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Demand management: A new contract with communities (& Councillors, staff, partners, contractors….) Dr Carolyn Wilkins Chief Executive Oldham Council. Change: Start with a man and a hedgehog. Definition of madness: “Doing the same thing over and over again, and expecting different results”. - PowerPoint PPT Presentation
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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
12
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?
12
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
Changing Demand Profiles:
• Nudge• Enforce
12
Changing Demand Profiles:
•Conduct Conditionality
•Incentives/Dividends
12
Changing Demand Profiles:
• Beyond Services - Issues that matter
12
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
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
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
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.