TRUE: Physical Activity – Inner East Routemap Review Workshop 2, 24 July 2017

The results are in and unfortunately the local delivery pilot bid did not receive funding from Sport England, but fear not! It has been decided that the project will still go ahead on the current budget, therefore the second route mapping workshop went ahead as planned.

Following on from the last session, the Routemap team presented their key findings from workshop one. These findings identified key elements that are missing from the project and were presented around four main areas; vision and value, leadership and governance, integrated working and outcomes and accountability. An example of a key finding from the ‘vision and value’ group is ‘the objectives for the approach have not been defined or are not agreed.’

The attendees were then split into four groups and tasked with creating recommendations for each area of the key findings. These were then compared against the barriers to achievement, desirable characteristics for the project and the critical success factors. Each group then shared their recommendations and collectively, the team debated the language and transparency used, before they were finalised.

The next step, was to create a timeline estimating by what point the project should have made an impact to the targeted community. This was displayed on a graphic of the sky with the sun symbolising the end goal. The group decided that by the end of 2018 the project should be influencing communities, and gave three intermittent milestones of 100 days, January 2018 and April 2018. This gave a visual template onto which groups could plot their actions.

The individual groups then turned their recommendations into actions or ‘goodness statements’ and plotted those onto the posters. This showed at which point each action should be completed and specifically related to each of the four findings groups. An example of which is shown below:

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Lastly, the information across the four posters was amalgamated onto one sheet to create a ‘Combined Enhancement Plan’. The Routemap team will then formalise and streamline this sheet to provide a final document which shows tangible actions that cover all the key areas of the project and provide the project leader with a structured forward action plan.

Ultimately, the data collected from this pilot project (and others) will be used by the TRUE team to establish the route mapping tool and transform it into an online resource that can be used by local authorities to manage social projects.

Follow this blog to track the progress and impact of TRUE!

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TRUE workshop: physical activity in Inner East Leeds

Routemap Review Workshop 1, 28 June 2017
Today, staff from multiple teams and organisations across Leeds joined together in a workshop to trial the TRUE process. After a brief presentation explaining the TRUE project, everyone was excited to see what the process actually consisted of in practise and how it could influence a social project. This workshop focused on phase one of three in the TRUE process.

Firstly, we were given a real life example of a social project and for this workshop we looked at the local delivery pilot bid for Sport England.

The local delivery pilot bid is a proposed project looking for funding from Sport England. It is in its initial stage of planning and aims to increase physical activity, reduce health inequalities and create an ‘active living environment’ within the Inner East area of Leeds.

The first phase of the TRUE process is the diagnostic phase, whereby we assess the capability and complexity of the project. We look at the vision of the project, the problems that could arise in terms of capability and complexity and then compare complexity to capability. This process is designed to identify the potential issues that could arise from the project and what aspects need further consideration in the planning process.

The starting point for the workshop is to clarify the vision for the pilot project, the vision for delivery of that project and the characteristics of the organisation. For a pilot bid this proved quite challenging for the group as the goals of the proposed project were so varied. After compiling ideas, the group decided the vision for the project could be summarised by ‘inspiring and enabling an active community through the creation of an environment for health and wellbeing’. This initial process ensured the group focused on the project and understood the context of the project before analysing it further in terms of potential complexities and the organisation’s ability to address those complexities.

The next stage of the workshop was to undertake assessments of complexity and capability. This is comprised of a workbook that is completed individually, but then compiled to create a group view. In order to assess complexity, a number of statements were made and then we decided which statements were indicative of the current state of the project. This identified how difficult the project could be to deliver. Following this, the capability assessment had a variety of characteristics which the group marked as either current or required, or which could be classed as a barrier. This assessment highlighted the gaps in the current project plan and where more consideration was required to address these gaps in capability.

This method is best used during the planning stage of your project in order to identify areas of priority and which issues need to be addressed.

The final stage of the workshop looks at defining the critical success factors to delivering the vision. The diversity of roles within the room allow for a variety of perspectives on the critical success factors and give great food for thought on what should be defined as the critical success factors for the project coordinator.

The TRUE process evokes lively debate about how to approach social issues and how to improve the impact of a project. The initial phase defines the barriers and complexities of the project before a solid project plan is created. In the next workshop we will undertake phase 2 of the programme which is ‘alignment’.

Which direction will the project take next? Will the project received the funding and full planning go ahead? How will TRUE impact on the success of this project? Keep up to date by following our blog! The next entry will be on w/c 24th July following the next workshop. Watch this space… TRUE 1

 

Transformational Routemapping for Urban Environment (TRUE)

  • The Project Initiation Routemap (Routemap) was established to address common and recurring issues in the early stages of the delivery of major infrastructure.
  • It is a product of government working collaboratively with industry and the University of Leeds, to support infrastructure providers to optimise the delivery environment for major projects and programmes.
  • It recognises that there is no one solution but there are characteristics common to both successful and unsuccessful project delivery.

The Routemap is

  • An aid to strategic decision-making when specifying and initiating an infrastructure project.
  • A set of assessment tools that help determine:
  • Context and complexity of the delivery environment;
  • Current and required capability of the sponsor, client, asset manager and market; and
  • Key considerations to enhance capability where complexity-capability gaps and other areas of mis-alignment are identified.

The Routemap is not a…

  • Prescriptive process – it is meant to enable reflection on the project and its environment.
  • Route to a single solution – it ensures that the ‘right’ questions are asked at critical points in the project lifecycle.
  • Replacement for existing assurance and review procedures – though it can support these.
  • Maturity model for organisational assessments – however, applying the Routemap on specific projects may identify organisation-wide issues that need enhancing.

Vision for TRUE

The success of the Routemap presents an opportunity to apply a proven strategic decision-making aid to rethinking how local authorities deliver integrated city-wide solutions.

The project aims to firstly, apply the Routemap to 3 Breakthrough Projects and secondly, use that experience to develop a Transformational Routemap for Urban Environments (TRUE) addendum comprised of a suite of tools specific to the future urban living context.

Benefit to the Breakthrough projects

Application of the Routemap and the development of TRUE will help those delivering integrated solutions to:

  • Understand the complexity of their particular landscape;
  • Ensure that their vision is clear, meaningful and indicative of the desired future state;
  • Describe the organisational capability (both capacity and competency) needed to manage the complexity and deliver the outcomes; and
  • Design a programme of enhancements to build that capability with realistic transition and lead times.