SSP/ thematic partnerships Using option appraisal – tinkering vs clean sheet and those in between Need to ensure that there is more clarity over ownership of actions Use of Peer challenge

15. End Game/Kick off Presentations StrengthsLessons learned High level buy in / accountability Level of interest generated Small is better WeaknessesProposed Improvements Challenge overshadowed problem solving Who needs to be there to make it work? Clearer brief for strategic participants Two stage process

16. Transition into Delivery StrengthsLessons learned The releasing of resource of SCC’s Transform Trios Reluctant partners become even more of a barrier in this stage Importance of a clear map of change landscape – where do people fit WeaknessesProposed Improvements Lack of clarity on who is going implement proposed changes Newness of Spotlight and Trios initiatives How to maintain pace and urgency? Delivery agreements needed further work Greater emphasis on making what are the expectations of partners organisations Developing relationships earlier in the process

17. Contents of this report 2. Feedback – Key Issues 3. Initial Conclusions 1. Rationale, process and stakeholders

18. Summary of the key strengths Spotlight Evaluation Partnership development – citywide and local Space for critical/strategic thinking Highlighted organisational development issues Evidence base for further work and to support LAA work Foundations for commissioning third sector providers

19. Spotlight tests the quality of partnership working (and an organisation’s pre-disposition to transformational change) Testing partnerships in real situations where partnership working is needed Galvanises good partnerships/relationships and highlights weaknesses in the initial process and even more so in the delivery plan Successful partnership working (Good Relationships, Shared Goals, Trust, Effective Transparent Decisions) Poor partnership working Antithesis of above Partnership Universal Indicator Paper Informed by the Principles IN Good Governance

20. Summary of the key development areas Improving Spotlight methodology Expectations, Communication, & Relationships Purpose of end game presentation Resources, planning and timing of the process Business case for Spotlight issue and location Roles and responsibilities & governance Skills to support the process Move from analysis to actions in strategic context Ownership by SSP / thematic partnerships Smarter, pacier move into delivery

21. Early Successes Influence on LSP tenders Spotlight Delivery Centripetal force- focus for work in this area Developing & supporting third sector commissioning in East Salford Lever to bring in funding - 480k PCDL (Personal community, development learning) Rejuvenating EDLSP thematic partnership

22. We mustn’t lose sight Whenever and wherever societies have flourished and prospered rather than stagnated and decayed, creative and workable cities have been at the core of the phenomenon… Decaying cities, declining economies, and mounting social troubles travel together. The combination is not coincidental. Jane Jacobs The Death and Life of Great American Cities (1961)

23. Questions and discussion