Re-imagining Public ServicesProgramme overview / March 2019

An aging population, long term health challenges, social inequalities, integration, housing, climate change.

We have fewer public resources available and changing public expectations.

Image reference: unsplash 2

● Complex Interdependent and interlinked

● CostlyMultiple impacts across large numbers of people at varying levels

● Fast-movingRapidly escalating and evolving

These social challenges are:

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There’s growing consensus that the traditional, top-down model of public service delivery is no longer sufficient

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STATE MARKET

FAMILY COMMUNITY

Complex needs must be met by drawing on all available domains, not just state and market.

Ecosystem approach creates opportunity to build on the community’s own capacities.

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Page | TFL: ENGAGING STAKEHOLDERS 6

Technology helps to manage complexity Facilitating relational models & connections at scale

The Challenge to Move Upstream(Diagram: Centre for Welfare Reform ‘Heading Upstream’ report)

Radical funding cuts leave local authorities standing at a critical point where their options become clearer. ...

The only positive path out of this moment of crisis means embracing two challenges, neither of which is easy, and neither of which has been tested and developed to any significant degree to date in Western welfare states:

1. True leadership - Exercise greater strategic leadership, bring together statutory and non-statutory partners (including citizens and communities themselves) in order to work together to change behaviour for the common good.

2. Rethinking need - Understand the true nature of need and the demand for services and explore how changes in behaviour can develop which will reduce need and strengthen local capacity.

Councils face hard choices

Support fewer

people with highest need

Smaller version of

current system

Prevent need & grow

community capacity

Reduced social

impact

Leadershipof ecosystem

Isolation from ecosystem

Resist complexity & social change

Embrace complexity & social changeDiagram: Centre for Welfare Reform ‘Heading Upstream’ report

Heading Upstream..

Reinventing the role of Local Authority and reinvesting in community

● Leadership to develop an ecosystem of partners to work for the common good

● Rethinking need to understand what changes reduce need and strengthen local capacity.

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Signals in the noise

ShareLab Fund

ShareLab Fund provides financial support and mentoring to organisations that are applying collaborative economy operating models to address social challenges, ranging from homelessness to supporting refugees.

Rethinking Parks

Working with HLF and BLF this £2m fund helps innovators test more sustainable operating models for public parks.

This includes replicating or adapting promising models such as Parks Foundations, and also trialing the use of new digital technologies.

Innovate to Save

Innovate to Save is run by Y Lab - the Public Services Innovation Lab for Wales - a partnership between Nesta and Cardiff University.provides mixed funding and tailored support to trial, implement and scale new ways of delivering public services that deliver cashable savings. I

Centre for Social Action

Nesta’s Social Action Team uses grant funds to support the growth of innovations that mobilise people’s energy and talents to help each other, working alongside public services.

Inclusive Economy Partnership

The Inclusive Economy partnership brings together business, civil society and government to help address major societal challenges facing those on low to middle incomes, including financial inclusion and capability, mental health and transition to work.

Ways to tweak the existing systemVariables for improving services within a traditional, top-down public service model

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PURPOSEWhat are we here to do? What is our role?

OWNERSHIP OPERATING ORGANISING

Legal entityEmployee ownedCooperativeSocial EnterpriseEtc.

(emphasis on distribution of value across a broad-base and on delivering value beyond the financial)

People Who’s (able to be) involved and what capabilities do they have?

GovernanceWho reports to who?

Process How is the need met? What’s the mechanism?

Power Where does power lie in the system?

Revenue modelWhere does the money come from?

Relationship / StructureWhat’s the relationship between individuals / orgs?

TechnologyHow are org’s capabilities facilitated by tech?How does it enable the org to deliver its strategy?

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Exploring ways to transform the systemNew models to enable shift upstream, preventing the need for services downstream

Thinking about new operating models

For any given social need you are trying to address, ask:

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Who’s involved Relationship Ownership / Org Type

Are there different individuals and groups who could be part

of delivering the solution?

Would it be beneficial to change the relationship

between individuals and / or organisations?

Would different ownership and organisation types create better aligned incentives?

Funding method Power Public Sector Role

Are there alternative ways to fund the solution?

Could better results be achieved by changing who is

empowered to act?

Can local government adapt from being service deliverer or commissioner to play different

roles?

Re-imagining ServicesUpstream

Collaborative Network

Experimentation Fund Research

Pilot: Showcase, accelerate & evaluate new

Upstream models

£150,000 pot to fund experiments

(scaling and dissemination of new Upstream models

for public service)

Radical Visions, field research with

councils, ongoing trends work

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Project aims 1. Support local government and public service organisations to adopt new models that address social needs by building: a. awareness of emerging options for new operating

models, especially those that function upstream to affect the underlying causes of need

b. evidence of how they work in practicec. understanding of what is required culturally,

organisationally and financially to put them into practice

2. Reshape the system by which social needs are met by informing practice and policy through the creation and dissemination of robust new knowledge about what works.

3. Support Local Authorities to explore their role as agents of system change. 20

Let’s discuss!