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London policy officers network 27 November 2009 Brigitte Gohdes
Outline• Reminder ... London Collaborative and YF• Future ... coping with the crisis • Innovation... not wasting the crisis• One key theme: behaviour change• London Collaborative work in progress
... making London’s public sector greater than the sum of its part
developing resilience and joint problem solving
creating a network of over 350 senior council and other public services staff
working on future challenges including behaviour change and more for less
What is unique about Collaborative
Based on voluntary participation and building relationships amongst large leadership team
Sharing ideas, experiences, emerging models
Networking across geographical and sectoral boundaries
Linking specialists and generalists
Using specific urgent problems as catalyst for networking
Research
Ideas/strategies
Networks
Daily life
Health
Learning Launchpad
Innovation Justice and Youth
Neighbourhoods
Wellbeing
London Collaborative
Local projects
Demonstrations
Launchpad
New enterprises
Studio schools
Asylum Justice
Maslaha
School of Everything
Fixmystreet
Resilience programme
Y
YY
Y
…a centre for social innovation, identifying and addressing social needs
“The future is already here, it is just unevenly
distributed”
William Gibson
The context for all futures thinking
Fixing the futureNeed for investment in what’s going to be needed in the future not industries of the past• social care• green economy
London’s strengths• Health as significant economic sector• Academic sector
Increased interest in …• reducing dependency• reducing big state• ‘co-production’ of outcomes• mutual aid• behaviour change• new dialogues with residents/customers• potential of new technologies, particularly new media
The big picture
Mercer global quality of living survey 2006
•Economic environment (currency exchange regulations, banking services, etc)•Socio-cultural environment (censorship, limitations on personal freedom, etc)•Health and sanitation (medical services, infectious diseases, sewage, waste disposal, air pollution, •Consumer goods (availability of food/daily consumption items, cars, etc)•Housing (housing, household appliances, furniture, maintenance services, etc)•Natural environment (climate, record of natural disasters)•Schools and education (standard and availability of international schools, etc)•Public services and transportation (electricity, water, public •transport, traffic congestion, etc)•Political and social environment (political stability, crime, law enforcement, etc) •Recreation (restaurants, theatres, cinemas, sports and leisure, etc)
Comparing London
Annual survey of liveability in 51 cities measuring indicators in 10 domains
Who should we be comparing to and learning from?Similar world cities – New York, Paris, Berlin – or next generation ones …
Work on efficiency and value in progress at The Young Foundation
Twelve types of efficiency: some well known and underway, others more challenging
Economies of …1. pure economies – stopping doing things 2. trimming – freezes, efficiency savings 3. delay – to capital, pay rises
4. scale – eg aggregating call centres, platforms like the School of Everything
5. scope – eg one stop shops, multi-purpose personal advisers, neighbourhood media
Work on efficiency and value in progress at The Young Foundation
Economies of … 6. flow – eg hospitals specialising in a few operations, Health Impact Contracts/Social Impact Bonds to stem flow of high cost events
7. penetration – eg Combined Heat and Power, street concierges
8. responsibility – passing responsibility out to citizens
9. circuit – reducing failure demand, repeats, costs of inaction (recidivism in crime, hospital repeated readmissions)10. visibility – mobilising public eyes (eg MP’s expenses), power of shame 11. information enrichment – to improve performance (NHS evidence – easy access to evidence on what works), public feedback
12. commitment – shifting provision from low to high commitment people and organisations (tapping into volunteer labour, motivation…)
London Collaborative workshops on tough times: a few key messages
• Shift from providing services to making people more self-reliant
• Recognise and nurture altruism in public and in institutions
• Maintain optimism, energy and a focus on medium and longer-term … not just crisis
One model for considering our responses: conducting the orchestra
Internal changes:
Efficiency programmes, develop new
competencies & innovation muscle
Externalise: outsource,
transfer functions
Commission & partner:
Work with PCTs, police to reduce duplicaotin
Engage
Use behaviour change techniques; co-production
of outcomes with communities
Stop Service
based on Tony Smith, Birmingham City Council presentation at LBBD workshop
councils and their partners transforming,
joining up, saving
“It is common sense to take a method and try it. If it fails, admit it frankly and try another. But above all, trysomething.”
Franklin D. Roosevelt
End to end innovation
Not wasting the crisis - innovation as a response
© British Telecommunications plc
Incremental and step change in Local Government
1945 1975 1995 2010
Developments in
technology, expectation
and complexity
Post war reconstruction
New public management
Networked Local Governance
Post-bureaucratic?
Solutions in one time frame....
Focus Current
Changing role A successful single organisation
Savings Departmentally driven savings of £80m in 8 years
Satisfaction Continuous improvement in services
Economy of Barnet Leadership time spent on managing services
Intractable problems Culture of dependency on provision
Proposed change
One public sector
Economies of scope and scale through partnership
Access based on life events, personalisation and choice
Looking outward and becoming commissioners
Boundaries and incentives to change behaviour
© British Telecommunications plc
One theme in innovation: behaviour change
Who do you think is at fault for causing obesity among children?
Who do you think is responsible for tackling obesity among children?
0 10 20 30 40 50 60 70 80
The parents of the individual
Food and drink manufacturers
Restaurants and fast food outlets
Schools
The individual
Supermarkets
The government
Not stated
None of these
Workplaces
Other
%
Promoting walking to school in Merton
Wimbledon town centre at 8am - swiping cards, getting points and vouchers
Sorting the everyday
• The neighbourly way to sort the everyday
• Co-design and delivery
Creative IdeasPractical Solutions
Changing Lives
More example/research to check out • London Collaborative report on incentives
cards• Barnet pilot evaluation • Research by Gerry Stoker at Southampton• Healthy Incentives, Birmingham East and North
PCT– Tackling health inequalities to influence behaviours of 3 cohorts
• Camden energy meters on housing estate- Three different types of reading to see what works best
Creative IdeasPractical Solutions
Changing Lives
http://www.youtube.com/watch?v=2lXh2n0aPyw
and behaviour change can be fun
London Collaborative strand on behaviour change: sharing and extending our practice • Sessions to share examples, learn and apply our evaluation framework
• Capital Ambition guide to behaviour change
and behaviour change can be fun – visit:
http://www.youtube.com/watch?v=2lXh2n0aPyw
Collaborative strand on innovation: methods, theory and practice
Two ideas evenings on approaches to innovation and practical examples in the summerPaper on innovation in tough times available (work in progress)
Coming up: applying a number of methods to specific issues• 1 Dec 2009: mapping user journeys and worklessness among young people• Next year: ideas bank on new Network London, on older people• Social Innovation Camp to develop ideas into real solutions
London futures challenge: redesigning the future shape of London public sector 1: more for less public money - redesigning the relationship
between the state and citizens 2: redesigning the organisation with leaner management and
fewer staff 3: redesigning the relationship between the local and central
