How to survive a service review

Caroline SampsonJuly 2013

• Unprecedented levels of budget cuts across the public sector

• Impact of a growing elderly population on welfare services and the associated costs

• Increasing customer expectations• Local authorities are under enormous

pressure.

The context

Most top tier authorities are conducting reviews in an attempt to gather information to inform decision making about where to target their resources and what to prioritiseCounty and unitary authorities worse off than districts and boroughs?No pain-free optionsSpectrum of approaches from hostile to supportive

Rabbits caught in the headlights?

You can’t side step the review

You can’t make a case for archives being excluded

Deep breath and roll your sleeves up

Imagine being the CX or review manager

10 strategies for survival

Most reviews will be compiling evidence in order to inform decision making, taking into consideration•the alignment between impact / outcomes and the authority’s priority areas•value for moneyFind ways to select and present performance data which tell the story you want to tellAvoid evangelical crusades

Strategy 1 – facts and evidence

If you were to cut the record office’s budget in its entirety it wouldn’t scratch the surface of the budget deficits LAs are facing•statutory functions •strong customer base and •network of stakeholders•direct and active contribution to our LA’s priorities

Play to these strengths The importance of repeating clear, simple messages

Strategy 2 – play to your strengths

Some LAs are rushing into quick wins in order to cross services off their lists. Archivists do need to beware ‘too good to be true’ – alternative governance models, easy money. Be clear eyed and realistic about whether these really can solve problems without creating a whole range of new ones.Involve the review team in that analysis so that they take ownership of the conclusionsExternal perspectives = valuable impartiality?

Strategy 3 – rational analysis

Cultivate a reputation for being honest and reliable.

Make sure decision makers see your service in action

Done well, this engenders trust and credibility.

Strategy 4 – honesty and visibility

It’s all too easy to come across as inflexible and defensive.

Try to show you are willing to be flexible, concede some ground if you can and demonstrate that you can see the bigger picture

Save your energy for the areas that really count.

Strategy 5 – pick your fights!

Share to protect – explore opportunities for operating your more generic activities in tandem with others in order to reduce costs

Examples could include:•Commercialisation of intellectual property•Office administration functions•Outreach and learning

Strategy 6 – integration and resource

sharing

Budget pressures can be met by generating income as well as cutting costs.

Consider providing enhanced or additional services for a fee. Diversify your income sources. Celebrate your successes

Be astute. Don’t spend £1000 of staff time to earn £75

Draw your lines – what is and isn’t it appropriate for the record office to charge for

Strategy 7 – monetisation and commercialisation

These are key aims for most local authorities. The RO should play its part (and be seen to be playing it)

•Get your service known – stray beyond your comfort zone and match what you offer to others’ needs.

•The local authority’s role is changing from benign parent to discretionary funder. The relationship will become more like applying for a grant and having to achieve specific deliverables and outcomes

Strategy 8 – partnerships and innovation

Has anyone else noticed the proliferation of consultants offering to transform services and generally perform miracles?Remember that you know your service and your political environment better than anyone does. Will a consultant add anything meaningful? Sometimes consultants can contribute an impartial view in support of messages the archivist has been struggling to promulgateExternal consultants can provide valuable expertise in new / unfamiliar areas such as income generation. Focus on something specific

Strategy 9 – external consultants – help or

hindrance?

Opportunities to re-grow – in defining how you will downsize, have an eye to how you will re-grow your service when things improve in the future.

Be clear about the core purpose of your service

Risk assess ideas for innovation against this core purpose

Strategy 10 – opportunities to re-grow