Felicity McLeister, Ian Seath and Ruth Kaufman attended a charity focus seminar at RSMUK to give an introduction to operational research, an example case study and how they could receive free support through Pro Bono O.R.

1. An introduction to
Operational Research
The OR Society: www.theorsociety.com
Pro Bono O.R.: www.theorsociety.com/Pages/Probono/Probono.aspx
For more information
Email felicity.mcleister@theorsociety.com
Phone: 0121 233 9300

2. Agenda
For more information
Email felicity.mcleister@theorsociety.com
Phone: 0121 233 9300
• An overview of Operational Research
• Example case study
• How to receive free support

3. About
For more information
Email felicity.mcleister@theorsociety.com
Phone: 0121 233 9300
Ruth Kaufman: President of The OR Society
Ian Seath: O.R. consultant
Felicity McLeister: Pro Bono O.R. Project Manager

4. What is O.R?
“Using scientific approaches
to improve an organisation’s effectiveness”
strategy
systems
processes
operations
decision-making

5. O.R. starts with a problem…
Use any rigorous,
evidence-based
approach that fits
the need
Use typical
“Operational
Research”
techniques

6. “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?

7. “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?

8. “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?

9. …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

10. …and general problem solving
• Statistical analysis, analytics:
• Insight
• Forecasting
• Evaluation
• Strategy development
• Facilitation
• IT system development
• Performance measures, management information
• All-ro und he lp to g e t pro ble m de alt with.

11. Case study
How can we create a
“collective impact”
measurement system?

12. Background and need
The 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

13. Choosing the best measures

14. The focus of measurement

15. 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)

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

18. Lessons learnt (client’s perspective)
1. Work with the rig ht volunteer
Flexible – 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 ince ntive s
What 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 le ad tim e
Early and consistent coordination with internal / external stakeholders
helps to obtain the necessary feedback in a timely fashion
Don’t waste their time

19. Pro Bono O.R.
• What is Pro Bono O.R.?
• What are its aims?
o To help Third Sector organisations to do a
better job
o To promote O.R. in the Third Sector
o To promote effective use of O.R.

20. O.R. for the Third Sector
Types of projects Pro Bono O.R. has undertaken:

21. 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

22. So far….

23. Who we have worked with
For more information
Email felicity.mcleister@theorsociety.com

24. Finding out more
Webpage:
www.theorsociety.com/Pages/Probono/Probono.aspx
Blog: http://probonoOR.blogspot.co.uk/
: @FMcLeister
: LinkedIn
For more information
Email felicity.mcleister@theorsociety.com
Phone: 0121 233 9300