CHANGING SYSTEMS FOR PEOPLE WITH …...EXECUTIVE SUMMARY INTRODUCTION Fulfilling Lives1 is an...
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CHANGING SYSTEMS FOR PEOPLE WITH MULTIPLE AND COMPLEX NEEDS EVALUATION OF FULFILLING LIVES NEWCASTLE AND GATESHEAD 2017
Writtenby:JulietteHough
[email protected]+44(0)2078206300@NEFRegisteredcharitynumber1055254©2017TheNewEconomicsFoundation
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CONTENTS ExecutiveSummary........................................................................................................................3
Introduction.....................................................................................................................................................3
Keyfindings.....................................................................................................................................................3
Conclusions......................................................................................................................................................6
Recommendationsforthefuturedevelopmentoftheprogramme........................................7
Introduction...................................................................................................................................10
AboutFulfillingLivesNewcastleandGateshead..........................................................................10
Aboutthisresearch...................................................................................................................................12
Systemschangetheory............................................................................................................................14
Systemschangeoutcomes.........................................................................................................18
OutcomesoftheSystemBroker-ledwork......................................................................................18
Changesexperienced/implementedbypartners.........................................................................21
Influencinglanguageandculture........................................................................................................24
Influencingthepre-conditionsofsystemschange......................................................................25
Achievingsystemschange:theprocess................................................................................30
Stagesinthesystemschangeprocess...............................................................................................30
Routestosystemschange.......................................................................................................................33
Rolesinthesystemschangeprocess.................................................................................................35
Learningabouttheprocess...................................................................................................................40
Scaleandsustainability..............................................................................................................43
Stepstoscaleandsustainability:theSixStepModel.................................................................43
Routestoscaleandsustainability.......................................................................................................43
Conclusionsandrecommendations.......................................................................................47
Conclusions...................................................................................................................................................47
Recommendationsforthefuturedevelopmentoftheprogramme.....................................47
Endnotes..........................................................................................................................................51
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EXECUTIVE SUMMARY
INTRODUCTION FulfillingLives1isaneight-yearprogrammefundedbytheBigLotteryaimedatpeoplewithmultipleandcomplexneeds-individualswhoarelikelytoexperienceatleastthreeofthefollowing:homelessness,reoffending,problematicsubstancemisuseandmentalhealthproblems.Oneoftheintentionsoftheprogrammeistochangesystemsforpeoplewithmultipleandcomplexneeds.
FulfillingLivesNewcastleandGatesheadisdeliveredbyaCorePartnershipledbyChangingLivesinpartnershipwithMentalHealthConcernandOasisAquilaHousing.EmployingorganisationsAdvocacyCentreNorth,AgeUK,MentalHealthConcern,OasisAquilaHousing,NorthumbriaCommunityRehabilitationCompany,Tyneside&NorthumberlandMind,andTynesideWomen’sHealtharesupportedbyBlueStoneConsortium.TheyemployServiceNavigatorswhosupportindividualclientstonavigatesystems.ThreeSystemBrokersleadonpriorityareasofsystemschange:workforcedevelopment,transitionsandaccesstomentalhealthservices.TheprogrammeissupportedbyExpertsbyExperience,OperationalandStrategicReferenceGroups,andbyaResearchandEvaluationteam.Theprogrammecommencedin2014,andwillendin2022.
FulfillingLivesNewcastleandGateshead(‘theprogramme’)askedtheNewEconomicsFoundationtoconductresearchintotheeffectivenessoftheprogramme’soverallapproachtosystemschange.Groupdiscussionsandinterviewswereconductedwith48peopleinvolvedintheprogramme,includingstaff,corepartners,StrategicandOperationalGroupmembersandemployingorganisations.Thisresearchwillhelptoinformthefuturedirectionoftheprogrammeasitmovesintoitsfourthyear.
KEY FINDINGS Changeshavebeensuccessfullymadeinseveralpartsofthesystem,includinginidentifiedpriorityareas.Keychangesinclude:
• TheimplementationofPsychologicallyInformedEnvironment(PIE)andmultipleandcomplexneedstraininginkeyservicesworkingwithpeoplewithmultipleandcomplexneedsisbeginningtochangeworkingculturesandbenefitclients.
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• PeerresearchconductedbytheprogrammewasembeddedintherecommendationsoftheGatesheadHomelessnessandMultipleandComplexNeeds:HealthNeedsAssessment.
• FulfillingLives’ExpertsbyExperienceNetworkhasbeenpartofco-producingfilms
andscenariosanddeliveringRESPONDTraining,amulti-agencysimulationtraining
packageformentalhealthcrisiscareprofessionals.18initialpilottrainingsessions
for“BlueLight”respondershavebeencompletedandthepackagehassincebeen
approvedforrollouttoCumbriaandNorthYorkshire.• ADualNeedsStrategyforGatesheadhasbeendevelopedwithPublicHealth
Gateshead,withtheintentionofovercomingalong-termsystembarrierofaccesstomentalhealthservicesforthosewithadualdiagnosis.
• TheDepartmentforWorkandPensionshasmadeasinglepointofcontactavailableforpeoplewithmultipleandcomplexneedswhoareclaimingUniversalCredit,onatrialbasis,andtheprogrammeisresearchingtheimpactofUniversalCreditonthisgroupofpeople.
• CorepartnerOasisAquilahaschangeditscriteriafordispersedsupportedhousing,with16unitsnowavailableforpeoplewithmultipleandcomplexneeds.
• Employingorganisationsarereportedtobeworkingmoreflexiblyandcollaboratively.
Theprogrammeissuccessfullycreatingsomeofthepre-conditionsofsystemschange(asidentifiedinresearchbyCollaborate).Forexample,ithasdevelopedtrustedpartnershipswithmanythroughoutthesystem;ispracticingdistributedleadership;andiscreatinganenvironmentinwhichitis‘safetofail’.Issuesareincreasinglyacknowledgedassystemicandrequiringcollaborationbypartnersinvolvedintheprogramme.
Theprogrammehasdevelopedaresearchandevaluationstrategythathasenabledittoidentifyfourkeyareasoffocusforitssystemschangework:Accesstomentalhealthservices,genderspecificservices,transitionalperiods(e.g.institutionaldischarge),andworkforcedevelopment.
Severalresearchparticipantsfeltthattheprogrammehassuccessfully‘diagnosedthesystem’,althoughothersfelttherewasmoreworktodoaroundthis.Mostparticipantsbelievedtheprogrammenowneedstofocusonmovingtowardsactionforchange.Ideasfortakingthisforwardincluded:establishingtaskandfinishgroups;adoptingsolutionsfocusedpracticethatenablesindividualstoidentifywhere
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theyhavethepowertoinfluencethesystem,includingchangingtheirownpractice;andrefocusingtheServiceNavigatorrolesothatitincludesanelementofsystembrokerage.
Researchparticipantsbelievedthattheprogrammenowneedstoestablishitselfmorefullyasasystemschange(ratherthanservicedelivery)programme,andtocommunicatetobothprojectpartnersandbroaderexternalstakeholderswhatsystemschangemeans,andhowtheprogrammehopestoachievethis.
Thereareanumberofactualandpotentialroutestochangethroughtheprogramme.Keyroutesinclude:
• WorkledbytheSystemBrokers.• WorkledorinfluencedbytheServiceNavigators.• Workinggroups/taskandfinishgroups.• Individualsinitiatingchangeintheirownorganisation’spractice(forexample
supportedbypeerresearchorinfluencedbyothertypesofinvolvement).• TheExpertsbyExperienceNetwork.
ThededicatedSystemBrokerroleisvitalindrivingchange.Theycanworkonpriorityareasofchange,withpartnerswhomightnototherwisecomeintoclosecontactwiththeprogramme,buthaveawillingness/opennesstochangeandaremotivatedinpartbytheresourceandsupporttheSystemBrokersbring.
Theprogrammehasdevelopedandbenefitsfromstrongpartnershipsandcollaborativeworking,includingsupportiveStrategicandOperationalGroups,employingorganisationsandcorepartners,aswellasotherpartnersworkingonspecificareasofsystemschange.
Thereareseveralexamplesofindividualsbeinginfluencedbytheirinvolvementintheprogrammetochangetheirownorganisation’spractice.ThisismostcommonlyreportedbymembersoftheStrategicGroupandEmployingOrganisations.Notallofthoseinvolvedintheprogrammehaveconsideredhowtheymightchangetheirownpractice.
TheExpertsbyExperienceNetworkhasundertakenanumberofsuccessfulsystemschangeactivities,forexamplethroughitsinvolvementinRespondtraining,theGatesheadHealthNeedsAssessment,andinvolvementinagrouplookingatHumanResourcespracticearoundrecruiting,employingandprovidingasufficientsupporttoretainpeoplewithlivedexperienceinemployment.
However,thevoicesofthosewithlivedexperiencecouldbemorestronglyrepresentedintheprogramme.TheExpertsbyExperienceNetworkiscurrentlybeingreviewedbytheprogrammeinrecognitionofthis.Beneficiaryimpactover
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systemschangeprogrammes/organisationshasbeenidentifiedbyCollaborateasapre-conditionofsystemchange,andthereisscopeforthenetworktoplayamorecentralroleinthesystemschangeprocess.
Evidenceisseentobeastrengthoftheprogramme,andakeyroutetodemonstratingtheneedforchangeaswellasevidencingtheeffectivenessofnewpractice.
Theprogrammeisbeginningtoachievechangeatscalethroughworkforcedevelopmenttraininginseveralpartsofthesystem;seeingPIEpilotsbeingadoptedintopracticebypartnerservices;andbyinfluencingchangesinlanguage,attitudesandworkingcultureinpartsofthesystem.
Sustainedsystemschangeislikelytobeachievedprimarilyby:
1. Creatingstructuresandprocessthatembedthechangesmadetosystemcomponentsasaresultoftheprogramme.Thismightincludeensuringthatpilotsareadoptedintopractice,newwaysofdoingthingsareformalisedinpolicyandservicespecifications,andnewservices/successfulapproachesarecommissioned/funded.
2. Creatingtheconditionswithinasystemthatmeanitcancontinuetochangeinresponsetoemergingsystemicissues,evenaftertheprogrammeisnolongerinplacetoleadchange.Thismightincludeembeddingreflectivepracticeandco-productionacrossthesystem;creatinglastingconnectionsbetweenpartsofthesystem;andinfluencinganunderstandingofthesystemschangeapproachwithinthesystem.
CONCLUSIONS FulfillingLivesNewcastleandGatesheadisutilisinganeffectiverangeofapproachestoachievingsystemschange:eachofthefourmainroutestochangeidentifiedisanimportantelementofitsapproach.Theprogrammeanditspartnershaveachievedsomesignificantearlysystemschanges.Itissuccessfullycultivatingmanyofthepre-conditionsofsystemschange,puttingitinastrongpositiontoinfluencefurtherchangesovertime.
Nowtheprogrammeshouldturnitsattentiontoestablishingitselfmorefullyasasystemschange(ratherthanservicedelivery)programmeandcommunicatingwhatthismeans;strengtheningtheexpertbyexperiencevoiceinitswork;andmovingfromtheidentificationofsystemicissuestowardsactionandthedevelopmentofnewwaysofdoingthings.
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RECOMMENDATIONS FOR THE FUTURE DEVELOPMENT OF THE PROGRAMME Thefollowingrecommendationsarebasedontheviewspresentedbythoseinterviewed,andonananalysisoftheresearchevidencecollectedinthelightofselectedexistingsystemschangeliterature.Itisrecommendedthattheseareusedasastartingpointfordiscussionamongprogrammestakeholders,forgainingdeeperunderstandingoftheissues,andforestablishingagreedaction.
Astrong,clear,systemschangefocus
Morestronglyestablishtheprogrammeasasystemschangeprogrammeandspreadunderstandingofwhatsystemschangeis.Thisincludescommunicatingaboutwhatsystemschangeis,thedifferentlevelsofthesystem,andhowsystemschangecanbeachieved.Thismeansmovingawayfromunderstandingsoftheprogrammeasaservicedeliveryorganisation;andensuringthatallthoseinvolvedunderstandwhatsystemschangemeans.
Developacoherentdefinitionofsystemschangeandtheprogramme’sroleandaspirationsinrelationtothisthatcanbeusedbyallthoseinvolvedintheprogrammetocommunicatetoexternalstakeholders.Thiswasrequestedbyseveraldifferentgroupsintheresearch.
Celebrateandcommunicatethesystemschangesmade:Stakeholderswerenotalwaysawareofthesystemschangesthattheprojecthadinfluenced.Celebratingthechangesthathavebeenmadeislikelytomotivateandinspirefurtherchange,aidunderstandingofwhat‘systemschange’means,andmorestronglyestablishtheprogrammeasasystemschangeprogramme.
Clarifythedifferentlevelsofthesystematwhichsystemschangecantakeplace,andusethisasatooltoidentifywherechangeisneeded.Thishasbeendoneinsomeforums,butnotyetbeenspreadwidelyacrosstheprogramme.Thediagramonp.16ofthisreport(adaptedfromamodelbyMakingEveryAdultMatter(MEAM))describesonewayofunderstandinglevelsofchange.
Reviewtheextenttowhichtheprogrammeisinfluencingchangeatalllevelsfromindividualpractice,toservicedelivery,tocommissioning(asoutlinedintheabovediagram).Thisincludesclarifyingwithpartnerstheextenttowhichtheprogrammeintendstoinfluencethenationalsystem;partnerswerenotallclearaboutthis.
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Moveawayfrom‘diagnosingthesystem’(withafocusonidentifyingsystembarriersandblockages)towardsactionforchange.Thiscouldincludeexistingpartners(suchastheStrategicandOperationalGroups)consideringhowtheycouldchangetheirownpracticeandinfluencebroaderchange,andtakingmoreactiveownershipof/playingmoreactiverolesinstrandsofwork.Ideasforthisincludedestablishingtargetedworkinggroupsortaskandfinishgroups,andintroducingsolutionsfocusedpractice.
Adoptamoreasset-basedapproachthatfocusesonidentifyinganddrawingonassetsatalllevelsofthesystem.Atpresenttheprogrammeprimarilyfocusesonidentifyingsystemsbarriersandblockagesandsolutionstothese(oratleastdescribesitsworkintheseterms).
Rolesandrelationships
EnsuretheExpertsbyExperienceNetworkismorecloselyinvolvedinthesystemschangeprocess,buildingonsuccessfulsystemschangeactivitiesalreadyundertakenbythegroup.Amorecentralrolecouldincludeadirectvoiceindiscussionsaroundunderstandingtheproblem,generatingideasforchange,anddesigningnewwaysofworking;andco-deliveringworksuchastrainingorresearch.
ReviewtheServiceNavigatorrole:SeveraldifferentgroupsofresearchparticipantssuggestedexploringpossibilitiesfortheNavigatorroletobecomemoresystems-changefocused,forexamplebyincludingbrokerageandsupportforservicestochangetheirownwaysofdoingthings.Thiscouldperhapsfocusonchangeattheindividualservicelevel,whilstSystemBrokerscontinuedwithabroaderfocusacrosstheservicedelivery,commissioningandpolicylevelsofsystemschange.
RetaintheSystemBrokerfunction:InitialprogrammeplanssawthenumberofSystemBrokersbeingreducedfromthreetooneinthefourthyearoftheprogramme.ThisresearchsuggeststhatthededicatedSystemBrokerrolefulfilsanimportantfunctionofsystemschangeleadership.ThecapacityoftheBrokerstoconvenepartnerships,andtosupportinnovativepractice,hasmotivatedpartnerstobecomeinvolvedwiththeprogrammeandbeenanimportantroutetochange.Itisrecommendedthatanychangestothemodelofsystemschangedeliveryensuresthatthesefunctionsareretained.
Strengthenlinksbetweendifferentstakeholdergroups:Severalparticipantgroupssaidthattheydidnotfullyunderstandtherolesofothergroupsinvolvedinthe
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programme,andhowthisfitwiththeirownrole.IdeasraisedbyparticipantsincludedStrategicGrouprepresentationontheOperationalGroup,andviceversa.
Reflectonpowerdynamicsintheprogrammeandthesystem:Powerdynamicswerementionedbyveryfewresearchparticipantsdespitebeingcentraltosystemschangetheory.Theoreticalissuesincludetherebalancingofpowerbetweenprofessionalsandthosewithlivedexperience;theneedtogiveupsomedegreeofpowerinordertocollaborateforsystemschange;andtheuseofpowertosettheboundariesorlimitthescopeofsystemschangeactivities.Itcouldbehelpfulforprogrammestaffandpartnerstohavetheopportunitytolearnaboutandreflectonpowerdynamicsintheirwork,forexamplethroughtraining.
Learningandevidence
Determineanapproachtoevaluatingthesystemschangesinfluencedbytheprogrammeoveritsfinalfiveyears,buildingonthecurrentResearchandEvaluationStrategy:Theprogrammehasconductedsomeusefulandinfluentialevaluationsofsomeofitssystemschangeactivities(suchasthepilotofPIE).Thiscurrentresearchshowsthattheprocessofsystemschangeiscomplexandunpredictable,andthat,becausesystemschangecanonlyhappeninpartnership,attributingchangetotheprogrammeisnotstraightforward.Capturingthechangesinfluencedbytheprogrammeisimportantfortheprogrammetolearn,understandwhatworksinsystemschange,anddevelopitsapproach.Itisrecommendedthattheprogrammedevelopsaprimarilyqualitativeapproachtoevaluatingsystemschangeoveritsfinalfiveyears.Thisshouldincludeassessingthedifferenceanysystemschangeshavemadeforpeoplecurrentlyexperiencingmultipleandcomplexneeds.
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INTRODUCTION FulfillingLivesNewcastleandGateshead(‘theprogramme’)askedtheNewEconomicsFoundationtoconductresearchintotheeffectivenessoftheprogramme’soverallapproachtosystemschange.Thisresearchwillhelptoinformthefuturedirectionoftheprogrammeasitmovesintoitsfourthyear.
Thisbuildsonpreviousresearchfortheprogrammeincluding:
• Aliteraturereviewconductedin2014thatsummarisedselectedliteraturerelatingtosystemschangeforpeoplewithmultipleandcomplexneeds.
• ResearchconductedinJune2016exploringthesystemschangesbeingmadebytheprogrammeinrelationtolocalconnection,accesstobenefits,andsupportingpeoplewithnorecoursetopublicfunds.
ABOUT FULFILLING LIVES NEWCASTLE AND GATESHEAD Background
FulfillingLives2isaneight-yearprogrammefundedbytheBigLotteryaimedatpeoplewithmultipleneeds-individualswhoarelikelytoexperienceatleastthreeofthefollowing:homelessness,reoffending,problematicsubstancemisuseandmentalillhealth.Theprogrammeaimstobringdifferentorganisationsandservicestogethertoofferpeopleoneco-ordinatedsupportservicethatmeetsalltheirneeds.Oneoftheintentionsoftheprogrammeistochangesystemsforpeoplewithmultipleneeds.
Theprogrammecommencedin2014,andwillendin2022.
TheNewcastleandGatesheadFulfillingLivesprogramme(hereafterreferredtoas‘theprogramme’)isbeingdeliveredbyaCorePartnershipledbyChangingLivesinpartnershipwithMentalHealthConcernandOasisAquilaHousing.
Awiderpartnershipoforganisationsemploytheprogramme’sServiceNavigators.EmployingOrganisationsareAdvocacyCentreNorth,AgeUK,MentalHealthConcern,OasisAquilaHousingTyneside&NorthumberlandMind,andTynesideWomen’sHealth.Aseparateshort-termpilotwithNorthumbriaCommunityRehabilitationCompany(CRC)asanemployingorganisationisduetoendon31August2017,andanevaluationwillassessthesuccessofthis.BlueStoneConsortiummanagesthedeliverycontractEmployingOrganisationshavewithFulfillingLives.
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TheServiceNavigatorssupportindividualclientstonavigatesystems.Theprogramme’sinformationsystemenablesthemtolog system issues and barriers encountered by their clients, and link these to the programme’s priority systems change areas (see below), providing a source of evidence that the System Brokers and others can compile to illustrate and examine system problems.
The SystemBrokersidentifythemesandprioritiesinsystembarriersbasedonevidencefromboththeServiceNavigatorsandthewiderpolicypicture,andleadonindividualareasofsystemschange,collaborating,influencingandsupportinginnovativepracticeandchange.
TheprogrammehasestablishedExpertsbyExperience,andOperationalandStrategicReferenceGroups.Thepurposeofthesegroupsistounderstandandchangethewayservicesrespond,arecommissionedandaredelivered,basedonevidenceoftheissuesencounteredbypeoplewithmultipleandcomplexneeds.
TheprogrammeismanagedbytheProgrammeManager,andsupportedbyaResearchandEavluationTeamthatprovidesevidenceandevaluations,andaCommunicationsTeamwhosupportthecreationandcommunicationofkeymessages.
Systemschangepriorityareas
Attheendofitssecondyear,theprogrammeidentifiedfourareasonwhichtofocusitssystemchangeefforts,throughitsResearchandEvaluationStrategy:
• Workforcedevelopment,includingpsychologicallyinformedenvironments(PIE),multipleandcomplexneedstraining,andreflectivepractice.
• Accesstosecondarymentalhealthservicesforpeoplewithmultipleandcomplexneeds.
• Transitions,includingprisonrelease,hospitaldischarge,accesstowelfarebenefits,andmovingtowardsindependentliving.
• Genderspecificservices.
EachofthethreeSystemBrokersleadsononeofthefirstthreepriorityareas,whilstworkaroundgenderspecificservicesisstillindevelopmentsupportedpredomininentlybytheResearchandEvaluationteam.
Context
FulfillingLivesNewcastleandGatesheadistakingplaceatatimeofsignificantchangeswithinthesystem.Inparticular,participantsmentioned:
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• Increasedfundingcutstolocalandnationalservices,bothstatutoryandvoluntary.Participantsinthisresearchbelievedthatthisbroughtbothchallengestotheprogramme,forexamplearoundstakeholders’capacitytoengage,andopportunitiesinthatstakeholderswerelookingfornewwaystoworkmoreeffectivelywithinsmallerbudgets.
• FulfillingLivesNewcastleandGatesheadisoneofseveralnationalprogrammesthatforegroundtheimportanceofsystemschange.ThisincludesworknationallybyMakingEveryAdultMatter(MEAM)andLankellyChase.
ABOUT THIS RESEARCH Researchquestions
Thisresearchaimedtoanswerthefollowingresearchquestions.
1. Howeffectiveistheprogramme’sapproachtoachievingsystemschange?• Whatevidenceisthereabouttheextentofsuccessoftheprogrammein
achievingsystemschange,andwhatdoesthisshow?• Wherechangestothesystemhaveoccurred,howhasthishappened?• Whathavethoseinvolvedlearnedsofaraboutwhatsystemschangemeansand
entails,andwhatitmightlooklikeinpractice?• Whataretheviewsofthoseinvolvedindeliveringtheprogrammeaboutthe
effectivenessoftheprogramme’sapproachtoachievingsystemschange?• Towhatextenthastheprogrammeinfluencedthepracticeofthoseinvolved(e.g.
employingorganisations,StrategicGroupandOperationalGroupmembers),andthepracticeandpolicyoftheirorganisations?
• Howeffectivelyistheprogrammeutilisingidentified‘enablers’ofsystemschange?(Issuestobeexploredincludecollaboration,modelling,andsharinglearningandgoodpractice).
• Whatbarrierstosystemschangeistheprogrammeexperiencing,andhowcanitovercomethese?(Issuestobeexploredincludepowerandvestedinterests).
2. Howshouldtheprogrammedevelopoveritsremainingyears,inordertobestachievesustainedsystemschange?• Whatarethekeyactualandpotentialroutestosystemschangeforthe
programme,andhowdothoseinvolvedintheprogrammethinkthatthesecanbestbeutilised?
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• Whataretherolesofthoseinvolvedintheprogramme(e.g.StrategicGroup,OperationalGroup,ExpertsbyExperience,CorePartners,employingorganisations,SystemBrokers,ServiceNavigators,ResearchandEvaluationandCommunicationsteam)inachievingsystemschange,andhowcouldthesebedeveloped?
• Whatcanbelearntfromtheliteraturereviewpreviouslyconductedandtheviewsofthoseinvolvedindeliveringtheprogrammeabout(i)howtheprogrammecanmoreeffectivelyinfluencesystemschange;and(ii)howtheprogrammecanachieveasustainedimpactafteritcomestoanend?
• Howcantheprogrammebestensureitisinapositiontomakerecommendationsforaneffectivesystemforpeoplewithmultipleandcomplexneedswhenitcomestoanend?
Methodology
Arapidappraisalapproachwasundertaken,gatheringinformationfromarangeofpeopleinvolvedintheprogrammeandreportingtheirviews,inordertoquicklyprovideinformationthatcanbeusedfordecision-makingaboutthefuturedevleopmentoftheprogramme.
Thefollowingmethodswereused:
1. Areviewofselectedprogrammedocumentsrelatingtosystemschange.2. Groupdiscussionsandinterviewswereconductedwith48people1involvedin
theprogramme.
Groupsdiscussionswereconductedwiththe:
• ServiceNavigators(8people)• SystemBrokers(3people)• EmployingOrganisationsForum(4people)• OperationalGroup(24people)• StrategicGroup(12people)• CorePartnership(3people)
OnetooneinterviewswereconductedwiththeExpertsbyExperienceCo-ordinator,twoSystemBrokers,the(nowformer)ResearchandEvaluationLeadandtheProgrammeManager. 1Somepeopleattendedmorethanonediscussion.
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SYSTEMS CHANGE THEORY Systemsthinkingisawayofunderstandingproblemsandhowtheycanbesolved.Systemsthinkingsaysthat:
• Thesystemsthatpeopleinteractwithcancauseproblems,evenwhentheyaredesignedtohelppeople.
• Wecansolveproblemsbyseekingtochangethesesystems.
Thisresearchdrawsonseveralconceptualframeworksfromthesystemschangeliteratureinitsanalysis.TheseframeworkshavebeenhelpfulinidentifyingthestrengthsofFulfillingLivesNewcastleandGateshead,andidentifyingareaswherethereispotentialforFulfillingLivesNewcastleandGatesheadtofurtherdevelop.Theseareoutlinedinthissection.
Componentsofthesystem
InThinkinginSystems,herclassicworkonsystemschange,Meadowsidentifiesthreesystemattributes:elements,interconnections,andpurpose.3
• Elements:bothtangible(people,physicalresources,buildingsetc.)andintangible(cultures,valuesetc.).
• Interconnections:therelationshipsthatholdtheelementstogether,suchasacceptancecriteria,referrals,budgetsandmoneyflows,knowledgeandinformationetc.
• Purpose:thepurposeofthesystemratherthanthestatedpurposeofpeoplewithinthesystem.Thiscanbe‘deducedfrom[system]behaviour,notfromrhetoricorstatedgoals’.Thisalmostalwaysincludesthepurposeofperpetuatingitselfasasystem,whichcanmakechangedifficult.
Burns4describestwosubsequentwavesofsystemstheorythatplaceanadditionalemphasison:
• Meanings: the ideas, concepts and values ascribed to the world by different actors in the system.
• Power: including the way in which we construct boundaries around issues.
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Levelsofsystemschangeforthosewhowishtochangethesystem
Thefollowingdiagram,adaptedfromamodelbyMakingEveryAdultMatter(MEAM),capturessomeofthedifferentlevelsofsystemschangethatwerediscussedbyparticipantsinthisresearch.
Levelsofsystemschangeforthosewhowishtochangethesystem
ChangingmyownpracMce
Changewithinthesystem(services)
Changetothelocalsystem(commissioning,policy)
ChangetothenaMonalsystem(naMonalpolicy)
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Theprocessofachievingsystemschange:SixStepstoSignificantChange
ForumfortheFuture’ssixstepsmodelsetsoutaprocessforachievingsignificantchange.
ImagefromForumfortheFuture5
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Ninepreconditionsforsystemschange
Collaborate’s nine preconditions for systems change identify the necessary vision and behaviours to begin to achieve systems change.
ImagefromCollaborate6
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SYSTEMS CHANGE OUTCOMES ThissectionoutlinessomeofthesystemschangeoutcomesFulfillingLivesNewcastleandGatesheadhasinfluenced.Thisisnotanexhaustiverecordofsystemschangeachievedbytheprogramme,butgivesexamplesthatparticipantsintheresearchdescribed.
OUTCOMES OF THE SYSTEM BROKER-LED WORK Workforcedevelopmentandpsychologicallyinformedenvironments(PIE)
Thisareaofworkcoverspsychologicallyinformedenvironments(PIE),reflectivepracticeandcomplexneedstraining.Guidanceexplainsthatapsychologicallyinformedenvironment‘takesintoaccountthepsychologicalmakeup–thethinking,emotions,personalitiesandpastexperience-ofitsparticipantsinthewaythatitoperates.’7Itcan‘helpstaffworkmoreeffectivelywithpeoplewhohavecomplexandmultipleneeds.’8
FulfillingLivesNewcastleandGatesheadhas:
• PilotedaPIEapproachinthreeservicesrunbycorepartnerorganisations,andconductedandpublishedanevaluationevidencingitseffectiveness.
• Delivered‘trainthetrainer’sessionsonPIEfor10frontlineorganisationswhichisduetobeevaluated.
• Partneredwiththecorepartnerorganisationstodelivercomplexneedstrainingbothinternallyandtoexternalpartners.
• ProducedaseriesoffilmsmadewithExpertsbyExperienceMembersusingboth1-2-1interviewsandgroupdiscussions:allarefreelyavailableonyoutube.
Systemschangeoutcomesinclude:
• Allcorepartnerorganisationssaidthattheyhadbeguntoimplementapsychologicallyinformedapproachinsomeoralloftheirservices.TheyreportthatthePIEtraininghasincreasedcapacityandresilienceinstaff,andbenefitedclientsasaresult.
• TheSystemBrokerleadingonWorkforceDevelopmentandPIEhasbeensecondedtoChangingLives(theleadFulfillingLivesNewcastleandGatesheadpartner)parttimetohelpitembedreflectivepracticeinitsservices.
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• AGeneralPracticehasagreedtotrainallsurgerystaffinPIEandunderstandingpeoplewithcomplexneeds.FulfillingLivesNewcastleandGatesheadhopesthat,ifsuccessful,thiscanberolledouttoGPsurgeriesacrossNewcastleandGateshead.
• ItisreportedthatLocalAuthoritycommissionersareconsideringmakingPIEakeyrequirementofservices.Forexample,SheffieldsetoutacitywidetenderforPIEdeliveryandGatesheadareconsideringitsusewithintheirsoontobere-commissionedsupportedhousingcontracts.
‘Weidentified[throughadoptingaPIEapproach]thatwedidn’thaveacalmquietspacetohaveconversations.Weputafewwallsupandnowwehavearoomfortheseconversations.’–CorePartner
‘[PIE]createscapacityandresilienceinstaff.It’shelpedtohavereflectivepractice,theycanoffload[whentheyexperiencedifficulties].Staffreportedfeelingresilience–notreachingtheendoftheweekatsnappingpoint.Thisisbenefitingclientsbecausestaffarelookingforwardtoconversations[…]Andthismeanshavingthecapacitytoholdclientsabitlonger.Yourealisetheyoftenwantsomeonetolisten,andstaffcandothis.’–CorePartner
Accesstosecondarymentalhealthservices
Peoplewithmultipleandcomplexneedsoftenstruggletoaccesssupportfromsecondarymentalhealthservices.
NewNationalInstituteforHealthandCareExcellence(NICE)guidelineswerepublishedinautumn2016recommendingthatsecondarymentalhealthservicesshould‘notexcludepeoplewithseverementalillnessbecauseoftheirsubstancemisuse’,andshould‘ensure[a]carecoordinatorworkswithotherservicestoaddresstheperson'ssocialcare,housing,physicalandmentalhealthneeds,aswellastheirsubstancemisuseproblems,andprovideanyothersupporttheymayneed.’ 9FulfillingLivesNewcastleandGatesheadworkedwithMEAMtosubmitevidencetoinformtheseguidelines.Theprogrammeisnowfocusingonensuringtheseguidelinesareimplementedlocally.Keysystemschangeoutcomesinclude:
• TheSystemBrokerleadingonthisareaofworkworkedwithPublicHealthGatesheadtodraftaDualNeedsStrategyforGatesheadreflectingthenewNICEguidelines,whichiscurrentlybeingfinalised.
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• ThestructureandformatofGateshead’sDrugRelatedDeathsPanelhaschanged,toincludeanevidence-basedexplorationofsystemicissues.FulfillingLivesissupportinganappreciativeenquiryintothedeathsofGatesheadclientsexperiencedatFulfillingLivesandisworkingwiththeLocalAuthoritytoexplorefuturepreventativesolutions.
• Gateshead’sDualDiagnosisteamhasstartedtoholdmonthlydualdiagnosisforums,whichprovideaforumforfrontlinestafftotalkaboutclientswithdualdiagnosisissues.
• FulfilingLivesisworkingwithNorthumberlandTyneandWearNHSFoundationTrust,whichoperatesacrossNewcastleandGateshead,toexploreapotentialPilot.FulfillingLivescirculatedasurveyofprofessionalsworkingacrosstheNewcastleandGatesheadsystem,scopingtheirconcernsandexperiencesinaccessingsecondarymentalhealthservices19Surveyshavebeenreceivedatthetimeofwritingthisreport,whichincludesomerobustsuggestionsandfindings.FollowingdiscussionattheFulfillingLivesStrategicGroup,theProgrammeManager’spresentationtotheMentalHealthProgrammeBoard,andsubsequentmeetingwiththeChiefMedicalOfficerforNorthumberlandTyneandWearNHSFoundationTrustthenextOperationalGroupwillfocusondevelopingthescopeofapilotandsharetheexpectedre-structureofservicesatthebeginningofOctober.
• FulfillingLiveshasbeeninvolvedintheTogetherinaCrisisproofofconceptproject,whichwillinformthedevelopmentofanurgentcaremodel.TheprojectisbeingledbyleadagencyMentalHealthConcernandpartnerorganisationsHomeGroup,CitizensAdviceNewcastleandChangingLives.FulfillingLivesprovided£15k
toensurethatpeerevaluationwaspartoftheoverallevaluationfortheprojectand
aresupportingtheexternalevaluatorbytrainingPeerResearcherswhowillspecificallyaskrecipientsoftheserviceabouttheirexperienceofthenewconcept
whichwillbeincludedinthewiderevaluation.
UniversalCreditandothertransitions
NewcastleisaDepartmentforWorkandPensions(DWP)testandlearnsiteforUniversalCredit.FullserviceUniversalCreditwasintroducedinNewcastleinMay2016.
TheSystemBrokerleadingontheprogramme’sprioritysystemschangeareaoftransitionsidentifiedUniversalCreditasapriorityissue.Manyinthesystemwere
21NewcastleandGatesheadFulfillingLivessystemschangeevaluation
concernedabouthowelementsofUniversalCreditdeliverywouldaffectpeoplewithmultipleandcomplexneeds.
TheprogrammeisworkingwiththeDWPlocallytocollectevidenceofhowwelltheintroductionofUniversalCreditisworkingforthisclientgroup.TheSystemBrokerfoundthatapre-existingtrustedpartnership(whichexistedasaresultofpreviousworktheprogrammehadconductedwiththeDWParoundaccesstobenefits)helpedfacilitatethisjointworking,asdidNewcastle’spositionasatestandlearnsite.
Keysystemschangeoutcomesare:
• AsinglepointofcontacthasbeenassignedtemporarilyineachofthethreeJobCentresinNewcastle(andsoontobeinGateshead)tosupportpeoplewithmultipleandcomplexneedswithUniversalCredit.TheseprovidesupportforNewcastleWelfareRightsTeamclientsaswellasFulfillingLivesclients.
• ResearchevidenceisbeingcollectedbytheprogrammeinpartnershipwiththeDepartmentforWorkandPensionsandNewcastleWelfareRightsTeamontheeffectivenessofthisapproach.
• FulfillingLiveswillbeprovidingreflectivepracticesessionsandmultipleandcomplexneedstrainingwith16frontlineDWPstaff.
Workisalsounderwayinrelationtootherpointsoftransition.Areportevidencingtheexperiencesofpeoplewithmultipleandcomplexneedsonreleasefromprisonissoontobepublished.TheSystemBrokerisalsoworkingwithlocalpartnerstodevelopatenancysustainmentprogrammetailoredtopeoplewithmultipleandcomplexneeds.
CHANGES EXPERIENCED/IMPLEMENTED BY PARTNERS Thissectionconsiderstheextenttowhichsystemschangeshavebeenexperiencedorimplementedbycorepartners,employingorganisations,andOperationalandStrategicGroupmembers.
Corepartnerandemployingorganisationsspokentodescribed:
• PilotingandsubsequentlymorefullyimplementingaPIEapproachintheirservices.
• Deliveringmultipleandcomplexneedstrainingbothinternallyandwithintheexternalsystemastrainingpartnerstotheprogramme.
• Reflectingonandchangingtheirownpractice(seeboxedexamplebelow).
22NewcastleandGatesheadFulfillingLivessystemschangeevaluation
• Takingpartinmoremulti-disciplinarymeetings,whichhadbeenencouragedandconvenedbytheServiceNavigator.
• Improvedinformationsharing.• IncreasedserviceuserinvolvementthroughtheExpertsbyExperienceGroup.
Ofthethreeemployingorganisationsspokento,twoweremembersofcorepartnerorganisations,somightbeexpectedtobemoreinvolvedinchangethannon-partnerorganisations.However,theirexperiencessuggestthatemployingNavigatorswithinorganisationshasbeenaneffectiveroutetochange,byinfluencingservices’thinkingandgentlychallengingtheirpractice.
Wedelayedsteppingbackfrompeopleafterweidentifiedweweren’tthebestorganisationtoworkwiththemandneededtoreferthemon.Thiscamefromrealisingthosepeopledidn’tgetthereovernight;theyhadahistoryofbeingpassedaroundorganisations[andbyreferringthemonweweredoingthesamething].Wethought:‘istheresomethingwecandotomakesurethesepeopledon’tthink“what’sthepointoftrying,theyjustpalmyouoffelsewhere”?’–EmployingOrganisation
23NewcastleandGatesheadFulfillingLivessystemschangeevaluation
OperationalGroupmembers(whoincludedsomecorepartners)described:
• Strongerrelationshipswithothergroupmembers.• Increasedopportunityforreflection,includingtheopportunitytotakepartin
‘excellentconversations’and‘reflectonsystems’.• Increasedknowledge,forexampleaboutotherpartsofthesystem.• Somepeopledescribedcollaborationandpartnershipwork.• Somepeopledescribedsomechangesintheirpractice,forexamplepracticing
PIE,introducingmultipleandcomplexneedstrainingtotheirorganisation,‘lookingatnewwaysofworking’,andonepersonsaidtheirinvolvementinFulfillingLivesNewcastleandGatesheadhad‘influencedthedirectionofworktomeetingtheneedsof[this]clientgroup’inrelationto‘strategydevelopment’.
OasisAquilaHousing:changingcriteriafordispersedsupportedaccommodation
Onecorepartnerandemployingorganisation,OasisAquila,describedthechangesithasmadetoitsaccommodationserviceasaresultofFulfillingLives.
‘Weradicallyadaptedouraccommodationservice.Previouslywerarelyaccommodatedpeoplewithmultipleandcomplexneeds,butnowtheyareournewtargetgroup.ThiscameaboutduringadiscussionwithourServiceNavigator:Iwasencouraginghertobecreativeinsourcinganaccommodationoptionforaclientwithmultipleevictionsandnoapparentoptions,whilstwehadanemptyproperty.Ifeltahypocritenotacceptingtheclient.Wehousedtheclientandayearonhewalkedintoourcentreinasuitonhiswaybackfromajobinterview.
Myrolewastochallenge[thewayweworked]–canwesayasanorganisationwe’rehousingthemostvulnerablepeople?
Wehadsixdispersedhousingproperties.That’sextendedto16now–wegotadditionalpropertiesfromthehousingcompany[thatmanageshousingforthelocalauthority].Itworksbecausepeoplearen’tlivingtogether–alothadmultipleevictionsbecauseoftheirbehaviourwithotherpeople.It’saHousingFirststyleapproachwithintensivesupport.
Wegotinvolvedascorepartnersbecausewesawtheneedforchange.FulfillingLiveshasfacilitatedthat,givenustheopportunitytoexploreandtestnewwaysofdoingthings.’
24NewcastleandGatesheadFulfillingLivessystemschangeevaluation
StrategicGroupmembersdescribed:
• Thegenerationofasystem-wideperspectiveinthegroupandthewidersystem,andadeeperunderstandingofcomplexneedsandsystemicissues.
• Implementingpilots(suchasPIE)andstafftrainingonmultipleandcomplexneedsintheirorganisations.
• Theircommissioningpracticebeinginfluencedbyprogrammeprinciples.• Strongercollaborationincluding(i)experiencingcloserworkingrelationships
withothersinthesystem,and(ii)brokeringrelationshipsfortheprogrammewithothersinthesystem.
Theysaidthattheprogrammehadinformed:
• NewcastleGatesheadClinicalCommissioningGroup(CCG)andMentalHealthConcern’sTogetherinaCrisisproject(whichaimstoprovideasupportivementalhealthrecoveryprocessforpeoplewithanurgentbutnon-clinicalmentalhealthneed,incorporatingPeerResearchandPeerEvaluation).
• AGateshead-widehomelesshealthneedsassessment.• AGatesheadhousingreport.• Arenewedfocusonthevalueoflivedexperience,withtheExpertsbyExperience
GroupworkingwithGatesheadCouncilandformingakeypartofRespondtraining.
INFLUENCING LANGUAGE AND CULTURE Arangeofparticipantssaidthattheyhadnoticedthelanguagebeingusedbythoseinthesystemchangingtoreflectthelanguagebeingusedbytheprogramme,andbelievedthatFulfillingLivesNewcastleandGatesheadhasplayedasignificantpartinthis.2Theygaveexamplesoftermslike‘PIE’,‘systemschange’and‘transitions’:
‘It’spoppingup,inameetingwithsomeoneunrelatedtoFulfillingLives.Andyouthink:that’sourlanguage,ourinfluence.Isuspectalotofitiswordofmouthandthededicatedworkbuildinglinksinkeyservices,andpeoplegooutfromthose.Andtherehasbeensomeconsciousefforttosharethemessage.’–FulfillingLivesstaffmember
‘Ican’temphasiseenoughhowmuchthedialoguewithinthesystemhaschangedsinceFulfillingLives.[…]Idon’tknowifit’sjustcoincidencethatthingswe’veled
2Participantswereawarethatothernationalprogrammes,forexamplethoseledbyMEAMandLankellyChase,werealsousingsomeoftheseterms.
25NewcastleandGatesheadFulfillingLivessystemschangeevaluation
onisstartingtopopupinpolicy.It’shardtotakecreditforthingswhenit’sotherswhoarechanging,butit’scertainlydialogueandthoughtprocessesIthinkwe’veinfluenced.’–SystemBroker
SystemBrokersalsobelievedtheyhadhelpedinfluencetheculturewithinsomeorganisationsinvolved.Thisincludedhavingamoresystemicperspective,andbeingmorewillingtodiscussflawsintheirownpractice:
‘Ithoughtitwasreallyhealthytohearpeoplelike[name]besochallengingaboutsystemchange[intheOperationalGroup],andbeingsoopenandhonestandsaying,“I[conductwork]knowingthatit’snotgoingtowork,becausewhatelseisthere?Thesystemneedstochange.”[…]Wedon’twanttotakeownershipofthat[…but]we’vechangedthatculture.’–SystemBroker
INFLUENCING THE PRE-CONDITIONS OF SYSTEMS CHANGE Aswellasidentifyingthemoretangibleoutcomesoftheprogramme,itisimportanttoconsidertheextenttowhichtheprogrammehascultivatedtheconditionsthatfacilitatesystemschange,whichcanbeexpectedtohelpleadtosystemschangeovertime.Themodelofpre-conditionstosystemschangedevelopedbyCollaborateprovidesausefulguidetothese(seep.17).Thissectionconsiderstheextenttowhichtheprogrammeisdemonstratingthebehavioursandvisionsetoutbythismodel,andtouchesonhowsometheseconditionshavebeencreatedandhavehelpedtocreatesystemschange.
Behaviours
Thefirstsetofpre-conditionsreferstothebehavioursofactorsinthesystem,or‘howyouplantodosystemschange’.
Trustedpartners:understandandadapttoeachother’svaluesFulfillingLiveshashadahighdegreeofsuccessincreatingtrustedpartnerships.Ithaswell-attendedStrategicandOperationalGroups,andSystemBrokershavebuiltstrongpartnershipswithseveralsystemactors.TheSystemBrokersbelievethattrustedpartnershipsarecentraltothesystemschangeoutcomestheyhaveachieved.
‘[Theimportanceof]relationshipshasbeenmassive.Andbeingabletobeindependent,sayingthisnotapersonalthing,we’rejustholdingamirror,whyis
26NewcastleandGatesheadFulfillingLivessystemschangeevaluation
thedatashowingthisandthat?Thereisalotoftrustthere,the[partnerorganisation]trustusasaprogramme.’–SystemBroker
TheProgrammeManagerhasfoundthatadeepdegreeoftrustisrequiredinorderforpartnerstoopenlyreflectonflawsintheirownwayofworking.Shehasfoundthatbeingopenabouttheprogramme’sownfailingshashelpedothersinthesystemtofeellessexposed:
‘Inthesetimeswhicharedifficultandaustere,howcanpeoplehavethefreedomtobeupfrontandopenabouttheirfailingsinfrontofcompetitors?[…]Thewaywe’reasaprogrammebeingmoreopenaboutourlearningandfailing,Ithinkthat’sreallyimportant’–ProgrammeManager
TheSystemBrokersreportthatpeoplearemorelikelytotalkopenlyaboutelementsoftheirpracticethatarenotworkingwellinonetoonediscussionsratherthaninpublicmeetings.Theyhavefoundthatasupportiveratherthancriticalapproachisessential:
Iwentinwithacollaborativeheadon,thinkingthisnotaboutbashing[thissystemproblem]andsayingwhatisreallybadaboutit,it’saboutlearningandunderstandingwhatourclients’journeyisandunderstanding,wherethingsdon’tworksowell,whatcanbedone.Thisapproachworkedwellandkeptthemengaged.Theyfeelwe’reanally.’–SystemBroker
Distributedleadership:enabling,noegos,fluid,conveningTheprogrammehasfoundthatpracticingdistributedleadershiphashelpedtobuildtrustedpartnerships.Severalstakeholdersdescribedtheimportanceoftheproject‘workingalongside’organisationsratherthanseekingtobeexpertssolvingsystemsproblemsfortheorganisations.EmployingOrganisationscitedthemodelofemployingServiceNavigatorswithinservicesasanimportantexampleofthis;theNavigatorswereseenasanextraresourceandsupportbyfrontlinestaff.LikewiseSystemBrokersdescribedthemselvesassupportingandconveningconversationswithstakeholders.
TheProgrammeManagerdescribedlearningbytheprogrammearoundhowtoperformtheroleofsystemschangeleadership,givingtheexampleofhowtheprogrammerelatestotheStrategicGroup:
‘We’vehistoricallyhad[theStrategicGroup]asreceiverofallourwonderfulstuff,anotherreport,moreinformation,‘cleverus’,insteadof:let’stakesomethingabitunfinished,anduseallthebrainsaroundthetabletohelpus.It’smuchhealthiernow.’–ProgrammeManager
27NewcastleandGatesheadFulfillingLivessystemschangeevaluation
TheResearchandEvaluationLeaddescribedthisasstopping‘tryingtoproblemsolveourselves.’ThisnewapproachhasreportedlyledtomoreofasenseofownershipovertheprogrammebytheStrategicGroup,andhelpedthemtounderstandhowtheycouldusefullyinfluencethesystem.
‘You’vegottosometimesstopandthinkwhatdoyou[asstakeholders]thinkweshouldbelookingat?Aretheserightthings?Askingnottelling,approachingwhatisimportanttothem.’–ProgrammeManager
Resilientandriskembracing:safetofail,abletoquicklybouncebackStakeholdersdescribedtheriskembracingapproachoftheprogramme:
‘FulfillingLivesgivestheopportunitytotryandlearn,thisisreallypositive.It’snotafailurethat[oneprogrammeactivity]didn’twork.’–Corepartner
BeingsafetofailandabletoquicklybouncebackisimportanttotheSystemBrokerwork.Someelementsoftheirworkhavebeenmoresuccessfulthanothers,forexamplewhenstakeholdershavenotwishedtopursueanareaofsystemschange,orwhenexternalpolicychangesaffectthesystemonwhichsystemschangeworkisfocusing.3SystemBrokersdescribedtheimportanceofbeingabletorecogniseandmoveonfromunsuccessfulareasofwork.TheResearchandEvaluationLeaddescribedthis,inparticularinrelationhowtheprogrammeprioritiseswheretofocusstaff’slimitedcapacity:
‘There’ssomethingaroundbeingincrediblyflexible.Everyoneintheprogrammehastohavethesamefocusbuthastohaveawillingnesstodropsomethingifit’snotworkingbecauseyoucouldwastehugeamountsoftimeandenergyandnotgetanywhere[…]Ourworkaroundpeoplewithnorecoursetopublicfundswasagoodexampleofthis–weweretryingtodosomethingwherewedidn’teverhavethepowertochangeitbecauseit’ssonationalpolicybased.’–ResearchandEvaluationLead
Thisdecisionrelatestopersonalisationandanongoinguseoffunds.Theworkstreamhascontinuedwithmoreimpactbyidentifyingthekeystrategicleadstotakethisworkforwardandcontributetotheirworkratherthanleadit.
3AnexampleiswhentheearlierthanexpectedintroductionofUniversalCreditlocallyrenderedworkaroundaccesstotheexistingbenefitssystemlessimportant.
28NewcastleandGatesheadFulfillingLivessystemschangeevaluation
Strengthsbased:utilisingtheassetsofpeopleandplaceTheprogramme’sapproachtoworkingwithpartnersisastrengthsbasedapproach;thedistributedleadershipdescribedaboverequiresthis.Theprogrammerecognisesanddrawsonthestrengthsofpartnersinitscollaborativework.
Therearesomeexamplesofwheretheprogrammecouldmakemoreuseoftheassetsavailabletoit:
• TheExpertsbyExperienceNetworkdoesnothaveastronglyembeddedroleinthesystemschangeprocess,sotheassetsofpeoplewithlivedexperienceofmultipleandcomplexneedsarenotbeingmadefulluseof.
• ThemodeloffocusingonsystembarriersexperiencedbycasestudiesintheOperationalGroupusefullyhighlightssystemicissues,butfocusesonsystemdeficitsratherthanassets.Theassetsofgroupmembers,andtheareasinwhichtheycouldinfluencesystemschange,couldbeusefullyexploredfurther.
• Therolesinthesystemchangeprocess(seep.34)focusstronglyontheidentificationofsystembarriersandblockages,andonidenitifyingsolutionstothese.Amoreasset-basedapproachwouldalsoidentifytheassetsavailableateachstageoftheprocess.
AbletoletgoandactasaplatformforinnovationTheSystemBrokershavedescribed‘lettinggo’ofanumberofareasofwork.AnexampleistheworkonLocalConnection4thatisnowbeingledbyHomelessLink.Theyreportthatitcansometimesbedifficulttojudgewhentoletgoandwhentocontinuetosupportareasofwork,andthiswouldbeausefulareafortheSystemBrokerstoreflectonastheprogrammeprogresses.
Vision
Thesecondsetofpre-conditionsreferstotheambitionofthesystem.
IssuesareacknowledgedassystemicandrequiringcollaborationProjectpartnersdescribeanincreasingunderstandingofthesystemicnatureofmanyissuesencounteredbypeoplewithmultipleandcomplexneeds,andtheneedforasystemicresponsetothese.Thisisdemonstratedbyexamplesintheabovesections
4Thisworkexplores the possibility of agreements between local authorities to house people in areas with which they have no ‘local connection’ (forexample,havinglivedthereforsixmonthsoutofthelast12,orhavingclosefamilywhohavelivedintheareaforatleastfiveyears), which is usually a stipulation for help with housing.
29NewcastleandGatesheadFulfillingLivessystemschangeevaluation
‘Changesexperienced/implementedbypartners’(p.21)and‘Influencinglanguageandculture’(p.24).Programmestaffandpartnerssaidthatthiswasnotyetfullythecaseacrossthesystem:
‘Therewasastrongresponsefrom[specific]servicesabout[onesystemicbarrieridentified]–theydidn’tagreethiswasanissue.’–corepartner
However,theysaidthatpartnersincreasinglyacknowledgedissuesassystemic,anddescribedbuildingpositiverelationshipswithnewpartnersastheprogrammeprogressed.
Citizencentred:fromconcepttodelivery,andbeneficiaryimpactoverorganisationfocusTheprogrammeiscentredontheneedsandexperiencesofpeoplewithmultipleandcomplexneeds,withitssystemschangeworkbasedonevidenceoftheexperiencesofclientsbeingsupportedbytheServiceNavigators.Thereisscopefortheprogrammetoensuremoredirectinfluenceofbeneficiariesoveritswork,forexamplebystrengtheningtheroleoftheExpertsbyExperienceNetworkinthesystemschangeprocess.
GroundedintheplacebutopentonewapproachesTheprogrammeisstronglygroundedinthelocalcontext,respondingtolocalissuesandopportunities(suchitsestablishmentasatestandlearnsiteforUniversalCredit).Ithasalsodrawnonnewapproachesfromotherareas,forexampledrawingonnationallearningaboutPIE,andlearningfromotherlocalitiesaboutdifferentLocalConnectionpractices.
30NewcastleandGatesheadFulfillingLivessystemschangeevaluation
ACHIEVING SYSTEMS CHANGE: THE PROCESS Thissectionexploresthesystemchangeprocess,including:stagesintheprocess;routestosystemschange;rolesinchangingsystems;andtheprogramme’slearningabouttheprocess.
STAGES IN THE SYSTEMS CHANGE PROCESS ForumfortheFuture’sSixStepsModeloutlinesthestepsinaprocesstoachievingsystemschange.ThisisavaluabletoolforunderstandingwhereFulfillingLivesNewcastleandGatesheadisintheprocess;eachstepisconsideredbelow.
Step1:Experiencingtheneedforchange
FulfillingLivesNewcastleandGatesheadplacesastrongemphasisonprovidingcasestudiesandotherevidenceoftheneedforchange,basedonthedirectexperiencesoftheServiceNavigators’clients,andthishasplayedanimportantpartinconvincingstakeholdersoftheneedforchange.Theword‘experience’highlightstheimportanceofgoingbeyondtheprovisionof/passivereceiptofevidence.Thesystemschangeliterature10suggeststhattoexperiencetheneedforchange,peopleneedtogobeyondbeingpresentedwithevidenceandparticipateindiscussionsandreflection;hearingthetestimoniesandexperiencesofpeoplewithmultipleandcomplexneedscanplayausefulpartinthis.Theprogrammeprovidesmanyopportunitiesforsuchdiscussions,
31NewcastleandGatesheadFulfillingLivessystemschangeevaluation
forexampleviatheOperationalandStrategicGroups,workinggroups,anddiscussionsconvenedbytheSystemBrokers.However,opportunitiestohearthevoicesofthosewithlivedexperiencefirsthandarelimited.
Asdescribedinprevioussections,thisresearchshowsthatmanystakeholdersknowthereneedstobechange,althoughnotallkeystakeholdersareyetfullyinvolvedwiththeprogramme:
‘It’screatedanappetiteandplatformforpeopletochange[…]forpeopletolistenandworktogether’–FulfillingLivesstaffmember
However,notallstakeholdersinvolvedwiththeprogrammerecognisetheneedforchangeintheirownpractice.Thismayinpartstemfromalackoffullunderstandingofthenatureofthesystemschangeapproach,whichinvolvesexamininghowone’sownpracticeformspartofthesystemandcouldhelpfullychange,asthisquotationfromthesystemschangeliteraturedescribes:
‘Ihavetostartbyreflectingonandchangingmyself.Ihavetounderstandmyself,becausethepersonwhowillbethehardestformetoleadthroughchangeisme.’11–HelenBevan(systemschangepractitionerandtheorist)
Step2:Diagnosingthesystem
Therewasgeneralagreementbytheresearchparticipantsthatthestageof‘diagnosingthesystem’hasbeencompleted,ornearlycompleted.Thesystemicproblemsthatpeoplewithmultipleandcomplexneedsencounterarefelttobewell-knownandunderstood,anditisgenerallyfeltthattheprogrammehascollected(ifnotyetfullyanalysed)sufficientevidenceaboutthese.
‘We’vemappedthesystem–we’venotyetgonetothenextlevel.’–CorePartner
Someprogrammeactivitiesstillfocusondiagnosingsystemproblems.Examplesincludediscussionsofsystemicbarriersrevealedbycasestudies,andelementsoftheServiceNavigatorrole.Theremaystillbeavaluablerolefortheseactivities:forexample,theycanbeausefulstartingpointforgeneratingideasformoreeffectivepractice,andcancreatemoreengagementandownershipovermakingchanges.Theyalsoenabletheprogrammetocontinuouslydiagnosechangingissuesinachangingsystem.However,itisrecommendedthatanysuchactivitiesshouldhaveaclearpurposewhichenablesmovingbeyonddiagnosistowardsactionforsystemschange.
Whathasnotyetbeenfullydiagnosediswhereaboutsinthesystemtheproblems,andpotentialsolutions,sit.Theprogrammehasbeguntodistinguishbetweenstrategicand
32NewcastleandGatesheadFulfillingLivessystemschangeevaluation
operationallevelsystemicbarriers,andthisisvaluedbytheStrategicGroup,enablingthemtoseeksolutionstostrategiclevelbarriers.ItwouldbehelpfulfortheOperationalGrouptoexploremorefullywherechangesmightusefullybemadeatanoperationallevel.
Step3:Creatingpioneeringpractices
Asoutlinedinprevioussections,anumberofinnovativepracticeshavebeenimplementedasaresultoftheprogramme.Examplesinclude:embeddingPIEapproachesincorepartnerservices;triallingasinglepointofcontactmodelforUniversalCreditforpeoplewithmultipleandcomplexneeds;andtheHousingFirst-stylemodelofdispersedsupportedhousingadoptedbyOasisAquila.
Steps4to6:Enablethetipping,andbeyond
Thesestepsrelatetoscaleandsustainability.Someareasoftheprogramme’sworkmaybemovingtowardsa‘tippingpoint’toscale.Workforcedevelopmenttraining(includingPIE,complexneedsandreflectivepractice)istakingplaceonagrowingscale,includingtrainthetrainercourses.PIEisbeingimplementedincorepartnerservices,andmultipleandcomplexneedstrainingistakingplaceinseveralpartsofthesystem(forexamplewithDWPandGPstaff).
Stakeholdersalsoreportsomechangesinlanguageandculturethatmayindicateatippingpointinunderstandingofissuesassystemic.
Anumberofpilotsofinnovativepracticehavetakenplace,andakeychallengefortheprogrammenowwillbetofindawaytoembedthesuccessfulpracticesfromthepilotsinpracticeandpolicy.
Steps4to6areconsideredfurtherinthesection‘ScaleandSustainability’.
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ROUTES TO SYSTEMS CHANGE
Theprogrammemakesuseofseveralmainroutestosystemschange.Eachoperatesacrossboththeservicelevelandthelocalpolicy/commissioninglevelofthesystem.TheResearchandEvaluationteamsupportsmanyoftheseroutes,forexamplebyconductingActionLearningSetsandco-ordinatingtheevidenceinordertoidentifybarriersandblockagesrequiringchange.
Route1:WorkledbytheSystemBrokers
TheSystemBrokershavethecapacitytoproactivelyworkwithpartnerstosupport,influenceandencouragechangeintheprogramme’spriorityareas.ExamplesofSystemBrokeractivityincludesupportingpilots,conductingtrainingandresearch,anddraftingstrategy.Theycanworkwithstakeholderswhomightnototherwisecomeintoclosecontactwiththeprogramme,buthaveawillingness/opennesstochangeandaremotivatedinpartbytheresourceandsupporttheSystemBrokersbring.TheSystemBrokersworkatdifferentlevelsofthesystemdependingonthelevelandtypeofthesystemsbarrier(e.g.withservicesorcommissioners,andwiththestatutoryorvoluntarysectors).Thesededicatedrolesarecrucialindrivingchangeintheseareas.
Route2:WorkconductedbytheServiceNavigators
TheServiceNavigatorsprovideadirectlinktothecurrentexperiencesofpeoplewithmultipleandcomplexneedsandproblemstheyencounterinthesystem,ensuringtheprogrammeisgroundedinthese.Theroleprovidesevidenceofsystemsissuesfaced,apotentialpathforpeopleintotheExpertsbyExperienceNetwork,buildsrelationshipswithorganisationswithinthesystem,andcaninfluencesmallsystemsflexes.Therolehasalsosuccessfullyencouragedemployingorganisationstoreflectonandchange(todifferentdegrees)theirpractice.
Route3:Workinggroups/taskandfinishgroups
Theprogrammehaspreviouslyestablishedsomeworkinggroups;littleevidenceabouttheextentofthesegroups’effectivenessemergedinthisevaluation.However,researchparticipantswantedtoseemoreworkinggroupsortaskandfinishgroupsaswaysofmovingtowardsactionforsystemschange.Theysuggestedthesegroupscouldusefully
34NewcastleandGatesheadFulfillingLivessystemschangeevaluation
spinofffromtheStrategicorOperationalGroups,andincludepeoplewithparticularinterestsinthegivenareaofthesystem.
Route4:Individualsinitiatingchangeintheirownorganisation’spractice
Thisareaofchangeisledbyindividualswhoarepartoftheprogramme,whoimplementchangewithintheirownorganisations.Theyareopentomakingchange,andtheprogrammeprovidesthechallenge,opportunity,knowledgeandideastohelpthemdoso.TheseindividualsmayincludeCorePartners,EmployingOrganisations,servicescomingintocontactwiththeServiceNavigators,andmembersoftheStrategicorOperationalGroups.Theyalsoincludeotherstakeholderswhocomeintocontactwiththeprogrammebyothermeans.Thistypeofchangeemergesfromindividuals’contactwiththeprogramme.Itcanbeencouraged(forexamplebycultivatingthepre-conditionsofsystemschangeorestablishingworkinggroups),butitislessstructuredandcannotbeplannedforinanydetail.
Sometimesyoudon’tknowyou’redoingit[systemschange],andthat’sprobablythebestthing,whenothershavetakenaleadonthings,andyoudon’tknowwhatyou’redirectlyimpacting.’–SystemBroker
Route5:TheExpertsbyExperienceNetwork
TheExpertsbyExperiencenetworkhasprovidedexpertisetosystemactorssuchascommissionersandthepolice.Thereisscopeforthenetworktoestablishitselfasasourceofexpertadviceinservicedesignandcommissioningdecisions.Assuch,thenetworkisavaluablepotentialroutetoembeddedsystemschangeinpolicyandcommissioningaswellasatservicelevel.
35NewcastleandGatesheadFulfillingLivessystemschangeevaluation
ROLES IN THE SYSTEMS CHANGE PROCESS Thediagrambelowshowstherolesthatitisintendedthatkeystaffmembers,partnersandstakeholdersplayinachievingsystemschange.Thisisanevolvingmodel,andparticipantssaidthatsomepartsoftheprocessworkedmoreeffectivelythanothers.
Rolesinthesystemschangeprocess
Partners
Programmestaff
ServiceNavigatorsdirectlysupportpeopleexperiencing
multipleandcomplexneedsandidentifysystemsbarriers
encountered
SystemBrokersworkwithstaffacrosstheprogrammetoidentifythemesinsystembarriers,supportcollaboration,andhelp
initiate,pilotandsupportinnovativepractice.
TheResearch&Evaluationteamhelpsprovideevidenceofsystemsbarriers,andevidenceoftheeffectivenessofinnovativepractice–clientjourney
too
Referencegroups
TheOperationalGroupbringstogetherserviceprovidersfromacrossthesystem
toaddressoperationalbarriers.
TheStrategicGroupbringstogetherseniormanagersandcommissionersfromacrossthesystemtoaddressstrategic
barriers.
TheExpertsbyExperienceNetworkprovideanexpertviewonsystembarriersandhowthesystemcouldworkbetter,andhelpshapethedevelopmentofthe
system.
Corepartners,employingorganisations,andother
partnersembedchangewithintheirownorganisationsand
influencewiderchangeinotherstheyworkwith.
Stakeholdersfromacrossthesystemchangetheirownpractice
andpolicy
TheProgrammeManagerandExpertsbyExperienceCo-
ordinatorprovidemanagementandco-ordination.
36NewcastleandGatesheadFulfillingLivessystemschangeevaluation
Theeffectivenessofthismodel,andopportunitiesfordevelopingtheseroles,areconsideredbelow.
TheServiceNavigatorrole
TheNavigatorroleisimportantforanumberofreasons.First,itprovidesadirectlinktothecurrentexperiencesofpeoplewithmultipleandcomplexneedsandproblemstheyencounterinthesystem,ensuringtheprogrammeisgroundedinthese.Throughthis,theroleenhancestheprogramme’scredibility(accordingtopartnerorganisations),andisavaluablesourceofuptodateevidenceinaconstantlychangingsystem.Andsecond,ithassuccessfullyencouragedemployingorganisationstoreflectonandchange(todifferentdegrees)theirpractice.
Astheprogrammemovesawayfromdirectserviceprovisiontoastrongerfocusonsystemschange,peoplefromacrossdifferentpartsoftheprogrammesuggestedthattheNavigatorrolecouldusefullybecomemoresystems-changefocused.MembersoftheStrategicGroupandtheEmployingOrganisationsgroupsuggestedtherewasscopeforarolethatspentmoretimebrokeringsystemschange,supportingservicestochangetheirpractice(inresponsetoblockagesexperienced)ratherthansupportingindividualstonavigateservicesonamoreadhocbasis.Itwasfelttobeimportantthatpeopleinthisrole‘workedalongside’servicesratherthanbeingseentobebroughtintosortoutproblemsintheservice.ThefeelingthatServiceNavigatorsare‘workingalongside’servicesisisseentobeoneoftheadvantagesofthecurrentmodelofemploymentwithinservices.
TheServiceNavigatorsthemselvessaidtheywouldliketobemoreinvolvedinchangingsystemsthroughtheirrole.TheygavetheexampleofaNavigatorwhohadbeencloselyinvolvedinthepilotwithDWParoundaccesstobenefitsasanexampleofthis.ExpandingtheNavigatorrolewouldenabletheprojecttobroadenitssystemschangereach;theSystemBrokersreportedlargeworkloadsandsaidthattheirlimitedcapacitylimitstheprogramme’sreachintermsofsystemschange;theysaidtheyhaveusefullydrawnonsomeNavigatorstohelpwithsomeareasofwork.
TheSystemBrokerrole
Theexperiencesoftheprogrammesofarsuggeststhatthisdedicatedrolefocusingonsystemschangeisvitalindrivingchangeforward.TheroleprovidesthelinkbetweentheNavigators’roleofcollectingon-the-groundevidenceandundertakingsysteminfluencingandflex,andotherpartsofthesystem.TheBrokershaveagreatdealof
37NewcastleandGatesheadFulfillingLivessystemschangeevaluation
experienceanddemonstrateasophisticated,evolvingunderstandingofhowtocreatesystemschange.TheexpertresourcethattheBrokerscanprovidehasbeenimportantinbuildingtrustedpartnershipsandmotivatingstakeholderstoworkwiththeprogramme.TheBrokershavehadthecapacity,forexample,todelivertrainingonPIEtoservices,tosupportthedevelopmentofadraftDualNeedsStrategyforPublicHealthGateshead,andtoconvenepartnershipmeetings.Theimportanceoftherolemayreduceovertime,asthosewithinthesystemtakeonamoreleadingroleinmakingsystemschange,butatpresenttheroleiscentraltoachievingsystemschange.
Theevaluationteam
ExternalpartnersandstakeholderssaidthatstrongevidencewasoneofthestrengthsoftheFulfillingLivesprogramme.Adedicatedinternalevaluationrole(alongsidegoodinformationsystemsanddatacollectionbytheServiceNavigators)iscentraltothis.Theprogrammehascollectedagreatdealofevidence,firstlyaboutthecharacteristicsandexperiencesofpeoplewithmultipleandcomplexneeds,andsecondlyabouttheeffectivenessofinnovativepracticebeingtestedinpilots.Thishasbeenvitalinconvincingsomestakeholdersoftheneedforchange;somestakeholderswerenotwillingtoworkcloselywiththeprogrammewithoutthisevidence.Evaluationsevidencingeffectivenesshaveenhancedthecredibilityoftheprogramme’spilots,aswellasusefullyindicatingareasforimprovementinthese.Theinternalevaluationteamhasprovedausefulresourceforexternalpartnersinpilots(suchastheDWP)thathasmotivatedpartnershipworking.Theteamalsodevelopedacostcalculator,whichprogrammestaffreportedtobepositive.
TheExpertsbyExperienceNetwork
TheroleoftheExpertsbyExperienceNetworkiscurrentlybeingreviewed.TheNetworkhasconductedvaluableworkwithinthesystem(forexamplebringingtheexpertvoicetoRespondtraining).ThereissignificantscopefortheNetworktobemorecloselyinvolvedinthesystemschangeprocess,andtheExpertsbyExperienceCo-ordinatorisintendingtoworkwiththeNetworktoidentifyhowthiscouldbestwork,indiscussionwithprogrammestaff.ThesystemschangeworkisgroundedintheNavigators’clients’experiences(whoarenotcurrentlymembersoftheNetwork),butthereiscurrentlylessopportunityforthevoicesofexpertsbyexperiencetodirectlyinformthesystemschangeworkbeyondthis.Amorecentralrolecouldincludeadirectvoiceindiscussionsaroundunderstandingtheproblem,generatingideasforchange,
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anddesigningnewwaysofworking;andco-deliveringworksuchastrainingorresearch.
TheOperationalGroup
TheOperationalGrouphasagoodattendanceofengagedstakeholdersfromacrossthesystem.Itisworkingwellasaforumfordiscussion,formingnewrelationships,increasingknowledgeandawareness,andgeneratingnewideas.Forexample,atleasttwopeopleapproachedtheSystemBrokersattheendofthemostrecentOperationalGroupmeetingwithideasofsystemchangestheywantedtohelpimplement.
AmeetingformatthatenablestheGrouptomovebeyonddiscussiontowardsactionwouldhelptobuildonthestrengthsoftheGroupandmaintainmotivation.OneSystemBrokersaidtheywouldliketoadoptasolutions-focusedpracticeapproachtotheGroupthatencouragedpeopletoidentifywhattheywereabletocontrolandchange.Anotherstaffmembersuggestedthatactionlearningsetsorcommunitiesofpracticecouldbeusefullyestablished.
ThediscussionsofcasestudiesofServiceNavigators’clientsexperiencesduringOperationalGroupmeetingsarehelpfulingroundingdiscussionsinlivedexperience,evidencingsystemicproblemsandtheneedforchange,andgeneratingdiscussionsandideas.However,thesepotentiallyleavepeopleexposedtodefendingtheirownprocessesandpracticeinapublicmeeting,andotherapproachesmaybemorehelpfulinencouragingpeopletotakeownershipofmakingchange.Oneofthenine‘pre-conditionsforsystemschange’identifiedbyCollaborateisanapproachthatis‘strengthsbased:utilisingtheassetsofpeopleandplace’.Itcouldbeusefultoconsideradoptingmorestrengths-basedapproachestomeetings,suchasappreciativeenquiry.
TheStrategicGroup
TheprogrammereportsrecentlearningaroundtheroleoftheStrategicGroup.ThisincludesmovingawayfromthemodeloftheGroupasoversighttotheproject,andtowardstheGroupasactiveparticipantsinsystemschange.Groupmembersrequestedthatprogrammestaffclearlydistinguishbetweenstrategicandoperationalsystemsbarrierssothattheycouldexplorehowtheycouldhelpresolvethestrategicbarriers.StrategicGroupmembersreportbrokeringconnectionsfortheprogramme,andimplementingsomechangewithintheirownorganisations.
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Partnerorganisationsandemployingorganisations
Havingorganisationsinvolvedaspartnerstotheprogrammeand/oremployersoftheServiceNavigatorshasbeenanimportantroutetosystemschange.Thepartnerandemployingorganisationsspokentoforthisevaluationareclearthatakeyroleoftheirsistoimplementchangewithintheirownorganisation(itshouldbenotedthatonlyoneemployingorganisationthatwasnotaCorePartnertookpartintheevaluation).
Somesystemschangesthatpartner/employingorganisationsreportedimplementingincluded:implementingPIEinservices;openingaccesstodispersedhousingtopeoplewithmultipleandcomplexneeds;andworkingmoreflexiblyandcollaboratively.OrganisationscreditedtheiremploymentofNavigators(aswellas,forpartners,theirstrategic-levelinvolvementintheprogramme)withthesechanges,sayingthatthisencouragedthemtochallengeandchangetheirownwayofworking.Navigatorsreportedtheiremployingorganisationsbeingmorewillingtoworkwithpeoplewithmultipleandcomplexneeds,workingmoreflexibly,andexpandingtheirrolestoincludesupporttheywouldnotnormallyhaveprovided.OneexamplegivenwasofAgeUKsupportingpeoplewithbenefitsandhelpingwithfamilyreconnection.
Themodelofemployingnavigatorsinservicesasaroutetosystemschangehasnotprovedeffectiveineverycasehowever.Itwasfeltthatthemodelprovidedanopportunityfororganisationswishingtomakechangetodoso,butthatwheretherewaslessmotivationfor(orotherbarriersto)change,themodelmightnotbeaseffective.
StrengtheninglinksbetweendifferentGroups
TheExpertsbyExperienceNetwork,OperationalGroupandStrategicGroupcurrentlyworkquiteseparately.OperationalGroupmemberssaidtheywouldvalueastrongerlinkwiththeStrategicGroup,includingmorefeedbackaboutwhathashappenedtostrategicissuestheyhaveraisedthathavebeentakentotheStrategicGroup.TheysaiditwouldbevaluableforaStrategicGroupmembertoattendOperationalGroupmeetings,perhapsonrotation,andpotentiallyforanOperationalGroupmembertoattendtheStrategicGroupmeetings.Likewise,representationacrossmeetingscouldbeconsideredfortheExpertsbyExperienceNetwork.StaffmembersalsosaidtheywouldlikestrongerlinkswiththeReferenceGroups.
Noteveryonehadaclearunderstandingoftheirownroleinthesystemschangeprocessandhowthiscouldfitinwithotherrolesinthewiderprogramme;itwouldbehelpfultoclarifythisforallGroups.
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LEARNING ABOUT THE PROCESS Researchparticipantsdescribedthefollowinglearningabouttheprocessofsystemschange.
Usingevidenceeffectively
Evidencewasseenbystakeholderstobeoneofthestrengthsoftheprogramme,whichcollectsawealthofevidenceaboutclients’experiences.Programmestaffdescribedlearningabouthowtouseevidenceeffectively:
‘[We’vebeen]thinkingmoreaboutintention,targeting,whoisitfor,whatisitspurpose.’–ResearchandEvaluationLead
Evidencehashelpedtoconvincestakeholdersthatasystemicissueexists,todemonstratethescaleoftheissue,andtoprovide‘directlearningfromourclients’stories[whichcanbe]categorisedandanalysed’.
Piloting
TheSystemBrokershavefoundthatpilotsareameansoftestinginnovativepracticeandinitiatingsystemschangethat‘thesystemcantolerate’.
‘Workingalongside’partners,asaresourcetobedrawnon
Thecapacityoftheprogrammetosupportorganisationshasbeenhelpfulinencouragingpartnerships.Forexample,theSystemBrokerworkingwiththeDWParoundUniversalCreditwasabletooffersupportwithresearchingclients’experiences:
‘There’sakeymotivationinNewcastle,becausewe’reclassedasatestandlearnsite,toworkwitharesearchprogramme[FulfillingLives]thathasgottheinfrastructureandthefocustoreallyapproachitfromacollaborativeresearchperspective.’–SystemBroker
Likewise,theServiceNavigatorswereseenasadditionalresourcesbythoseontheground:
‘Ithink[thefactweemployNavigators]helpedstafftoacceptthem,sothey’reanextraresource.’–EmployingOrganisation
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Findingtherightlevelatwhichtoinfluence
Akeylearningpointfortheprogrammehasbeenaboutthevalueofidentifyingtherightlevelatwhichtoinfluence:
‘Ifirstthoughtitwasaserviceissue,thenIfoundoutstaffwereonlydoingwhatmanagersweretellingthem,managersweredoingwhatcommissionerstoldthem,andcommissionersweredoingwhatpolicytoldthem.’–SystemBroker
Thisincludesidentifying‘howIcanchangemyownpractice’.
Behavingdifferentlyfromtheexistingsystem
Beingbothrelativelyindependentfromthecurrentsystem,andabletobehavedifferentlyfromthesystem,wasseentobeimportant:
Wehavetheluxuryofbeingabletobedifferent,sowecangoinandtalktoanagencyseparatelyratherthanbeinganotherpartofthesystem.It’sallaboutmodelling[adifferentbehaviour].–ProgrammeManager
Overcomingbarrierstochange
Eachoftheroutestosystemchangedescribedinthesection‘Routestosystemschange’(p.32)workswiththosewithsomewillingnesstoworkwiththeprogrammeandconsidermakingchangestotheirownpractice.Theprogrammehasencounteredthefollowingbarrierstochangeamongsomesystemactors:
• Fearofexposingflawsinmypracticeandadmittingvulnerability• Abeliefthatmyownpracticedoesnotneedtochange• Anxietyaboutanewapproachandbeingoutofmycomfortzone• Lackoftime/capacity/resources• Policydoesnotsupportanewkindofpractice
Thoseinvolvedhavefoundthatthefollowinghaveworkedwellinconvincinglesswillingpartnerstotakepartintheprogramme’ssystemschangeactivity:
• Listeningtolesswillingpartners,understandingtheirvaluesandpriorities,andattemptingtomeettheirneeds.
• Providingrobustquantitativeandqualitativeevidenceoftheneedforchange.• ‘Workingalongside’partnersratherthanbeingseenascomingintosortout
problems.
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• Awillingnesstodropissueswhenthediscussiongetsstuck,andmovetowardsbuildingaconstructivepartnershiparoundotherissueswherechangeismorepossible.
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SCALE AND SUSTAINABILITY FulfillingLivesNewcastleandGatesheadisduetoendin2022.Thissectionconsiderswaysinwhichtheprogrammemightensuresystemschangetakesplaceatscaleandissustainedaftertheprogrammeends.
STEPS TO SCALE AND SUSTAINABILITY: THE SIX STEP MODEL ThefinalthreestepsofForumfortheFuture’sSixStepstoSignificantChangemodelfocusonscaleandsustainability.Theseare:
• Step4:Enablethetippingpoint.Thisinvolvesachievingscalethroughthreeroutes-growing,replicating,anddiffusingandinfluencing.
• Step5:Sustainthetransition.Thisincludesaddressingresistancethatcanariseatthisstage.
• Set6:Setnewrulesofthemainstream.Thisentailscementingchange,forexamplethroughpolicychange,whichisoftenprecededbyshiftsinattitudesandevidencethattheywillwork.
ROUTES TO SCALE AND SUSTAINABILITY Scalingchange
Asdiscussedinthesection‘Stagesinthesystemschangeprocess’(p.29),theprogrammehasbeguntoreachscalethrough:
• WorkforcedevelopmentandPIEtraininginseveralpartsofthesystem.ThishasresultedintheimplementationofPIEandreflectivepracticeinsomeservices,andisintendedtoresultinagreaterunderstandingofthemultipleandcomplexneedsamongsystemactors.
• Influencingchangesinlanguage,attitudesandworkingculture,forexampleanunderstandingofsystemschangeandrecognitionthatissuesaresystemic,amongactorsinseveralpartsofthesystem.
PathwaystoscaleidentifiedbyForumfortheFutureare:
• Inspireandenableinfluencers.• Networksandcollaboration.• Barrierremovalandlock-in,includingpolicyandadvocacy.
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• Communicationandbehaviourchange.• Newfinancialmodels,measuresandstandards.• Incubateandaccelerateentrepreneursandtechnologies.
Sustainingsystemschange
ThissectionpresentsananalysisbytheNewEconomicsFoundationbasedonlearningfromtheliteratureandtheideasofparticipantsinthisresearch.
Therearetwo(inter-related)issuesinrelationtosustainabilityofsystemschange,whichareconsideredbelow.
1. Creatingstructuresandprocessthatembedthechangesmadetosystemcomponentsasaresultoftheprogramme–sothat,forexample,pilotsareadoptedintopractice,differentapproachesareintegratedintocommissioning,andstrategiesareadheredto.Thismayinclude:• Ensuringthatsuccessfulprogrammepilotsareadoptedintopractice(with
separatesourcesoffundingsecuredifnecessary).• Ensuringthatsuccessfulelementsoftheprogramme(examplesgivenby
participantsincludethefunctionofnavigationforpeoplewithmultipleandcomplexneeds,andtheExpertsbyExperienceNetwork)securetheirownsourcesoffundingand/orareadoptedintootherorganisations’deliverymodels,socancontinueaftertheprogrammeends.
• Ensuringthatnewwaysofdoingthingsareformalisedinpolicyandservicespecifications.
• Achievingchangesinthecomponentsofthesystem:forexample,thecommissioningofnewservicesordevelopmentofnewpathways.
• Influencingchangesinattitudeandunderstandingofpeopleacrossthesystem,forexampleadeeperunderstandingoftheneeds,experiences,andassetsofpeoplewithmultipleandcomplexneeds,howtheycanbestbesupported,andindividualsystemactors’ownrolesinthis.
• Ensuringthatsustainedchangeisnotdependentononeindividualinanorganisation,butisembeddedinprocesses,policies,andattitudesacrossawiderteam.
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2. Creatingtheconditionswithinasystemthatmeanitcancontinuetochangeinresponsetoemergingsystemicissues,evenaftertheprogrammeisnolongerinplacetoleadchange.TheliteraturereviewconductedbytheNewEconomicsFoundationforFulfillingLivesNewcastleandGatesheadin2014foundthat:‘Systemschangeisneverfinished;instead,aprocessthatenablessystemicproblemstobeidentifiedandrespondedtoisinplace.’12Thismayinclude:• Creatingstrongconnectionsbetweendifferentpartsofthesystemthat
continueaftertheprogrammeends,includingforumsfordiscussionandaction.
• Buildinganunderstandingacrossthesystemofsystemschange,thesystemicnatureofmanydifficultiesencounteredbypeoplewithmultipleandcomplexneeds,andtheroleofreflectivepractice,collaboration,learningandopennesstochangeinresponsetothis.
• Creatinglastingprocesses,forumsandothersmeanswhichfacilitateareflective,open,flexibleandcollaborativeapproachwithinorganisationsacrossthesystem.
• Ensuringthatreflectivepracticeisembeddedacrossthesystem(forexample,inservices,throughtheimplementationofPIE).
• Ensuringthatco-production,meaningfulserviceuserinvolvement,andtheexpertbyexperiencevoiceisstronglyembeddedwithinthesystem(forexampleinservicedesign,commissioningdecisions,andservicedelivery).
• Supportingsystemsleadershipbyindividualsoutsidetheprogramme,sothattheycancontinuetotakeonsystemsleadershiproleswithindifferentpartsofthesystemaftertheprogrammeends.
‘Ifyoucanhavemoregenuineco-productionandserviceuserinvolvement,thatwouldhelpthesystemtochangewithoutusbeinginvolved.That’sthewaytoinfluencethesystemwhenwe’renotaround.’–SystemBroker
‘I’dliketoseethatservicesareinreflectivemode,areopen.It’saboutreachinganendwheremoreservicesareabletocollaborativelylookandkeepchanging–soit’sworkforcedevelopment.’–ProgrammeManager
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Developingevidenceandrecommendationsforthesystem
Oneofthequestionsthisresearchsetouttoanswerwas:Howcantheprogrammebestensureitisinapositiontomakerecommendationsforaneffectivesystemforpeoplewithmultipleandcomplexneedswhenitcomestoanend?
Thesystemschangeliteraturesuggeststhatsustainedsystemschangeislikelytobeachievedprimarilyasaresultofhavinginfluencedcollaborativechangeintheareasoutlinedabove(forexampleinpolicy/commissioningandinattitudes/workingcultures),ratherthanthroughleavingrecommendationsforaneffectivesystem.
However,itwillbeofvaluefortheprogrammetocaptureandshareitslearningaroundtheprocessofsystemschange,andtheoutcomesofitssystemschangeapproach(includingeffectiveelementsofthesystemandremainingsystembarriersandblockages).Tothisend,itwouldbeofbenefitfortheprogrammetoconductanevaluationofthesystemschangeelementoftheprogrammeoveritsremainingyears.
Theprogrammeisalsobuildingabodyofevidenceofeffectivenessofinnovativeapproaches,inparticularthroughitsevaluationsofpilots,whichwillformavaluablepartofitslegacy.
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CONCLUSIONS AND RECOMMENDATIONS
CONCLUSIONS FulfillingLivesNewcastleandGatesheadisutilisinganeffectiverangeofapproachestoachievingsystemschange:eachofthefourmainroutestochangeidentifiedisanimportantelementofitsapproach.Theprogrammeanditspartnershaveachievedsomesignificantearlysystemschanges.Itissuccessfullycultivatingmanyofthepre-conditionsofsystemschange,puttingitinastrongpositiontoinfluencefurtherchangesovertime.
Nowtheprogrammeshouldturnitsattentiontoestablishingitselfmorefullyasasystemschange(ratherthanservicedelivery)programmeandcommunicatingwhatthismeans;strengtheningtheexpertbyexperiencevoiceinitswork;andmovingfromtheidentificationofsystemicissuestowardsactionandthedevelopmentofnewwaysofdoingthings.
RECOMMENDATIONS FOR THE FUTURE DEVELOPMENT OF THE PROGRAMME Thefollowingrecommendationsarebasedontheviewspresentedbythoseinterviewed,andonananalysisoftheresearchevidencecollectedinthelightofselectedexistingsystemschangeliterature.Itisrecommendedthattheseareusedasastartingpointfordiscussionamongprogrammestakeholders,forgainingdeeperunderstandingoftheissues,andforestablishingagreedaction.
Astrong,clear,systemschangefocus
Morestronglyestablishtheprogrammeasasystemschangeprogrammeandspreadunderstandingofwhatsystemschangeis.Thisincludescommunicatingaboutwhatsystemschangeis,thedifferentlevelsofthesystem,andhowsystemschangecanbeachieved.Thismeansmovingawayfromunderstandingsoftheprogrammeasaservicedeliveryorganisation;andensuringthatallthoseinvolvedunderstandwhatsystemschangemeans.
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Developacoherentdefinitionofsystemschangeandtheprogramme’sroleandaspirationsinrelationtothisthatcanbeusedbyallthoseinvolvedintheprogrammetocommunicatetoexternalstakeholders.Thiswasrequestedbyseveraldifferentgroupsintheresearch.
Celebrateandcommunicatethesystemschangesmade:Stakeholderswerenotalwaysawareofthesystemschangesthattheprojecthadinfluenced.Celebratingthechangesthathavebeenmadeislikelytomotivateandinspirefurtherchange,aidunderstandingofwhat‘systemschange’means,andmorestronglyestablishtheprogrammeasasystemschangeprogramme.
Clarifythedifferentlevelsofthesystematwhichsystemschangecantakeplace,andusethisasatooltoidentifywherechangeisneeded.Thishasbeendoneinsomeforums,butnotyetbeenspreadwidelyacrosstheprogramme.Thediagramonp.16ofthisreport(adaptedfromamodelbyMakingEveryAdultMatter(MEAM))describesonewayofunderstandinglevelsofchange.
Reviewtheextenttowhichtheprogrammeisinfluencingchangeatalllevelsfromindividualpractice,toservicedelivery,tocommissioning(asoutlinedintheabovediagram).Thisincludesclarifyingwithpartnerstheextenttowhichtheprogrammeintendstoinfluencethenationalsystem;partnerswerenotallclearaboutthis.
Moveawayfrom‘diagnosingthesystem’(withafocusonidentifyingsystembarriersandblockages)towardsactionforchange.Thiscouldincludeexistingpartners(suchastheStrategicandOperationalGroups)consideringhowtheycouldchangetheirownpracticeandinfluencebroaderchange,andtakingmoreactiveownershipof/playingmoreactiverolesinstrandsofwork.Ideasforthisincludedestablishingtargetedworkinggroupsortaskandfinishgroups,andintroducingsolutionsfocusedpractice.
Adoptamoreasset-basedapproachthatfocusesonidentifyinganddrawingonassetsatalllevelsofthesystem.Atpresenttheprogrammeprimarilyfocusesonidentifyingsystemsbarriersandblockagesandsolutionstothese(oratleastdescribesitsworkintheseterms).
Rolesandrelationships
EnsuretheExpertsbyExperienceNetworkismorecloselyinvolvedinthesystemschangeprocess,buildingonsuccessfulsystemschangeactivitiesalreadyundertakenbythegroup.Amorecentralrolecouldincludeadirectvoiceindiscussions
49NewcastleandGatesheadFulfillingLivessystemschangeevaluation
aroundunderstandingtheproblem,generatingideasforchange,anddesigningnewwaysofworking;andco-deliveringworksuchastrainingorresearch.
ReviewtheServiceNavigatorrole:SeveraldifferentgroupsofresearchparticipantssuggestedexploringpossibilitiesfortheNavigatorroletobecomemoresystems-changefocused,forexamplebyincludingbrokerageandsupportforservicestochangetheirownwaysofdoingthings.Thiscouldperhapsfocusonchangeattheindividualservicelevel,whilstSystemBrokerscontinuedwithabroaderfocusacrosstheservicedelivery,commissioningandpolicylevelsofsystemschange.
RetaintheSystemBrokerfunction:InitialprogrammeplanssawthenumberofSystemBrokersbeingreducedfromthreetooneinthefourthyearoftheprogramme.ThisresearchsuggeststhatthededicatedSystemBrokerrolefulfilsanimportantfunctionofsystemschangeleadership.ThecapacityoftheBrokerstoconvenepartnerships,andtosupportinnovativepractice,hasmotivatedpartnerstobecomeinvolvedwiththeprogrammeandbeenanimportantroutetochange.Itisrecommendedthatanychangestothemodelofsystemschangedeliveryensuresthatthesefunctionsareretained.
Strengthenlinksbetweendifferentstakeholdergroups:Severalparticipantgroupssaidthattheydidnotfullyunderstandtherolesofothergroupsinvolvedintheprogramme,andhowthisfitwiththeirownrole.IdeasraisedbyparticipantsincludedStrategicGrouprepresentationontheOperationalGroup,andviceversa.
Reflectonpowerdynamicsintheprogrammeandthesystem:Powerdynamicswerementionedbyveryfewresearchparticipantsdespitebeingcentraltosystemschangetheory.Theoreticalissuesincludetherebalancingofpowerbetweenprofessionalsandthosewithlivedexperience;theneedtogiveupsomedegreeofpowerinordertocollaborateforsystemschange;andtheuseofpowertosettheboundariesorlimitthescopeofsystemschangeactivities.Itcouldbehelpfulforprogrammestaffandpartnerstohavetheopportunitytolearnaboutandreflectonpowerdynamicsintheirwork,forexamplethroughtraining.
Learningandevidence
Determineanapproachtoevaluatingthesystemschangesinfluencedbytheprogrammeoveritsfinalfiveyears,buildingonthecurrentResearchandEvaluationStrategy:Theprogrammehasconductedsomeusefulandinfluentialevaluationsofsomeofitssystemschangeactivities(suchasthepilotofPIE).Thiscurrentresearchshowsthattheprocessofsystemschangeiscomplexand
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unpredictable,andthat,becausesystemschangecanonlyhappeninpartnership,attributingchangetotheprogrammeisnotstraightforward.Capturingthechangesinfluencedbytheprogrammeisimportantfortheprogrammetolearn,understandwhatworksinsystemschange,anddevelopitsapproach.Itisrecommendedthattheprogrammedevelopsaprimarilyqualitativeapproachtoevaluatingsystemschangeoveritsfinalfiveyears.Thisshouldincludeassessingthedifferenceanysystemschangeshavemadeforpeoplecurrentlyexperiencingmultipleandcomplexneeds.
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ENDNOTES
1BigLotteryFund(n.d.)FulfillingLives:Supportingpeoplewithmultipleneeds.http://www.biglotteryfund.org.uk/prog_complex_needsAccessedon01.09.20142BigLotteryFund(n.d.)FulfillingLives:Supportingpeoplewithmultipleneeds.http://www.biglotteryfund.org.uk/prog_complex_needsAccessedon01.09.20143Meadows,D.(2008)Thinkinginsystems:aprimer.(edbyWright,D.).SustainabilityInstitute.4Burns,D.(2007)Systemicactionresearch:astrategyforwholesystemchange.PolicyPress.5Draper,S.(n.d)Creatingthebigshift:Systeminnovationforsustainability.ForumfortheFuture.Imagefrom:https://www.forumforthefuture.org/blog/introducing-forum’s-six-steps-significant-change6Billiald,SandMcAllisterJones,L.(2015)Behavinglikeasystem?CollaborateandLankellyChase.https://collaboratecic.com/behaving-like-a-system-184e70563822 7RobinJohnson,co-authorof“PsychologicallyInformedServicesforHomelessPeople–Goodpracticeguide”2012DepartmentofCommunitiesandLocalGovernment,anddeveloperofhttp://pielink.net/,citedinRichie,C.(2015)CreatingaPsychologicallyInformedEnvironment:ImplementationandAssessment. NoOneLeftOut:SolutionsLtdforWestminsterCityCouncil.8Richie,C.(2015)CreatingaPsychologicallyInformedEnvironmentImplementationandAssessment. NoOneLeftOut:SolutionsLtdforWestminsterCityCouncil.9NationalInstituteforHealthandCareExcellence,Coexistingseverementalillnessandsubstancemisuse:communityhealthandsocialcareservices.NICEguideline[NG58]Publisheddate:November2016https://www.nice.org.uk/guidance/ng58/chapter/Recommendations#first-contact-with-services10SeeforexampleChapman,J.(2004)Systemfailure:whygovernmentsmustlearntothinkdifferently(2nded.).11Bevan,H.(n.d.)HelenBevanontheChallengeofSystemReform.NHSInstituteforInnovationandImprovement.http://www.institute.nhs.uk/quality_and_value/introduction/article_13.html.Accessedon01.09.2014.12Hough,J.(2014),Changingsystemsforpeoplewithmultipleneeds:Learningfromtheliterature.NewEconomicsFoundation.