charity focus seminar at rsmuk - an introduction to operational research

An introduction to Operational

ResearchThe OR Society: www.theorsociety.com

Pro Bono O.R.: www.theorsociety.com/Pages/Probono/Probono.aspx

For more informationEmail felicity.mcleister@theorsociety.comPhone: 0121 233 9300

Agenda

For more informationEmail felicity.mcleister@theorsociety.comPhone: 0121 233 9300

• An overview of Operational Research

• Example case study

• How to receive free support

About

For more informationEmail felicity.mcleister@theorsociety.comPhone: 0121 233 9300

Ruth Kaufman: President of The OR Society

Ian Seath: O.R. consultant

Felicity McLeister: Pro Bono O.R. Project Manager

What is O.R?“Using scientific approaches to improve an organisation’s

effectiveness”

strategysystems

processesoperations

decision-making

O.R. starts with a problem…

Use any rigorous, evidence-based

approach that fits the need

Use typical“Operational

Research”techniques

“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?

“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?

“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?

…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

…and general problem solving

• Statistical analysis, analytics:• Insight• Forecasting• Evaluation

• Strategy development • Facilitation• IT system development• Performance measures, management information• All-round help to get problem dealt with.

Case study

How can we create a “collective impact”

measurement system?

Background and needThe organisation• A Social Enterprise creating a network of social services to meet the needs of the elderly living in isolation• The network members co-create solutions to meet their own needs• Local Authorities commission the service

The challenge• How to measure impact in a way that:•meets the needs of commissioners in multiple LAs• is balanced across measures of:• Community• Health• Relationships•Work & Learning

• is cost-effective and not a burden for the organisation or service users

Choosing the best measures

The focus of measurement

Project approach• Desk review of Adult Social Care Measurement

systems• Documents provided by the client (20)• Internet search for ASC Outcomes (and related

terms)• Create summary in Excel (77 items)

• Review findings• Identify common measurements (+ themes)• Identify gaps

• Select “promising” measurements• Check their viability with stakeholders (9 LAs)

• Recommend final measurement set (6)

The end result• An agreed set of 6 clearly defined measurement data points collected from:• Service users• CRM system• NHS/LA external data

Lessons learnt (client’s perspective)

1. Work with the right volunteerFlexible – can they handle changes to the scope, disagreement over how to move forward, and open ended timescales?Willing to travel to meet-up or attend an event Motivated to produce a final product

2. Provide the right incentivesWhat do they want to get out of the experience?Do they want to meet or work with someone in particular?Reciprocate how you’re treated

3. Build in lead timeEarly and consistent coordination with internal / external stakeholders helps to obtain the necessary feedback in a timely fashionDon’t waste their time

Pro Bono O.R.

• What is Pro Bono O.R.?

• What are its aims?o To help Third Sector organisations to

do a better jobo To promote O.R. in the Third Sectoro To promote effective use of O.R.

O.R. for the Third SectorTypes of projects Pro Bono O.R. has undertaken:

The Process• Expression of interest• Registration form• Speak with O.R. specialist to discuss if there is

a potential project• Project scope sent to volunteers• Organisation selects volunteer• Project proposal drawn up• Project commences• Feedback sought

So far….

Who we have worked with

For more informationEmail felicity.mcleister@theorsociety.com

Finding out moreWebpage:

www.theorsociety.com/Pages/Probono/Probono.aspx

Blog: http://probonoOR.blogspot.co.uk/ : @FMcLeister : LinkedIn

For more informationEmail felicity.mcleister@theorsociety.comPhone: 0121 233 9300