Whole Systems Change Programme

Let’s Go Southall

Overview

The Business Model outlines the componentsneeded to support the delivery of the workstreams.

The Work Streams describe the types of activityneeded to deliver whole systems change andhow they interact over the first two years.

Programme Management highlights thebuilding blocks to support the effective running ofthe programme.

Governance (see paper by Ruby) will outlinehow 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

Engagement

Skills & Leadership Developme

nt

Research & Analysis

Service Design &

Commissioning

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


Service Design &

Commissioning

12-24 Months

Activities Embedded &

Scaled

Scaling of

Activities

Embed Activities

into Services



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


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 & AssuranceTheory 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-EngagementTheory 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 & AnalysisTheory 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 & AnalysisTheory 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)

CommissioningCommissioning through…

Communities of Practice…Communities of Practice

Commissioning


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

EngagementTheory 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


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


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


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

coming through


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


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


Develop support for

practitioners to understand

the motivations, capabilities,

needs of inactive residents

through the research, own

engagement with service

users/members &


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



practitioners to embed

insights, ways of working &

relevant interventions in

their organisation


practitioners to scale whole-

systems change across their

organisation and with

partners

Digital Platforms & Tools


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


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 ServicesTheory 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


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


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 SystemTheory of Change

Map leversorganisations canuse throughout theprogramme & system

Organisations selectlevers they are bestplaced to use toinfluence

Organisations map &prioritisestakeholders &strategies that needinfluencing

Increases communityconnections

Improve commissioners’understanding & involvement ofresidents

Join up services aroundresidents

Inform prioritisation ofinfrastructure improvements

Enable policy makers to embedprinciples from the projects intocommissioning & strategy

Commitments

Commitments

Commitments

Government & Nonprofit

Whole Systems Change Programme