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Change: Start with a man and a hedgehog

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omar-welch
33 diapositives · 454 Views · Nov 28, 2014

This document outlines a transformative initiative by Oldham Council that emphasizes collaboration with communities to reshape public service demand. Led by Dr. Carolyn Wilkins, the approach promotes a cooperative council model, focusing on self-help, shared responsibility, and changed relationships between the council and residents. It introduces the All Age Early Help offer, aiming to provide timely support and reduce the need for crisis services. By enhancing community resilience and promoting local democracy, this initiative seeks to deliver effective, sustainable solutions that truly meet the needs of residents.

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  1. Demand management:A new contract with communities (& Councillors, staff, partners, contractors….)Dr Carolyn WilkinsChief ExecutiveOldham Council

  2. Change: Start with a man and a hedgehog Definition of madness: “Doing the same thing over and over again, and expecting different results” Green Cross Code A third of road fatalities involve someone who failed to look properly

  3. Family Intervention Project Police/ Community Safety Troubled families – An Illustration of Einstein’s madness? CAF Co-ordination Housing Benefit Attendance Service Community Outreach Barnados Social Care Housing Health From 2003 to 2012 A post-it = a contact or intervention

  4. A new model of public services required Re-shaping service demand as part of the changed relationship between the Council and our communities. 12

  5. Why co-operative?

  6. Why co-operative?

  7. What does a Co-operative Council mean for Oldham? It’s a whole-system approach – focused on everyone ‘doing their bit’ and changing relationships Emphasising self-help and responsibility – supporting communities to be more resilient Engaging with communities to design and deliver things in partnership Championing local democracy and community leadership Making the most of the resources we have by securing extra social and economic value through the way we work 12

  8. Changing Demand Profiles: Nudge Enforce 12

  9. Changing Demand Profiles: Conduct Conditionality Incentives/Dividends 12

  10. Changing Demand Profiles: Beyond Services - Issues that matter 12

  11. All Age Early Help Offer: Aims to deliver a service that: Supports residents at the earliest point Focuses on the solutions that can be provided by individuals, households and the community Stops people reaching crisis point and needing input from specialist/crisis services so reduces pressure on these services Providing effective step down offer 12

  12. All Age Early Help Offer: 12

  13. What will be available to people?

  14. All Age Early Help:

  15. It’s not enough to simply say it’s going to be different…

  16. On Sunday, 3rd September 1967, Sweden changed from driving on the left to driving on the right. This is what happened

  17. Changing the lens • “We don’t see things how they are, we see things how we are” • (Anaïs Nin) • “A way of seeing is a way of not seeing” • (Anne Oakley) • Viewing issues through the lens of service, profession or system can limit & distort what we see. Have to change the way we see, understand and behave

  18. Influenced by where we look and the voices we listen to. • Strong professional bias to our learning • Risk is a closed system that ignores local voices and intelligence • Can place insufficient weight on role and perspectives of elected members and public. How We Learn and Change

  19. Deeper understanding of our communities: • Values modes analysis • Social network analysis • Mapping of community assets • Community led commissioning • Voice and Role of Local Leaders Changing what we see and who we hear:

  20. Our approach: • Behaviour Change Framework • Behaviour Change Boot Camps • linked to our commissioning framework • Building on our learning so far • Using academic models of behaviour change - bringing a range of different people together to co-sign solutions to topical issues (e.g. zero waste) - social media warm up campaign to ‘live’ the issue - Hosted by Innovate Oldham Network (iON)

  21. Behaviours: our workforce Supported by Peer Review and People Systems

  22. Shaping Demand …the Calderdale way

  23. Shaping the future

  24. Shaping the future

  25. Building Ambition for Calderdale • Growth- Driving economic development and enterprise • Ambition- Raising aspiration and achievement for all our residents • Resilience: Supporting personal, community and environmental resilience • Sustainability: Managing demand and investing for the future • Efficiency: Delivering efficiency and effectiveness in public services • Fairness: Reducing inequalities and tackling disadvantage

  26. Resilience • Resourceful Communities & Community Anchors • Financial Resilience • Living Well (Loneliness) – ‘neighbourliness is a key asset’ • Service Missions: Risk enablement, co-production, customer-led design

  27. Behaviour Change

  28. Behaviour Change

  29. Behaviour Change

  30. Better Outcomes “I never thought he would be able to travel independently…it will open so many doors for him”

  31. Embedding the approach • Demand Management training: mandatory for key teams • Lean level 1 & 2: ‘common sense for all’ • Customer Insight • Technology, Innovation and ‘Open Organisation’ • Prevention • Early Intervention • Smarter Working and ‘our behaviours’

  32. Resilience Inspired by the Enabled by Design-athon; Enabled by Design, sister organisation FutureGovand Calderdale Councilare bringing the #HacktheHome event to Halifax on 17th September.