Drive For Change > The toolkit > Drivers for change > Delivering and improving the service

Delivering and improving the service - Activity

The case studies show the success of engaging with trade unions and employees to deliver improvements in services. The activity detailed below will help you to deliver and improve the service by establishing a clear time line with agreement on the key priorities.

Creating a time line

Establishing a clear time-scale for the project is one of the most effective ways of helping to move it towards a clear conclusion. A clear time line can also help with putting in place milestones. This is one way of helping to maintain momentum and involvement in the project.

Why do this activity?

This activity aims to engage everyone in the implementation process. It enables clear roles and responsibilities to be identified. It enables those involved to debate and then realistically assess what needs to be done to make things happen and how long it will take.

What is the process?

Draw a time line onto flip chart pieces of paper and pin these up sequentially in the room. The time line should specify a start and (fixed or expected) finish date.
Explain what milestones are to the group and ask them to brainstorm key milestones.
In groups, use 'post-it' notes to write what you think needs to happen to achieve your milestones and who is responsible for each action.
Draw the milestones onto the flipchart paper and write in what the group has agreed they should comprise.
Attach the 'post-it' notes on what needs to happen to the spaces between the milestone/s.
Ask the group to view the results and discuss the issues that arise.

What results can be expected?

The outcome of this exercise - the completed time line - can be used to help devise the action plan for delivering the service improvement.

Birmingham City Council Social Care and Health Department

In Birmingham it was important that a sense of momentum was created, as there was a tradition of projects being established but fading out rather than not delivering. A clear framework for action was drawn up, with work deadlines established and meeting times set for subgroups. The framework for action was also integrated with the council's committee timetable so that reports would be ready to be tabled at the appropriate committee. Meetings were also scheduled to enable the senior project sponsors - the Chief Executive and Director of Social Services - to attend. This activity helped establish achievable dates for events to be completed, and all sides acknowledged these milestones, whilst still giving participants a feeling of involvement. While there was a general cynicism at the outset about whether the timeline would be adhered to, as the working groups got going, they generated their own momentum and backing for completing the project.

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