Change: Start with a man and a hedgehog

Demand management:

A new contract with communities

(& Councillors, staff, partners, contractors….)

Dr Carolyn WilkinsChief ExecutiveOldham Council

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 CodeA third of road fatalities involve someone who failed to look properly

Troubled families – An Illustration of Einstein’s madness?

From2003

to2012

Police/Community

Safety

A post-it = a contact or intervention

Health Social Care HousingCommunityOutreach

CAFCo-ordination

AttendanceService

HousingBenefit

BarnadosFamily

InterventionProject

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A new model of public services required

Re-shaping service demand as part of the changed relationship between the Council and our communities.

Why co-operative?

Why co-operative?

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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

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Changing Demand Profiles:

• Nudge• Enforce

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Changing Demand Profiles:

•Conduct Conditionality

•Incentives/Dividends

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Changing Demand Profiles:

• Beyond Services - Issues that matter

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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

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All Age Early Help Offer:

What will be available to people?

All Age Early Help:

It’s not enough to simply say it’s going to be differ-ent…

On Sunday, 3rd September 1967, Sweden changed from driving on the left to driving on the

right. This is what happened

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

• 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

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:

Our approach:

• Behaviour Change Framework

• Behaviour Change Boot Camps

- 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)

- linked to our commissioning framework- Building on our learning so far- Using academic models of behaviour change

Behaviours: our workforce

Supported by Peer Review and People Systems

Shaping Demand

…the Calderdale way

Shaping the future

Shaping the future

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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

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Resilience

• Resourceful Communities & Community Anchors

• Financial Resilience• Living Well (Loneliness) –

‘neighbourliness is a key asset’• Service Missions: Risk enablement, co-

production, customer-led design

Behaviour Change

Behaviour Change

Behaviour Change

Better Outcomes

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

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’

Resilience

Inspired by the Enabled by Design-athon; Enabled by Design, sister organisation FutureGov and Calderdale Council are bringing the #HacktheHome event to Halifax on 17th September.