Neighbourhood Renewal by BWOnDD


									        Creativity not competition
           creates innovation
                           April 2010

Miia Chambers,
London Borough of Camden

Lucie Stephens,
nef (the new economics foundation)
About nef

• Independent ‘think and do’ tank pursuing
  economics as if people and the planet mattered
• Work alongside practitioners to promote
  innovative solutions
• Developed a range of practical tools and
• Unique approach to measuring what matters
Sustainable Commissioning

• Focuses on the ‘value’ of public spending
• Focuses services on outcomes not outputs
• Links service level outcomes to wider social,
  economic and environmental outcomes
• Levels the playing field for smaller providers
• Embeds co-production within services
• Creates opportunities for co-operation and
  innovation between providers
Valuing services
• Traditionally ‘resources’ are financial, which
  impacts on how we view efficiency

                                                  Service level
     Resources   Money £s    Inputs     Outputs   Outcomes

                            savings -
Real value

                             Co- production

            People (time
            & skills)                                          Social
                                                   Service &
                                                   w ider
Resources   Money £s       Inputs        Outputs               Economic
            Environment                            Shaping)    Environmental
                                    benefit (3-
                                    5 years)
What is co-production

Produce: means - to make something or bring
  something into existence
Co: means - together; with

  ‘delivering public services in an equal and
  reciprocal relationship between professionals,
  people using services, their families and
  neighbours. Where services are co-produced in
  this way, both services and neighbourhoods
  become far more effective agents of change’.
What isn’t co-production
                           Service users
                           involvement in
Service user               assessing services
involvement in service
                           Representation on
                           service boards and
Service user
                            Informing people who
                            use services
Co-production principles

 • Building on peoples existing capabilities
 • Mutuality and reciprocity
 • Peer support networks
 • Blurring distinctions between ‘professionals’ and
 • Facilitating rather than delivering
 • Recognising people as assets
Sustainable Commissioning Model
                                  Commissioner &              Community strategy &
      Provider left free to       service user priorities     Corporate priorities
  describe activities & outputs

     1.                    2.                3.                   4.                     5.
                                                                                - Qualitative
                                      Service level         Community           - Quantitative
                                      outcomes              outcomes            - Monetizeable
  Activity            Output                                social
                                                                                Where value
                                                            economic            To Service
                                                            environmental       Camden wide
                                                                                Wider public

                                    National Outcome
Creating the conditions for co-

• What role would you envisage for service users’
  in the development and delivery of your service?
• How does your service identify and mobilise
  peoples strengths?
• How would the contribution of service users,
  carers, family, peer groups, neighbours and the
  wider community be measured or rewarded?
   Sustainable Commissioning;
     The Camden experience

Miia Chambers
London Borough of Camden
Change process
    Nov 2006           Nov 2009                                   2012                      2014
                       3 years                                    6 years                   8 years
                                     We Are

  Developed OBC model                Greater Strategic buy-in              Use models and the data
  Pilots with MH / ASC, CSF & SP     Develop outcomes practice            routinely for effective OBC/A
  Increased knowledge and skills    across the council and share            Outcome and social value
 across departments                  good practice                          measurement and reporting in
  Developed the Star measurement     Further roll out of OBC model        wide use for decision making /
 tool for Teen, Work, Older people   Pilot further measurement and         investment decisions
 and Parenting and Family Support    reporting systems                       Learning at the heart of
 services                            Greater innovation in service         commissioning model - resulting
 Improved understanding of          delivery                               in more effective and impactful
 OBC&M                               Gather and present evidence           services
                                     Peer mentoring                         Greater innovation in service
                                      Embed outcomes monitoring            delivery
                                     to maximise the data for                Reach and embed in areas
                                     decision making                        slower to take up
Golden thread from service level to
strategic goals                                Community Strategy 2007-12
     ‘Golden thread’ through
     the planning process                       Partnership plans e.g. Children and Young People’s
     from Community Strategy                    Plan and Safer Camden Strategy
     to individual objectives
                                                      Corporate Plan 2007-11

                                                            Directorate and team plans

                                                                 Service level

•Community Strategy sets out the shared vision for the borough
•Corporate Plan sets out the Council’s priorities and how we will contribute to
 delivering the shared vision
•Services and commissioned activities contribute to delivering the above
Camden Together
underpinned by two values;
  • everyone of us as individuals needs to
    take responsibility for our own action
  • we also need to work together, as
    citizens who actively contribute to our
    local community and as organisations to
    help solve the main challenges for the
Mental health day services

4. Camden Community Outcomes
• a strong Camden economy
• a connected Camden community
• a sustainable Camden

Mental health day services
3. Service Level Outcomes
• Enhanced physiological and physical well-being
• Increased people volunteering and employed
• Increased community participation
• Increased size and range of social networks

Mental health: evidence of value
Education, training and employment
• 89 adult education sessions in the centres during the
  quarter e.g. communication skills, financial capability
  workshops and ESOL classes and 105 volunteered time
  through the time bank.
• 56% were stable in relation to work issues
• 41% improved in relation to work/ contribution, as
  evidenced by the Star.
• 10 service users were referred to begin work experience
  or a placement – a significant increase from previous
• 4 were referred to a specialist employment service in the
  last quarter (37 during the yr)
• The average start point was 4.5 and average for those
  showing an increase was 1.4
Mental health: evidence of value
Social networks
• 402 people attended activities and/or used the
  drop in - evidence for the last quarter includes:
• 52% improved their social networks over 6
  months, evidenced by increased scores on the
  social networks scale on the outcomes star.
• 44% were stable in relation to social networks
  (7% showed a decrease).
• Average start point on the social networks scale
  was 5.2 and the average increase for those
  showing an increase was 1.4.
Tool and system developments
• Outcome Stars:
   – Work Star (employment services, joint LSC)
   – Older People (joint with 4 London boroughs)
   – MH day service version
   – YP Substance Misuse
   – Families & Parenting support
• Piloting Views - innovative technological solutions to
  demonstrating public service outcomes and social value
• Valuing Model with nef & Triangle
Outcomes star
Community Strategy Outcomes
for OBC
                           Overall Outcome:
                         A Sustainable Camden

          Sub-outcome:                         Sub-outcome:
    Increased recycling in local        Better Insulation in Camden
           communities                             Homes

         Sub-outcome:                         Sub-outcome:
   Reduced car usage in Camden             Energy supplies from
                                           sustainable sources
OBC learning cycle

    Why OBC
•    Innovation – commissioning a “result” rather than an activity, less
     prescriptive, increased freedom to come up with and implement
     imaginative ways of working to solve local needs, including increased
     scope for co-produced solutions
•    Achieving results – move away from financing activity to financing
     impact, using limited resources to have maximum effect for local residents
•    Achieving savings – potential scope to reduce the level of services where
     outcomes are achieved, greater scope to focus on services that reflect
     demand rather than increase pressure on over-worked resources, and
     help to address future financial pressures
•    Better local learning – local organisations support to identify need and
     changes that take place at a more localised level and chart impact, better
     understanding of what works and where resources should be prioritised
•    Resident engagement – improved ability to respond to localised needs
     and solutions, impact on promoting resident involvement in the design and
     delivery of public services
Future commissioning

•   Market making and capacity building
•   Civil engagement / user-led models
•   Co-production and innovation
•   Community and social enterprises
•   New investment models / social impact bonds
•   OBC&M – understanding value

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