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Let’s Go Southall
Overview
The Business Model outlines the components
needed to support the delivery of the work
streams.
The Work Streams describe the types of activity
needed to deliver whole systems change and
how they interact over the first two years.
Programme Management highlights the
building blocks to support the effective running of
the programme.
Governance (see paper by Ruby) will outline
how decisions are made.
Business Model
Theory of
Change
Impact on
Residents
Work
Streams
Shared
Principles
System &
Partners
Tools &
Methods
Economic
Sustainability
Theory of Change
Shared Principles
We start by walking in
each other’s shoes to
better understand each
other and how we can
support each other
We bring people together
around common issues
and invest in people
working in between
organisations &
communities
We support each other to
learn & share skills to
help influence change
back in our organisations
and communities
We commit to test out in
our own organisations
and lives what we learn
on the programme and
are supported to do so
We share what we learn
with our colleagues,
friends/relatives &
neighbours and invite
them to participate
We recognise that
situations change people,
groups & places that
create unexpected
challenges &
opportunities for change
We are prepared to be
challenged by others &
our own experiences of
navigating change and
see these as
opportunities to learn
We create spaces to
continuously test, review
& refine how we work to
manage risk in a
changing environment
We invest in building
sustainability from the
start to create a culture of
people investing in and
improving our
neighbourhood
Measure impact across the
system
Outcome Impact
Inactive Residents x% motivate others in their social networks to get more active
Residents running activities
to get people more active
x% embed their scaled activity in a way that helps them make a living
x% share with others how to run & scale activities
Impact on skills to apply
whole-systems change
Supported to scale whole-systems change across their organisation and with
partners
Building the capacity of
residents
x% of all residents develop activities to meet their everyday needs and can
influence support & investment from partners
Commissioning activities Organisations & groups prioritise their commissioning on whole-systems
change within & between their organisations
Developing financial
sustainability
Local investors systematically pool investment to implement whole-systems
change in the neighbourhood
x% of partner organisations become self-sustaining
Evaluating & monitoring
impact
Evidence that processes to deliver intervention can be replicated elsewhere
at scale
Impact on Systems Change
Work Streams
Programme
Management
Pre-
Engageme
nt
Engageme
nt
Skills &
Leadership
Developme
nt
Research &
Analysis
Service
Design &
Commissio
ning
Scaling
Activities
0-3 Months
Launch of Programme
Pre-
Engagement
Governance
Development
3-6 Months
Challenges & Insights
Research &
Analysis
Engagement
3-6 Months (cont.)
Practitioners &
Residents in
Communities of
Practice
Community
Connectors
& Peer
Researchers
&
Practitioners
Skills &
Leadership
Development
Programme
6-12 Months
Activities
Commissioned &
Tested
Communities
of Practice
Service Design
&
Commissioning
12-24 Months
Activities
Embedded &
Scaled
Scaling
of
Activities
Embed
Activities
into
Services
Programme Management
Programme
Management
Governance
Programme
Team &
Partners
Digital Tools &
Methods
Business Model
Evaluation &
Assurance
Commissioning
How do we develop the
programme?
Co-design how overall programme is run
• How the programme is managed
• How we communicate and share information
• How we hold each other to account
• What support people need from the programme
Co-design role & responsibilities and support needed for:
• Lead Partners
• Network Providers / Supporting Partners
• Activity Hubs
• Community Connectors
• Practitioners
• Residents
Develop process to co-design each outcome
• Lead Partner responsible for
• Facilitating co-design of their outcome including developing specification of the outcome
• Reporting to Alliance Board on the delivery & impacts of their work stream in achieving its
outcomes and lessons learned
Programme Management
0-3 Months 3-6 Months 6-9 Months 9-12 Months
Assess roles,
responsibilities & skills
needed to manage
programme
Board recruit team
Assess support
required (space,
technology, OD) for
programme team
Develop framework to
manage risk, finance &
evaluation & escalation
process
Co-design digital
platform & tools to
manage programme
Coordinate programme
management
Programme HQ hosts
Lead Partners team
members
Support programme
management for Lead
Partners
Map & prioritise
support programme
can provide partners to
help them deliver
impact
Coordinate reporting &
sharing lessons with
Board and residents
Support sharing &
embedding of methods
used in programme to
other stakeholders
Baseline & regularly
review readiness by
practitioners to deliver
systems change
Map & prioritise
support the programme
can provide residents
to help them get
involved
Adapt digital platform to
enable people to
access support & tools
Coordinate reporting &
sharing lessons with
Board and residents
Communicate
programme activity &
lessons learned
Evaluation & Assurance
Theory of Change
Residents
monitor
impact of
their
behaviours
Participants
in
programmes
monitor
impact on
their change
Board
monitor
impact of
programme
in achieving
objectives
Partners
monitor
impact of
their delivery
of their
activities
Evaluation & Assurance
Area 0-3 Months 3-6 Months 6-9 Months 9-12 Months
Evaluating &
monitoring
impact
Develop tools for
measuring &
tracking
Develop baseline
of motivations,
assets, behaviours
& demographics of
inactive residents
Baseline &
regularly review
interventions
Evaluate activities
in a way that can
refine & challenge
theory of change
Measuring &
tracking systems
change
Develop
framework for
defining,
measuring &
tracking indicators
for systems
change readiness
Baseline &
regularly review
readiness by
practitioners to
deliver systems
change
Develop process
to use
performance to
drive improvement
Evaluate impact of
processes to
deliver intervention
can be replicated
elsewhere at scale
Sharing &
embedding
lessons
Develop
framework for
people to share
lessons learned
from their
involvement
Develop tools for
sharing lessons
Develop process
to use lessons to
drive improvement
Develop support
for residents to
scrutinise
Develop process
for external
challenge
Develop process
to share lessons
with other SE
programmes and
other U Lab
groups
Pre-Engagement
Theory of Change
People
understand &
can shape the
programme
Participate in
community
activities
Workshops
Visual materials
Digital platform
Communications
messages
Communal
activities
Target audiences
& influencers
Service
touchpoints
Pre-Engagement
Outcomes 0-1 Month 1-2 Months 2-3 Months 3-6 Months
Communities &
practitioners (in
particular those not
yet engaged)
understand the aims
& principles of the
programme
Explain aims &
principles of
programme through
different
communities,
services & channels
that meet people’s
learning styles
Including
• Web page
• FAQ
• Email box
Develop content &
website to explain the
aims & principles of
the programme
Develop & promote
engagement activities
& launch event
Use partner channels
& community media to
promote
Launch programme
Co-design how people
want to get involved &
influence the
programme
Segment people by
their motivations to
get involved in the
programme
Develop governance
to enable community
oversight
Board regularly
reviews with partners
& residents what:
• The Alliance is best
placed to do (or
support service
providers to do)
• Service providers
are best placed to
do (or best placed
to support
residents)
• Residents are best
placed to do
Lead Partners &
Partners understand
and can influence
how the programme
is run
Define role &
responsibilities of
Lead Partner
Define support needed
for Lead Partner
Define role &
responsibilities for
Partners & support
needed
Lead Partner co-
designs work stream
with supporting
partners & residents
to produce
specification of work
Board agrees
specification for each
workstream
Lead Partner
commissions
activities for their
work stream and
support for
organisations
delivering activities
Overview of Readiness Phase
Research & Analysis
Theory of Change
What
happened?
•Understand
people’s needs,
assets,
motivations &
behaviours
What is
happening?
•Assess & track
impacts of
interventions on
people &
outcomes
Why did it
happen?
•Review & apply
lessons learned
from interventions
& programme
What will
happen?
•Model future
needs,
behaviours,
demand and
systems change
How can we
make it
happen?
•Plan interventions
that influence
future systems
change
Research & Analysis
Theory of Change
Research & Analysis
0-3 Months 3-6 Months 3-6 Months
Co-design with partners how to
engage & target inactive
residents
Map & prioritise channels
Baseline demographics of
neighbourhood & levels of
inactivity
Develop partnership
programme with universities
for Masters or PhD students to
carry out research
Model baseline through:
Data science to link physical
activity with other variables to
identify risk factors, segment
residents and identify
ethnography participants
Geodemographic profiling
Spatial interaction modelling
(understanding and predicting
flows of people) & Open data
Movement tracking and
analysis (via apps/wearables)
General spatial & aspatial
analysis
Train community connectors &
practitioners to use qualitative
methods (including
ethnographic & digital
methods) to:
Identify routine activities
amongst inactive residents
Map motivations, assets,
needs & behaviours
Map routine activities people
have or want to do
Map factors & people that
influence behaviour in
particular situations &
communities
Map assets and opportunities
Research & Analysis (cont.)
6-9 Months 6-9 Months 9-12 Months
Understand current & optimal
journey people within cohort
use to meet their identified
need/s
Including how residents meet
their needs other than
accessing services
Prioritise assets or individuals
that are most important to
cohort in helping them meet
their need/s
Identify what works to get
people to meet their own needs
themselves or with others
Segment different roles that
cohort/s can play in being self-
sufficient
Co-design research &
behaviour change tool:
Identify & test what methods &
tools work best to enable
people to self-report their
activity, motivations & needs
(from lo-fi to VR)
Test tool/s that ask participants
to record how much physical
activity they do, provide insights
to services to improve their
offers, tailor advice, nudge
behaviour and track impact
Map opportunities & motivations
to engage people & collect data
across touchpoints that inactive
residents need to use for their
routine activities
Model, segment & stratify the
insights using data science
Involve the community
connectors & practitioners in
sense-making and creation of
actionable insight.
Analyse digital data, including
social listening, nature of
council complaints, GPS
location of usage
Carry out predictive modelling
to identify those most at risk of
low physical activity
Social network analysis of
partners to demonstrate
effectiveness of system (and
how it changes over time)
Commissioning
Commissioning through…
Communities of Practice…Communities of Practice
Commissioning
0-6 Months 6-12 Months 12-18 Months 18-24 Months
Develop framework &
principles developed to
commission activity for
the programme
Board commissions
activities for the initial
phase
Alliance Board agree
Challenges for future
Communities of
Practice based on:
Insights on the
motivations, assets,
needs & opportunities
for change of not just
residents but
practitioners too
Commitments in money
or in-kind by Network
Providers to support the
testing of these
Lessons learned from
residents, practitioners
& communities &
external challenge from
SE & U Lab groups
Communities of
Practice get support &
investment from
Alliance Board &
Partners to test
interventions to get
people active
Communities of
Practice supported to
evaluate impact of
interventions to assess
which to scale up
Communities of
Practice to get support
& investment to scale
up selected
interventions
Organisations & groups
get support &
investment to embed
interventions & ways of
working in their
organisations
Engagement
Theory of Change
Examples /
Suggestions
Join a Community
of Practice
Drop into an
Activity Hub
Train to become a
Community
Connector or Peer
Researcher
Take part in an
project
Start a project
Apply to join a
programme to
scale up your
project
Share the story of
your involvement
in the programme
Work for the
project
Join an advisory
group
Connect with our
partners for
volunteering &
skills development
opportunities
Engagement of Inactive Residents
0-3 Months 3-6 Months 6-9 Months 9-12 Months
Map physical & digital
spaces which can act
as activity hubs
Map existing roles
which act as
community connectors,
apprenticeships, work
placements and
volunteering and
touchpoints
Engage groups &
networks that support
different types of
community within the
neighbourhood
Train & pay
practitioners &
residents as community
connectors to:
Identify inactive
residents
Identify & activate
people who can
influence their networks
Enable community
connectors,
researchers &
community of practice
to use activity hubs to
connect to residents
Host open events for
residents to discover &
feedback on the
insights & activities
Connect inactive to
active residents who
share similar
demographics
Support inactive people
who are becoming
more active through the
programme to
encourage their
networks to become
more active
Support activities that
connect different
streets that people
want to walk through
Connect
complementary
activities between
different communities
Community connectors,
activity hubs &
practitioners have
connected & nudged
inactive residents to
activities & approaches
that help them get
active and come
together over common
issues
Community connectors,
activity hubs &
practitioners have
supported residents to
develop ways to meet
their everyday needs
and access support &
investment from
partners & the
programme
Engagement of All Residents
0-3 Months 3-6 Months 6-9 Months 9-12 Months
Co-design process to
engage all residents in
the development of the
programme
Activity Hubs host
activities & Community
Connectors connect
residents to activities
(i.e. popups, festivals)
& partners
communicate
Develop a contractual
offer between
residents, practitioners
& organisations
building on the Southall
Charter, based on
working with each to
understand who is best
placed to do what
Test providing
opportunities where
people can meet their
everyday needs where
people can:
Drop into shared
physical spaces and
discover opportunities
to get active
Participate in activities
to get active
Develop their skills to
meet their needs
Develop activities to
help others get active
Scale activities into
ventures
Support people to navigate
change togetherSkills & Leadership Development
Theory of Change
Skills & Leadership Development
0-3 Months 3-6 Months 6-9 Months 9-12 Months
Community of Practice
set up to test Skills &
Leadership Programme
with Provider Members &
Network Providers
Participants of
Community of Practice
learn, share & apply
whole-systems change
skills to support the
delivery of the initial
phase, including to:
Engage their service
users or members
Carry out research
amongst their service
users or members
Develop their spaces into
activity hubs which can
host community
connectors
Train their colleagues in
whole-systems change to
apply in their service or
activity
Share the insights
Communities of Practice
on Challenges set up
hosted by individual
activity hubs bringing in
residents & practitioners
who influence or are
affected by the Challenge
Set up paid opportunities
for practitioners to
participate in Peer
Reviews, Visits,
Secondments
Communities of Practice
ready to propose & test
interventions on their
respective Challenge
Residents, practitioners
& organisations have
understood the
motivations, capabilities,
needs of people to work
together to help inactive
residents become more
active
Skills Development (cont.)
0-3 Months 3-6 Months 6-9 Months 9-12 Months
Develop Communities of
Practice
Develop support for
practitioners to understand
their own individual &
collective motivations, skills
& needs through the
Communities of Practice
Develop support for
practitioners to understand
the motivations, capabilities,
needs of inactive residents
through the research, own
engagement with service
users/members &
Communities of Practice
Develop roles &
responsibilities for
coordinators, facilitators,
coaches & experts of skills
development programme
Join Communities of
Practice focusing on
common causes
Co-design learning platform
and modules
Recruit facilitators, coaches
& experts
Select Activity Hubs for
skills development
programme
Develop pastoral support for
participants
Co-design interaction
between skills development
programme and engagement
with residents & partner
organisations
Develop support to enable
practitioners to adapt their
ways of working with
residents, service users,
colleagues & partners
Develop support for
practitioners to test &
evaluate the impact of
interventions to help inactive
residents set up through
Communities of Practice
Develop support to enable
practitioners to embed
insights, ways of working &
relevant interventions in
their organisation
Develop support to enable
practitioners to scale whole-
systems change across their
organisation and with
partners
Digital Platforms & Tools
0-3 Months 3-6 Months 6-9 Months 9-12 Months
Co-design digital
platform & tools to
manage programme
Residents &
practitioners co-design
together digital &
physical tools to be able
to
Track & use insight &
data
Connect with others on
common causes
Develop ideas & test
interventions
Residents use data &
insight to understand &
change behaviour
(service design &
engagement)
Adapt digital platform to
enable people to access
support & tools
Practitioners adjust face
to face & digital
pathways & touchpoints
to engage & support
inactive residents (i.e.
through commissioning,
customer service,
assessment,
signposting, social
prescribing)
Activity Hubs
0-3 Months 3-6 Months 6-9 Months 9-12 Months
Co-design roles,
responsibilities &
support needed for
Activity Hubs &
Community Connectors
Develop process to
enable Activity Hubs to
host research,
community connectors
& activities
Co-design with Activity
Hubs support (tools,
technology, investment)
they need to act as
Hubs
Develop process to
enable Activity Hubs to
develop pathways with
services & leisure
providers
Develop process (i.e.
accelerator programme)
to support Activity Hubs
to scale, support others
to scale and become
financially sustainable
Review impact of and
support for Activity
Hubs
Embed Impact into Services
Theory of Change
Only example used to suggest indicative theory of change
Embed Impact into Services
0-6 Months 6-12 Months 12-18 Months 18-24 Months 24-36 Months
Develop framework
to embed
interventions into
services
Co-design
framework to
develop network of
support & services in
communities to help
people get active
Prioritise partners
that have the
greatest influence on
meeting the need
Map touchpoints &
activity (show level
of demand and
resources available
for citizens to be
active)
Understand current
& desired user
journeys of inactive
residents to meet
their needs
Assess factors that
will impact on the
need & solution
Understand
stakeholders helping
meet the need,
resources being
used
Secure
commitments from
partners to adjust
existing
resources/processes
to support people to
meet the identified
need themselves
Co-design support
offer for inactive
residents
Prototype elements
of the desired
customer journey &
pathway
Prototype, evaluate
& refine processes,
roles & skills needed
to embed the
interventions with
partners
Support their service
providers and
statutory partners to
test interventions &
ways of working
from this programme
in their relevant work
Develop
roadmap, blueprint
& change
management for
embedding
intervention
Align referrals &
pathways into
validated
interventions from
the programme
Work across
partners to-define
respective roles
Assess impacts of
changes & level of
readiness with
residents & staff
Align to Future
Ealing
Scaling of Activities (Year 2)
0-3 Months 3-6 Months
Work with service users & residents to develop an
activity or service based on their motivations,
capabilities & needs
Work with other service / infrastructure providers to
understand what other assets the activity or service
could use
Work with commissioners / investors to understand
what would make them pay for it
Work with active residents to understand what would
make them devote time & energy to it
Bring the above together to develop or scale an
activity or service that people want to use and that can
be sustained.
Work with people wanting to scale activities to firm up
their motivations & priorities and the impact they want
to achieve
Help people understand what within their activity or
service significantly adds value:
Activities delivered
Ways of working & skills
Models that help make the activity or service
successful
Help people make the activity & service relevant
beyond their initial context, be that a specific issue or
geographical area
Help people understand how they’re going to make
the activity or service financially sustainable:
Work with the different stakeholders to start testing
different ways to scale and how receptive each is to
the initial assumptions
Grow the activity’s organisation
to deliver
Scaling of Activities (Year 2)
(cont.)
6-9 Months 9-12 Months
Test out methods, activities & delivery models to be
scaled
Assess what & how much types of resources are
needed to make it scale and what infrastructure they
can make use of across the partners (i.e. access to
service users, physical & digital spaces to host the
service, back-office tools or services, skills)
Help support activities to grow and sustain themselves
through helping them mobilise neighbourhood
investment, turning into community businesses or get
into employment
Help projects adapt to other streets or different
purposes, connecting different groups, embedding
physical activity into the diverse community activities
to encourage wider participation
Assess the need for different skills & knowledge,
organisational development & governance to scale
Identify whether activity is best placed to develop
these itself or bring in new expertise from elsewhere
Help embed the activities into wider social activities
within the neighbourhoods
Economic Sustainability
0-6 Months 6-12 Months 12-18 Months 18-24 Months
Map & bring together
commissioners of
services (i.e.
council/CCG), investors
(i.e. property developers),
employers (i.e. for
sponsorship, employee
volunteering and
additional social value) &
organisations who
provide the infrastructure
for individual investment
(i.e. crowdfunding)
Develop support for
Alliance to test capability
to commission on behalf
of other services
Develop support for
Alliance to test different
business models (i.e.
collective impact bonds)
for the overall
programme and for the
interventions it is funding
Develop support for local
investors to test ways to
secure wider social
investment (i.e. Local
Outcomes Fund, Local
Giving)
x£ pooled by local
investors to match fund
programme funding
Alliance commissions on
behalf of other services
and generates external
income & funding
Local investors secured
wider investment to
sustain whole-systems
change
Partners tested out ways
to become self-funding
Local investors
systematically pool
investment to implement
whole-systems change in
the neighbourhood
x% of partner
organisations become
self-sustaining
Business Model & ROI
0-6 Months 6-12 Months 12-18 Months 18-24 Months
Co-design process to
match commitments
by partners to support
& investment
Develop feasibility
assessment
Use insights from
Research &
Evaluation to define
measurable
outcomes, unit costs
of
intervention/service,
target cohorts (and
their characteristics)
& period to achieve
them
Develop fund
aggregating
investment from
partners that pays out
against delivery of
outcomes (i.e. impact
bond)
Develop criteria for
awards against fund
Test intervention/s
versus control group
Evaluate the impact of
the outcomes,
economic benefits for
each partner, process
& investment model
used
Evaluate the
performance of the
investment on the
return
Influencing the System
Theory of Change
Map levers
organisations can
use throughout the
programme & system
Organisations select
levers they are best
placed to use to
influence
Organisations map &
prioritise
stakeholders &
strategies that need
influencing
Increases community
connections
Improve commissioners’
understanding & involvement of
residents
Join up services around
residents
Inform prioritisation of
infrastructure improvements
Enable policy makers to embed
principles from the projects into
commissioning & strategy
Commitments
Commitments
Commitments

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Whole Systems Change Programme

  • 2. Overview The Business Model outlines the components needed to support the delivery of the work streams. The Work Streams describe the types of activity needed to deliver whole systems change and how they interact over the first two years. Programme Management highlights the building blocks to support the effective running of the programme. Governance (see paper by Ruby) will outline how decisions are made.
  • 3. Business Model Theory of Change Impact on Residents Work Streams Shared Principles System & Partners Tools & Methods Economic Sustainability
  • 5. Shared Principles We start by walking in each other’s shoes to better understand each other and how we can support each other We bring people together around common issues and invest in people working in between organisations & communities We support each other to learn & share skills to help influence change back in our organisations and communities We commit to test out in our own organisations and lives what we learn on the programme and are supported to do so We share what we learn with our colleagues, friends/relatives & neighbours and invite them to participate We recognise that situations change people, groups & places that create unexpected challenges & opportunities for change We are prepared to be challenged by others & our own experiences of navigating change and see these as opportunities to learn We create spaces to continuously test, review & refine how we work to manage risk in a changing environment We invest in building sustainability from the start to create a culture of people investing in and improving our neighbourhood
  • 6. Measure impact across the system Outcome Impact Inactive Residents x% motivate others in their social networks to get more active Residents running activities to get people more active x% embed their scaled activity in a way that helps them make a living x% share with others how to run & scale activities Impact on skills to apply whole-systems change Supported to scale whole-systems change across their organisation and with partners Building the capacity of residents x% of all residents develop activities to meet their everyday needs and can influence support & investment from partners Commissioning activities Organisations & groups prioritise their commissioning on whole-systems change within & between their organisations Developing financial sustainability Local investors systematically pool investment to implement whole-systems change in the neighbourhood x% of partner organisations become self-sustaining Evaluating & monitoring impact Evidence that processes to deliver intervention can be replicated elsewhere at scale Impact on Systems Change
  • 8. 0-3 Months Launch of Programme Pre- Engagement Governance Development
  • 9. 3-6 Months Challenges & Insights Research & Analysis Engagement
  • 10. 3-6 Months (cont.) Practitioners & Residents in Communities of Practice Community Connectors & Peer Researchers & Practitioners Skills & Leadership Development Programme
  • 11. 6-12 Months Activities Commissioned & Tested Communities of Practice Service Design & Commissioning
  • 13. Programme Management Programme Management Governance Programme Team & Partners Digital Tools & Methods Business Model Evaluation & Assurance Commissioning
  • 14. How do we develop the programme? Co-design how overall programme is run • How the programme is managed • How we communicate and share information • How we hold each other to account • What support people need from the programme Co-design role & responsibilities and support needed for: • Lead Partners • Network Providers / Supporting Partners • Activity Hubs • Community Connectors • Practitioners • Residents Develop process to co-design each outcome • Lead Partner responsible for • Facilitating co-design of their outcome including developing specification of the outcome • Reporting to Alliance Board on the delivery & impacts of their work stream in achieving its outcomes and lessons learned
  • 15. Programme Management 0-3 Months 3-6 Months 6-9 Months 9-12 Months Assess roles, responsibilities & skills needed to manage programme Board recruit team Assess support required (space, technology, OD) for programme team Develop framework to manage risk, finance & evaluation & escalation process Co-design digital platform & tools to manage programme Coordinate programme management Programme HQ hosts Lead Partners team members Support programme management for Lead Partners Map & prioritise support programme can provide partners to help them deliver impact Coordinate reporting & sharing lessons with Board and residents Support sharing & embedding of methods used in programme to other stakeholders Baseline & regularly review readiness by practitioners to deliver systems change Map & prioritise support the programme can provide residents to help them get involved Adapt digital platform to enable people to access support & tools Coordinate reporting & sharing lessons with Board and residents Communicate programme activity & lessons learned
  • 16. Evaluation & Assurance Theory of Change Residents monitor impact of their behaviours Participants in programmes monitor impact on their change Board monitor impact of programme in achieving objectives Partners monitor impact of their delivery of their activities
  • 17. Evaluation & Assurance Area 0-3 Months 3-6 Months 6-9 Months 9-12 Months Evaluating & monitoring impact Develop tools for measuring & tracking Develop baseline of motivations, assets, behaviours & demographics of inactive residents Baseline & regularly review interventions Evaluate activities in a way that can refine & challenge theory of change Measuring & tracking systems change Develop framework for defining, measuring & tracking indicators for systems change readiness Baseline & regularly review readiness by practitioners to deliver systems change Develop process to use performance to drive improvement Evaluate impact of processes to deliver intervention can be replicated elsewhere at scale Sharing & embedding lessons Develop framework for people to share lessons learned from their involvement Develop tools for sharing lessons Develop process to use lessons to drive improvement Develop support for residents to scrutinise Develop process for external challenge Develop process to share lessons with other SE programmes and other U Lab groups
  • 18. Pre-Engagement Theory of Change People understand & can shape the programme Participate in community activities Workshops Visual materials Digital platform Communications messages Communal activities Target audiences & influencers Service touchpoints
  • 19. Pre-Engagement Outcomes 0-1 Month 1-2 Months 2-3 Months 3-6 Months Communities & practitioners (in particular those not yet engaged) understand the aims & principles of the programme Explain aims & principles of programme through different communities, services & channels that meet people’s learning styles Including • Web page • FAQ • Email box Develop content & website to explain the aims & principles of the programme Develop & promote engagement activities & launch event Use partner channels & community media to promote Launch programme Co-design how people want to get involved & influence the programme Segment people by their motivations to get involved in the programme Develop governance to enable community oversight Board regularly reviews with partners & residents what: • The Alliance is best placed to do (or support service providers to do) • Service providers are best placed to do (or best placed to support residents) • Residents are best placed to do Lead Partners & Partners understand and can influence how the programme is run Define role & responsibilities of Lead Partner Define support needed for Lead Partner Define role & responsibilities for Partners & support needed Lead Partner co- designs work stream with supporting partners & residents to produce specification of work Board agrees specification for each workstream Lead Partner commissions activities for their work stream and support for organisations delivering activities
  • 21. Research & Analysis Theory of Change What happened? •Understand people’s needs, assets, motivations & behaviours What is happening? •Assess & track impacts of interventions on people & outcomes Why did it happen? •Review & apply lessons learned from interventions & programme What will happen? •Model future needs, behaviours, demand and systems change How can we make it happen? •Plan interventions that influence future systems change
  • 23. Research & Analysis 0-3 Months 3-6 Months 3-6 Months Co-design with partners how to engage & target inactive residents Map & prioritise channels Baseline demographics of neighbourhood & levels of inactivity Develop partnership programme with universities for Masters or PhD students to carry out research Model baseline through: Data science to link physical activity with other variables to identify risk factors, segment residents and identify ethnography participants Geodemographic profiling Spatial interaction modelling (understanding and predicting flows of people) & Open data Movement tracking and analysis (via apps/wearables) General spatial & aspatial analysis Train community connectors & practitioners to use qualitative methods (including ethnographic & digital methods) to: Identify routine activities amongst inactive residents Map motivations, assets, needs & behaviours Map routine activities people have or want to do Map factors & people that influence behaviour in particular situations & communities Map assets and opportunities
  • 24. Research & Analysis (cont.) 6-9 Months 6-9 Months 9-12 Months Understand current & optimal journey people within cohort use to meet their identified need/s Including how residents meet their needs other than accessing services Prioritise assets or individuals that are most important to cohort in helping them meet their need/s Identify what works to get people to meet their own needs themselves or with others Segment different roles that cohort/s can play in being self- sufficient Co-design research & behaviour change tool: Identify & test what methods & tools work best to enable people to self-report their activity, motivations & needs (from lo-fi to VR) Test tool/s that ask participants to record how much physical activity they do, provide insights to services to improve their offers, tailor advice, nudge behaviour and track impact Map opportunities & motivations to engage people & collect data across touchpoints that inactive residents need to use for their routine activities Model, segment & stratify the insights using data science Involve the community connectors & practitioners in sense-making and creation of actionable insight. Analyse digital data, including social listening, nature of council complaints, GPS location of usage Carry out predictive modelling to identify those most at risk of low physical activity Social network analysis of partners to demonstrate effectiveness of system (and how it changes over time)
  • 27. Commissioning 0-6 Months 6-12 Months 12-18 Months 18-24 Months Develop framework & principles developed to commission activity for the programme Board commissions activities for the initial phase Alliance Board agree Challenges for future Communities of Practice based on: Insights on the motivations, assets, needs & opportunities for change of not just residents but practitioners too Commitments in money or in-kind by Network Providers to support the testing of these Lessons learned from residents, practitioners & communities & external challenge from SE & U Lab groups Communities of Practice get support & investment from Alliance Board & Partners to test interventions to get people active Communities of Practice supported to evaluate impact of interventions to assess which to scale up Communities of Practice to get support & investment to scale up selected interventions Organisations & groups get support & investment to embed interventions & ways of working in their organisations
  • 28. Engagement Theory of Change Examples / Suggestions Join a Community of Practice Drop into an Activity Hub Train to become a Community Connector or Peer Researcher Take part in an project Start a project Apply to join a programme to scale up your project Share the story of your involvement in the programme Work for the project Join an advisory group Connect with our partners for volunteering & skills development opportunities
  • 29. Engagement of Inactive Residents 0-3 Months 3-6 Months 6-9 Months 9-12 Months Map physical & digital spaces which can act as activity hubs Map existing roles which act as community connectors, apprenticeships, work placements and volunteering and touchpoints Engage groups & networks that support different types of community within the neighbourhood Train & pay practitioners & residents as community connectors to: Identify inactive residents Identify & activate people who can influence their networks Enable community connectors, researchers & community of practice to use activity hubs to connect to residents Host open events for residents to discover & feedback on the insights & activities Connect inactive to active residents who share similar demographics Support inactive people who are becoming more active through the programme to encourage their networks to become more active Support activities that connect different streets that people want to walk through Connect complementary activities between different communities Community connectors, activity hubs & practitioners have connected & nudged inactive residents to activities & approaches that help them get active and come together over common issues Community connectors, activity hubs & practitioners have supported residents to develop ways to meet their everyday needs and access support & investment from partners & the programme
  • 30. Engagement of All Residents 0-3 Months 3-6 Months 6-9 Months 9-12 Months Co-design process to engage all residents in the development of the programme Activity Hubs host activities & Community Connectors connect residents to activities (i.e. popups, festivals) & partners communicate Develop a contractual offer between residents, practitioners & organisations building on the Southall Charter, based on working with each to understand who is best placed to do what Test providing opportunities where people can meet their everyday needs where people can: Drop into shared physical spaces and discover opportunities to get active Participate in activities to get active Develop their skills to meet their needs Develop activities to help others get active Scale activities into ventures
  • 31. Support people to navigate change togetherSkills & Leadership Development Theory of Change
  • 32. Skills & Leadership Development 0-3 Months 3-6 Months 6-9 Months 9-12 Months Community of Practice set up to test Skills & Leadership Programme with Provider Members & Network Providers Participants of Community of Practice learn, share & apply whole-systems change skills to support the delivery of the initial phase, including to: Engage their service users or members Carry out research amongst their service users or members Develop their spaces into activity hubs which can host community connectors Train their colleagues in whole-systems change to apply in their service or activity Share the insights Communities of Practice on Challenges set up hosted by individual activity hubs bringing in residents & practitioners who influence or are affected by the Challenge Set up paid opportunities for practitioners to participate in Peer Reviews, Visits, Secondments Communities of Practice ready to propose & test interventions on their respective Challenge Residents, practitioners & organisations have understood the motivations, capabilities, needs of people to work together to help inactive residents become more active
  • 33. Skills Development (cont.) 0-3 Months 3-6 Months 6-9 Months 9-12 Months Develop Communities of Practice Develop support for practitioners to understand their own individual & collective motivations, skills & needs through the Communities of Practice Develop support for practitioners to understand the motivations, capabilities, needs of inactive residents through the research, own engagement with service users/members & Communities of Practice Develop roles & responsibilities for coordinators, facilitators, coaches & experts of skills development programme Join Communities of Practice focusing on common causes Co-design learning platform and modules Recruit facilitators, coaches & experts Select Activity Hubs for skills development programme Develop pastoral support for participants Co-design interaction between skills development programme and engagement with residents & partner organisations Develop support to enable practitioners to adapt their ways of working with residents, service users, colleagues & partners Develop support for practitioners to test & evaluate the impact of interventions to help inactive residents set up through Communities of Practice Develop support to enable practitioners to embed insights, ways of working & relevant interventions in their organisation Develop support to enable practitioners to scale whole- systems change across their organisation and with partners
  • 34. Digital Platforms & Tools 0-3 Months 3-6 Months 6-9 Months 9-12 Months Co-design digital platform & tools to manage programme Residents & practitioners co-design together digital & physical tools to be able to Track & use insight & data Connect with others on common causes Develop ideas & test interventions Residents use data & insight to understand & change behaviour (service design & engagement) Adapt digital platform to enable people to access support & tools Practitioners adjust face to face & digital pathways & touchpoints to engage & support inactive residents (i.e. through commissioning, customer service, assessment, signposting, social prescribing)
  • 35. Activity Hubs 0-3 Months 3-6 Months 6-9 Months 9-12 Months Co-design roles, responsibilities & support needed for Activity Hubs & Community Connectors Develop process to enable Activity Hubs to host research, community connectors & activities Co-design with Activity Hubs support (tools, technology, investment) they need to act as Hubs Develop process to enable Activity Hubs to develop pathways with services & leisure providers Develop process (i.e. accelerator programme) to support Activity Hubs to scale, support others to scale and become financially sustainable Review impact of and support for Activity Hubs
  • 36. Embed Impact into Services Theory of Change Only example used to suggest indicative theory of change
  • 37. Embed Impact into Services 0-6 Months 6-12 Months 12-18 Months 18-24 Months 24-36 Months Develop framework to embed interventions into services Co-design framework to develop network of support & services in communities to help people get active Prioritise partners that have the greatest influence on meeting the need Map touchpoints & activity (show level of demand and resources available for citizens to be active) Understand current & desired user journeys of inactive residents to meet their needs Assess factors that will impact on the need & solution Understand stakeholders helping meet the need, resources being used Secure commitments from partners to adjust existing resources/processes to support people to meet the identified need themselves Co-design support offer for inactive residents Prototype elements of the desired customer journey & pathway Prototype, evaluate & refine processes, roles & skills needed to embed the interventions with partners Support their service providers and statutory partners to test interventions & ways of working from this programme in their relevant work Develop roadmap, blueprint & change management for embedding intervention Align referrals & pathways into validated interventions from the programme Work across partners to-define respective roles Assess impacts of changes & level of readiness with residents & staff Align to Future Ealing
  • 38. Scaling of Activities (Year 2) 0-3 Months 3-6 Months Work with service users & residents to develop an activity or service based on their motivations, capabilities & needs Work with other service / infrastructure providers to understand what other assets the activity or service could use Work with commissioners / investors to understand what would make them pay for it Work with active residents to understand what would make them devote time & energy to it Bring the above together to develop or scale an activity or service that people want to use and that can be sustained. Work with people wanting to scale activities to firm up their motivations & priorities and the impact they want to achieve Help people understand what within their activity or service significantly adds value: Activities delivered Ways of working & skills Models that help make the activity or service successful Help people make the activity & service relevant beyond their initial context, be that a specific issue or geographical area Help people understand how they’re going to make the activity or service financially sustainable: Work with the different stakeholders to start testing different ways to scale and how receptive each is to the initial assumptions Grow the activity’s organisation to deliver
  • 39. Scaling of Activities (Year 2) (cont.) 6-9 Months 9-12 Months Test out methods, activities & delivery models to be scaled Assess what & how much types of resources are needed to make it scale and what infrastructure they can make use of across the partners (i.e. access to service users, physical & digital spaces to host the service, back-office tools or services, skills) Help support activities to grow and sustain themselves through helping them mobilise neighbourhood investment, turning into community businesses or get into employment Help projects adapt to other streets or different purposes, connecting different groups, embedding physical activity into the diverse community activities to encourage wider participation Assess the need for different skills & knowledge, organisational development & governance to scale Identify whether activity is best placed to develop these itself or bring in new expertise from elsewhere Help embed the activities into wider social activities within the neighbourhoods
  • 40. Economic Sustainability 0-6 Months 6-12 Months 12-18 Months 18-24 Months Map & bring together commissioners of services (i.e. council/CCG), investors (i.e. property developers), employers (i.e. for sponsorship, employee volunteering and additional social value) & organisations who provide the infrastructure for individual investment (i.e. crowdfunding) Develop support for Alliance to test capability to commission on behalf of other services Develop support for Alliance to test different business models (i.e. collective impact bonds) for the overall programme and for the interventions it is funding Develop support for local investors to test ways to secure wider social investment (i.e. Local Outcomes Fund, Local Giving) x£ pooled by local investors to match fund programme funding Alliance commissions on behalf of other services and generates external income & funding Local investors secured wider investment to sustain whole-systems change Partners tested out ways to become self-funding Local investors systematically pool investment to implement whole-systems change in the neighbourhood x% of partner organisations become self-sustaining
  • 41. Business Model & ROI 0-6 Months 6-12 Months 12-18 Months 18-24 Months Co-design process to match commitments by partners to support & investment Develop feasibility assessment Use insights from Research & Evaluation to define measurable outcomes, unit costs of intervention/service, target cohorts (and their characteristics) & period to achieve them Develop fund aggregating investment from partners that pays out against delivery of outcomes (i.e. impact bond) Develop criteria for awards against fund Test intervention/s versus control group Evaluate the impact of the outcomes, economic benefits for each partner, process & investment model used Evaluate the performance of the investment on the return
  • 42. Influencing the System Theory of Change Map levers organisations can use throughout the programme & system Organisations select levers they are best placed to use to influence Organisations map & prioritise stakeholders & strategies that need influencing Increases community connections Improve commissioners’ understanding & involvement of residents Join up services around residents Inform prioritisation of infrastructure improvements Enable policy makers to embed principles from the projects into commissioning & strategy