Helping the 3rd Sector be more efficient and effective
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The document outlines the pro bono operational research (O.R.) program by The OR Society, which provides analytical support to third sector organizations in the UK. It highlights the benefits of O.R. in improving decision-making, strategy, and operations through data analysis and collaboration with skilled volunteers. Various case studies are presented to illustrate the program's impact on organizations like Elfrida Rathbone Camden and Crimestoppers Trust.
Helping the 3rd Sector be more efficient and effective
- 1. Pro Bono O.R. (Operational Research) for the Third Sector Webpage: www.theorsociety.com/Pages/Probono/Probono.aspx Blog: http://probonoOR.blogspot.co.uk/ For more information Email felicity.mcleister@theorsociety.com Phone: 0121 233 9300
- 2. What is O.R? “Using scientific approaches to improve an organisation’s effectiveness” Operational Research gives those who run organisations the power to make more effective decisions and build more productive systems based on: • More complete data • Consideration of all available options • Careful predictions of outcomes and estimates of risk • The latest decision tools and techniques
- 3. • Webpage: www.theorsociety.com • • The OR Society Markets the profession • Websites – Science of better – Learn about OR Works for members • Inside O.R. Magazine • Accreditation Advances knowledge: • Conferences • Publications • Regional Societies & SIG’s • Training courses The advancement of knowledge and interest in Operational Research The advancement of education in Operational Research A strong profession benefits from a strong professional body
- 4. How can O.R. help? Organisations may seek a very wide range of operational improvements: • Strategy • Systems • Processes • Operations • Decisions making What ever the aim, O.R. can offer the flexibility and adaptability to provide objective help
- 5. “Typical O.R.” – Facilities design • How many beds does our homeless hostel need, if we never want to turn anyone away? • Where should we locate our charity shops, to get the best profits? • How should we lay out the storage for the Food Bank, to make best use of space? • What mix of services will best meet users’ needs, at least cost
- 6. “Typical O.R.” – Operations • How many more/fewer people might want to use this service in future – and how will it need to change? • What shift pattern is best for a 24-hour helpline? • What is the best route for Oxfam pick-up/delivery drivers? • Where are the best places to hold inventory for disaster relief? • How can we make this process more efficient?
- 7. “Typical O.R.” – decisions… • Is it better to offer a more specialised service where there are fewer users with greater needs, or the other way round • What are the risks of tendering for a particular contract at a given price, and what are the possible outcomes if these risks materialise
- 8. …especially where decisions are • Complex – everything interconnects • Messy – things are hard to define, aims are unclear, circumstances change… • Multiple stakeholders – with different agendas • Multiple objectives – which conflict with each other • Uncertainty – about the environment, about other people’s decisions, about stakeholders’ values
- 9. …and general problem solving • Statistical analysis, analytics: • Insight • Forecasting • Evaluation • Strategy development • Facilitation • IT system development • Performance measures, management information
- 10. O.R in the Third Sector What is Pro Bono O.R.? A scheme operated by The OR Society that places skills-based analysts in short term projects with UK based third sector organisatins. For more information Email felicity.mcleister@theorsociety.com Phone: 0121 233 9300 How it works: organisations • Expression of interest • Registration form • Scoping conversation • Project scope sent to volunteers • Organisation selects volunteer • Project proposal drawn up • Project commences • Feedback sought
- 11. How it works: volunteers • The role of a volunteer: • Who are the volunteers • Work with organisation to specify project; • Undertake project, either individually or in teams; • Write up and/or present their work wherever appropriate; • Mentor junior volunteers. • O.R./analytical professionals • Retired • Consultants • Government employees • Employed professionals
- 12. What’s happened so far? Projects Volunteers • 62 projects advertised • 44 projects completed • 18 active projects • Over 400 volunteers • 161 volunteers applied for projects • 81 volunteers on projects
- 13. Some example case studies Elfrida Rathbone Camden • Designing an outcomes framework to measure impact Harrogate and Rippon Centre for Voluntary Services • Maximising a new service’s potential Crimestoppers Trust • Improving performance whilst minimising cost
- 14. Elfrida Rathbone Camden • A charity that supports young disabled people and families in need. • They sought to develop an outcome framework at an organisational level which could be applied across all of their projects in order to evaluate the effectiveness of their work • Approach: • Conducted research • Determined challenges and necessities of having a universal framework • Used questionnaire to collect views of main stakeholders • Apply to findings to run a workshop. Aim of workshop for all stakeholders to agree on the key outcomes that should be measured • Used finding of workshop to finalise measures • Fine-tuned the framework through discussion with staff about the feasibility of the measurements. • Outcomes • The client now has a high-level framework at organisational level that can be applied to all their projects in order to demonstrate the organisation’s impact on the community and provide evidence for funders.
- 15. Harrogate and Rippon Centre for Voluntary Services • Having recently taken over a rural visiting service for the elderly in North Yorkshire, the client wanted to ensure the service could realise as much benefit as possible. • Approach: • Collected information and evidence - with stakeholders, accompanying project team on visits to clients, reviewing survey feedback and finance information • Used information to produce an initial system diagram • Facilitated workshop with key stakeholder to present, discuss, amend and built on the system diagram • Thematic analysis of interview notes then allowed clarification and quantification of major themes and topics • Established the aims of the service and how it meets those aims, in particular; sources and types of client and how the service is delivered • Developed a strategy map and balanced scorecard that could be used to develop and monitor the service in the future • Outcomes • Produced a report that contains a system diagram of how the service works and an recommended changes to the system • Identified and produced evidence for a strategy map to reducing loneliness • Produced a solid foundation from which to re-model the service and apply for associated funding I’m really pleased with the report and it will be very useful indeed for forward planning and to support our Big Lottery bid - CEO
- 16. Crimestoppers Trust • charity which helps solve crime through members of the public providing information anonymously. • The call centre was about to take on additional areas of work and anticipated a 60% increase in business which they needed to handle without increasing staffing costs while continuing to meet their customer service target (90% of calls to be answered within 20 seconds). • Approach: • Two volunteers specified data requirements and analysed data on demand for Crimestoppers services both via phone calls and online forms. They summarised arrival patterns by time of day, day of week, and time of year. • They built a simulation model of the call centre, using PRISM software, based on three separate staff groups: call handlers, online staff and shift leaders. The model allowed phone calls to be diverted from call handlers to other staff at busy times. • They validated the model using actual data on arrivals and staffing for a specific week and then used it to explore the impact on KPIs of different proposed staffing patterns. • They produced a report recommending new shift patterns which improved performance without any increase in staffing costs. • Outcomes • Better performance without increasing cost, through new shift patterns • Ability to continue to improve, and to adapt to changing circumstances, into the future We’ve benefited hugely from your work and support in all areas of the project. And from an organisational perspective you’ve enabled us to take a highly professional approach to increasing the efficiency of our charity - Performance Manager
- 17. Who we have worked with
- 18. For more information about the scheme, to see who we’ve worked with, read example case studies and to request support please visit: www.theorsociety.com/Pages/Probono/Probono.aspx I also write a regular blog: http://probonoOR.blogspot.co.uk/ and you can connect with me via: @FMcLeister Felicity McLeister Further information For more information Email felicity.mcleister@theorsociety.com Phone: 0121 233 9300