How to survive a service review
Caroline Sampson
July 2013
The context
• 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.
Rabbits caught in the headlights?
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 prioritise
County and unitary authorities worse off than districts
and boroughs?
No pain-free options
Spectrum of approaches from hostile to supportive
10 strategies for survival
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
Strategy 1 –
facts and evidence
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 money
Find ways to select and present performance data
which tell the story you want to tell
Avoid evangelical crusades
Strategy 2 –
play to your strengths
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 3 –
rational analysis
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 conclusions
External perspectives = valuable impartiality?
Strategy 4 –
honesty and visibility
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 5 –
pick your fights!
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 6 –
integration and resource sharing
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 7 –
monetisation and commercialisation
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 8 –
partnerships and innovation
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 9 –
external consultants – help or hindrance?
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 promulgate
External consultants can provide valuable expertise in new /
unfamiliar areas such as income generation. Focus on something
specific
Strategy 10 –
opportunities to re-grow
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