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Whole Systems Change Programme

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Whole systems change across a neighbourhood

How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.

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Whole Systems Change Programme

  1. 1. Let’s Go Southall
  2. 2. Overview The Business Model outlines the components needed to support the delivery of the work streams. The Work Streams describe the types of activity needed to deliver whole systems change and how they interact over the first two years. Programme Management highlights the building blocks to support the effective running of the programme. Governance (see paper by Ruby) will outline how decisions are made.
  3. 3. Business Model Theory of Change Impact on Residents Work Streams Shared Principles System & Partners Tools & Methods Economic Sustainability
  4. 4. Theory of Change
  5. 5. Shared Principles We start by walking in each other’s shoes to better understand each other and how we can support each other We bring people together around common issues and invest in people working in between organisations & communities We support each other to learn & share skills to help influence change back in our organisations and communities We commit to test out in our own organisations and lives what we learn on the programme and are supported to do so We share what we learn with our colleagues, friends/relatives & neighbours and invite them to participate We recognise that situations change people, groups & places that create unexpected challenges & opportunities for change We are prepared to be challenged by others & our own experiences of navigating change and see these as opportunities to learn We create spaces to continuously test, review & refine how we work to manage risk in a changing environment We invest in building sustainability from the start to create a culture of people investing in and improving our neighbourhood
  6. 6. Measure impact across the system Outcome Impact Inactive Residents x% motivate others in their social networks to get more active Residents running activities to get people more active x% embed their scaled activity in a way that helps them make a living x% share with others how to run & scale activities Impact on skills to apply whole-systems change Supported to scale whole-systems change across their organisation and with partners Building the capacity of residents x% of all residents develop activities to meet their everyday needs and can influence support & investment from partners Commissioning activities Organisations & groups prioritise their commissioning on whole-systems change within & between their organisations Developing financial sustainability Local investors systematically pool investment to implement whole-systems change in the neighbourhood x% of partner organisations become self-sustaining Evaluating & monitoring impact Evidence that processes to deliver intervention can be replicated elsewhere at scale Impact on Systems Change
  7. 7. Work Streams Programme Management Pre- Engageme nt Engageme nt Skills & Leadership Developme nt Research & Analysis Service Design & Commissio ning Scaling Activities
  8. 8. 0-3 Months Launch of Programme Pre- Engagement Governance Development
  9. 9. 3-6 Months Challenges & Insights Research & Analysis Engagement
  10. 10. 3-6 Months (cont.) Practitioners & Residents in Communities of Practice Community Connectors & Peer Researchers & Practitioners Skills & Leadership Development Programme
  11. 11. 6-12 Months Activities Commissioned & Tested Communities of Practice Service Design & Commissioning
  12. 12. 12-24 Months Activities Embedded & Scaled Scaling of Activities Embed Activities into Services
  13. 13. Programme Management Programme Management Governance Programme Team & Partners Digital Tools & Methods Business Model Evaluation & Assurance Commissioning
  14. 14. How do we develop the programme? Co-design how overall programme is run • How the programme is managed • How we communicate and share information • How we hold each other to account • What support people need from the programme Co-design role & responsibilities and support needed for: • Lead Partners • Network Providers / Supporting Partners • Activity Hubs • Community Connectors • Practitioners • Residents Develop process to co-design each outcome • Lead Partner responsible for • Facilitating co-design of their outcome including developing specification of the outcome • Reporting to Alliance Board on the delivery & impacts of their work stream in achieving its outcomes and lessons learned
  15. 15. Programme Management 0-3 Months 3-6 Months 6-9 Months 9-12 Months Assess roles, responsibilities & skills needed to manage programme Board recruit team Assess support required (space, technology, OD) for programme team Develop framework to manage risk, finance & evaluation & escalation process Co-design digital platform & tools to manage programme Coordinate programme management Programme HQ hosts Lead Partners team members Support programme management for Lead Partners Map & prioritise support programme can provide partners to help them deliver impact Coordinate reporting & sharing lessons with Board and residents Support sharing & embedding of methods used in programme to other stakeholders Baseline & regularly review readiness by practitioners to deliver systems change Map & prioritise support the programme can provide residents to help them get involved Adapt digital platform to enable people to access support & tools Coordinate reporting & sharing lessons with Board and residents Communicate programme activity & lessons learned
  16. 16. Evaluation & Assurance Theory of Change Residents monitor impact of their behaviours Participants in programmes monitor impact on their change Board monitor impact of programme in achieving objectives Partners monitor impact of their delivery of their activities
  17. 17. Evaluation & Assurance Area 0-3 Months 3-6 Months 6-9 Months 9-12 Months Evaluating & monitoring impact Develop tools for measuring & tracking Develop baseline of motivations, assets, behaviours & demographics of inactive residents Baseline & regularly review interventions Evaluate activities in a way that can refine & challenge theory of change Measuring & tracking systems change Develop framework for defining, measuring & tracking indicators for systems change readiness Baseline & regularly review readiness by practitioners to deliver systems change Develop process to use performance to drive improvement Evaluate impact of processes to deliver intervention can be replicated elsewhere at scale Sharing & embedding lessons Develop framework for people to share lessons learned from their involvement Develop tools for sharing lessons Develop process to use lessons to drive improvement Develop support for residents to scrutinise Develop process for external challenge Develop process to share lessons with other SE programmes and other U Lab groups
  18. 18. Pre-Engagement Theory of Change People understand & can shape the programme Participate in community activities Workshops Visual materials Digital platform Communications messages Communal activities Target audiences & influencers Service touchpoints
  19. 19. Pre-Engagement Outcomes 0-1 Month 1-2 Months 2-3 Months 3-6 Months Communities & practitioners (in particular those not yet engaged) understand the aims & principles of the programme Explain aims & principles of programme through different communities, services & channels that meet people’s learning styles Including • Web page • FAQ • Email box Develop content & website to explain the aims & principles of the programme Develop & promote engagement activities & launch event Use partner channels & community media to promote Launch programme Co-design how people want to get involved & influence the programme Segment people by their motivations to get involved in the programme Develop governance to enable community oversight Board regularly reviews with partners & residents what: • The Alliance is best placed to do (or support service providers to do) • Service providers are best placed to do (or best placed to support residents) • Residents are best placed to do Lead Partners & Partners understand and can influence how the programme is run Define role & responsibilities of Lead Partner Define support needed for Lead Partner Define role & responsibilities for Partners & support needed Lead Partner co- designs work stream with supporting partners & residents to produce specification of work Board agrees specification for each workstream Lead Partner commissions activities for their work stream and support for organisations delivering activities
  20. 20. Overview of Readiness Phase
  21. 21. Research & Analysis Theory of Change What happened? •Understand people’s needs, assets, motivations & behaviours What is happening? •Assess & track impacts of interventions on people & outcomes Why did it happen? •Review & apply lessons learned from interventions & programme What will happen? •Model future needs, behaviours, demand and systems change How can we make it happen? •Plan interventions that influence future systems change
  22. 22. Research & Analysis Theory of Change
  23. 23. Research & Analysis 0-3 Months 3-6 Months 3-6 Months Co-design with partners how to engage & target inactive residents Map & prioritise channels Baseline demographics of neighbourhood & levels of inactivity Develop partnership programme with universities for Masters or PhD students to carry out research Model baseline through: Data science to link physical activity with other variables to identify risk factors, segment residents and identify ethnography participants Geodemographic profiling Spatial interaction modelling (understanding and predicting flows of people) & Open data Movement tracking and analysis (via apps/wearables) General spatial & aspatial analysis Train community connectors & practitioners to use qualitative methods (including ethnographic & digital methods) to: Identify routine activities amongst inactive residents Map motivations, assets, needs & behaviours Map routine activities people have or want to do Map factors & people that influence behaviour in particular situations & communities Map assets and opportunities
  24. 24. Research & Analysis (cont.) 6-9 Months 6-9 Months 9-12 Months Understand current & optimal journey people within cohort use to meet their identified need/s Including how residents meet their needs other than accessing services Prioritise assets or individuals that are most important to cohort in helping them meet their need/s Identify what works to get people to meet their own needs themselves or with others Segment different roles that cohort/s can play in being self- sufficient Co-design research & behaviour change tool: Identify & test what methods & tools work best to enable people to self-report their activity, motivations & needs (from lo-fi to VR) Test tool/s that ask participants to record how much physical activity they do, provide insights to services to improve their offers, tailor advice, nudge behaviour and track impact Map opportunities & motivations to engage people & collect data across touchpoints that inactive residents need to use for their routine activities Model, segment & stratify the insights using data science Involve the community connectors & practitioners in sense-making and creation of actionable insight. Analyse digital data, including social listening, nature of council complaints, GPS location of usage Carry out predictive modelling to identify those most at risk of low physical activity Social network analysis of partners to demonstrate effectiveness of system (and how it changes over time)
  25. 25. Commissioning Commissioning through…
  26. 26. Communities of Practice…Communities of Practice
  27. 27. Commissioning 0-6 Months 6-12 Months 12-18 Months 18-24 Months Develop framework & principles developed to commission activity for the programme Board commissions activities for the initial phase Alliance Board agree Challenges for future Communities of Practice based on: Insights on the motivations, assets, needs & opportunities for change of not just residents but practitioners too Commitments in money or in-kind by Network Providers to support the testing of these Lessons learned from residents, practitioners & communities & external challenge from SE & U Lab groups Communities of Practice get support & investment from Alliance Board & Partners to test interventions to get people active Communities of Practice supported to evaluate impact of interventions to assess which to scale up Communities of Practice to get support & investment to scale up selected interventions Organisations & groups get support & investment to embed interventions & ways of working in their organisations
  28. 28. Engagement Theory of Change Examples / Suggestions Join a Community of Practice Drop into an Activity Hub Train to become a Community Connector or Peer Researcher Take part in an project Start a project Apply to join a programme to scale up your project Share the story of your involvement in the programme Work for the project Join an advisory group Connect with our partners for volunteering & skills development opportunities
  29. 29. Engagement of Inactive Residents 0-3 Months 3-6 Months 6-9 Months 9-12 Months Map physical & digital spaces which can act as activity hubs Map existing roles which act as community connectors, apprenticeships, work placements and volunteering and touchpoints Engage groups & networks that support different types of community within the neighbourhood Train & pay practitioners & residents as community connectors to: Identify inactive residents Identify & activate people who can influence their networks Enable community connectors, researchers & community of practice to use activity hubs to connect to residents Host open events for residents to discover & feedback on the insights & activities Connect inactive to active residents who share similar demographics Support inactive people who are becoming more active through the programme to encourage their networks to become more active Support activities that connect different streets that people want to walk through Connect complementary activities between different communities Community connectors, activity hubs & practitioners have connected & nudged inactive residents to activities & approaches that help them get active and come together over common issues Community connectors, activity hubs & practitioners have supported residents to develop ways to meet their everyday needs and access support & investment from partners & the programme
  30. 30. Engagement of All Residents 0-3 Months 3-6 Months 6-9 Months 9-12 Months Co-design process to engage all residents in the development of the programme Activity Hubs host activities & Community Connectors connect residents to activities (i.e. popups, festivals) & partners communicate Develop a contractual offer between residents, practitioners & organisations building on the Southall Charter, based on working with each to understand who is best placed to do what Test providing opportunities where people can meet their everyday needs where people can: Drop into shared physical spaces and discover opportunities to get active Participate in activities to get active Develop their skills to meet their needs Develop activities to help others get active Scale activities into ventures
  31. 31. Support people to navigate change togetherSkills & Leadership Development Theory of Change
  32. 32. Skills & Leadership Development 0-3 Months 3-6 Months 6-9 Months 9-12 Months Community of Practice set up to test Skills & Leadership Programme with Provider Members & Network Providers Participants of Community of Practice learn, share & apply whole-systems change skills to support the delivery of the initial phase, including to: Engage their service users or members Carry out research amongst their service users or members Develop their spaces into activity hubs which can host community connectors Train their colleagues in whole-systems change to apply in their service or activity Share the insights Communities of Practice on Challenges set up hosted by individual activity hubs bringing in residents & practitioners who influence or are affected by the Challenge Set up paid opportunities for practitioners to participate in Peer Reviews, Visits, Secondments Communities of Practice ready to propose & test interventions on their respective Challenge Residents, practitioners & organisations have understood the motivations, capabilities, needs of people to work together to help inactive residents become more active
  33. 33. Skills Development (cont.) 0-3 Months 3-6 Months 6-9 Months 9-12 Months Develop Communities of Practice Develop support for practitioners to understand their own individual & collective motivations, skills & needs through the Communities of Practice Develop support for practitioners to understand the motivations, capabilities, needs of inactive residents through the research, own engagement with service users/members & Communities of Practice Develop roles & responsibilities for coordinators, facilitators, coaches & experts of skills development programme Join Communities of Practice focusing on common causes Co-design learning platform and modules Recruit facilitators, coaches & experts Select Activity Hubs for skills development programme Develop pastoral support for participants Co-design interaction between skills development programme and engagement with residents & partner organisations Develop support to enable practitioners to adapt their ways of working with residents, service users, colleagues & partners Develop support for practitioners to test & evaluate the impact of interventions to help inactive residents set up through Communities of Practice Develop support to enable practitioners to embed insights, ways of working & relevant interventions in their organisation Develop support to enable practitioners to scale whole- systems change across their organisation and with partners
  34. 34. Digital Platforms & Tools 0-3 Months 3-6 Months 6-9 Months 9-12 Months Co-design digital platform & tools to manage programme Residents & practitioners co-design together digital & physical tools to be able to Track & use insight & data Connect with others on common causes Develop ideas & test interventions Residents use data & insight to understand & change behaviour (service design & engagement) Adapt digital platform to enable people to access support & tools Practitioners adjust face to face & digital pathways & touchpoints to engage & support inactive residents (i.e. through commissioning, customer service, assessment, signposting, social prescribing)
  35. 35. Activity Hubs 0-3 Months 3-6 Months 6-9 Months 9-12 Months Co-design roles, responsibilities & support needed for Activity Hubs & Community Connectors Develop process to enable Activity Hubs to host research, community connectors & activities Co-design with Activity Hubs support (tools, technology, investment) they need to act as Hubs Develop process to enable Activity Hubs to develop pathways with services & leisure providers Develop process (i.e. accelerator programme) to support Activity Hubs to scale, support others to scale and become financially sustainable Review impact of and support for Activity Hubs
  36. 36. Embed Impact into Services Theory of Change Only example used to suggest indicative theory of change
  37. 37. Embed Impact into Services 0-6 Months 6-12 Months 12-18 Months 18-24 Months 24-36 Months Develop framework to embed interventions into services Co-design framework to develop network of support & services in communities to help people get active Prioritise partners that have the greatest influence on meeting the need Map touchpoints & activity (show level of demand and resources available for citizens to be active) Understand current & desired user journeys of inactive residents to meet their needs Assess factors that will impact on the need & solution Understand stakeholders helping meet the need, resources being used Secure commitments from partners to adjust existing resources/processes to support people to meet the identified need themselves Co-design support offer for inactive residents Prototype elements of the desired customer journey & pathway Prototype, evaluate & refine processes, roles & skills needed to embed the interventions with partners Support their service providers and statutory partners to test interventions & ways of working from this programme in their relevant work Develop roadmap, blueprint & change management for embedding intervention Align referrals & pathways into validated interventions from the programme Work across partners to-define respective roles Assess impacts of changes & level of readiness with residents & staff Align to Future Ealing
  38. 38. Scaling of Activities (Year 2) 0-3 Months 3-6 Months Work with service users & residents to develop an activity or service based on their motivations, capabilities & needs Work with other service / infrastructure providers to understand what other assets the activity or service could use Work with commissioners / investors to understand what would make them pay for it Work with active residents to understand what would make them devote time & energy to it Bring the above together to develop or scale an activity or service that people want to use and that can be sustained. Work with people wanting to scale activities to firm up their motivations & priorities and the impact they want to achieve Help people understand what within their activity or service significantly adds value: Activities delivered Ways of working & skills Models that help make the activity or service successful Help people make the activity & service relevant beyond their initial context, be that a specific issue or geographical area Help people understand how they’re going to make the activity or service financially sustainable: Work with the different stakeholders to start testing different ways to scale and how receptive each is to the initial assumptions Grow the activity’s organisation to deliver
  39. 39. Scaling of Activities (Year 2) (cont.) 6-9 Months 9-12 Months Test out methods, activities & delivery models to be scaled Assess what & how much types of resources are needed to make it scale and what infrastructure they can make use of across the partners (i.e. access to service users, physical & digital spaces to host the service, back-office tools or services, skills) Help support activities to grow and sustain themselves through helping them mobilise neighbourhood investment, turning into community businesses or get into employment Help projects adapt to other streets or different purposes, connecting different groups, embedding physical activity into the diverse community activities to encourage wider participation Assess the need for different skills & knowledge, organisational development & governance to scale Identify whether activity is best placed to develop these itself or bring in new expertise from elsewhere Help embed the activities into wider social activities within the neighbourhoods
  40. 40. Economic Sustainability 0-6 Months 6-12 Months 12-18 Months 18-24 Months Map & bring together commissioners of services (i.e. council/CCG), investors (i.e. property developers), employers (i.e. for sponsorship, employee volunteering and additional social value) & organisations who provide the infrastructure for individual investment (i.e. crowdfunding) Develop support for Alliance to test capability to commission on behalf of other services Develop support for Alliance to test different business models (i.e. collective impact bonds) for the overall programme and for the interventions it is funding Develop support for local investors to test ways to secure wider social investment (i.e. Local Outcomes Fund, Local Giving) x£ pooled by local investors to match fund programme funding Alliance commissions on behalf of other services and generates external income & funding Local investors secured wider investment to sustain whole-systems change Partners tested out ways to become self-funding Local investors systematically pool investment to implement whole-systems change in the neighbourhood x% of partner organisations become self-sustaining
  41. 41. Business Model & ROI 0-6 Months 6-12 Months 12-18 Months 18-24 Months Co-design process to match commitments by partners to support & investment Develop feasibility assessment Use insights from Research & Evaluation to define measurable outcomes, unit costs of intervention/service, target cohorts (and their characteristics) & period to achieve them Develop fund aggregating investment from partners that pays out against delivery of outcomes (i.e. impact bond) Develop criteria for awards against fund Test intervention/s versus control group Evaluate the impact of the outcomes, economic benefits for each partner, process & investment model used Evaluate the performance of the investment on the return
  42. 42. Influencing the System Theory of Change Map levers organisations can use throughout the programme & system Organisations select levers they are best placed to use to influence Organisations map & prioritise stakeholders & strategies that need influencing Increases community connections Improve commissioners’ understanding & involvement of residents Join up services around residents Inform prioritisation of infrastructure improvements Enable policy makers to embed principles from the projects into commissioning & strategy
  43. 43. Commitments
  44. 44. Commitments
  45. 45. Commitments

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