Session One: Why are we here? West Belconnen Local Design Team

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2 Session One: Why are we here? West Belconnen Local Design Team The Local Design Team (LDT) was asked to consider what they hoped to achieve through the design process and to think about why they were there. In small groups the LDT identified what they hoped to learn, what the service network might look like, and what they hoped to achieve. While there was some overlap, six broad thematic groups became apparent. Building on existing foundations Focus on expanding partnerships, building on existing relationships and contributing to an integrated model of service delivery. Contribute to integrated service delivery to achieve better outcomes Better outcomes Bringing the Human Services Blueprint (Blueprint) to life and endeavour to create better outcomes for those who are most in need through a client centred-focus. To see the Blueprint come to life and have a real impact for real people Co-design in action A co-design culture should be innovative and encourage a focus on constructive disruptive innovation, in order to develop an effective Local Services Network. Constructive Disruptive Innovation Applying the Blueprint to a local context Sharing a clear image of what the Blueprint will look like within the community. What will this service look like for the community? System Change to meet individual needs Building a system that is capable of responding to specific pathways that are targeted to meet the needs of individuals and families. Specific, targeted pathways

3 Session Two: Defining the Intent of the West Belconnen Local Services Network The LDT was asked to think about what the Blueprint objectives mean in a local context. The Blueprint vision, drivers, principles, and triple aim (represented here) provided a framework for guiding the discussions. In small groups the LDT identified key success factors that would be important in implementing the Blueprint in a local context. Coming back together, the LDT grouped the success factors according to common themes. While there were many interconnections between each theme, they largely corresponded to the Blueprint triple aim; to improve outcomes for individuals, populations, and systems. In addition, an overarching theme highlighted by the team was the importance of cultural change to create the right environment for collaboration across the Local Services Network (LSN).

4 CULTURAL: Three factors were identified to inform the cultural change required to achieve the Blueprint objectives within the LSN. Continued Co-design- Developed and implemented through a continuous co-design approach. Community involved in every stage- a system designed with them, by them, for them Collaboration and Willingness to Take Risks Together- Partners must leverage and build on existing relationships to create a culture of collaboration rather than working in silos. Promote human service collaboration and culture of information sharing, rather than working in silos Communicating a Shared Understanding and Intent- Translate the vision and intent of the Blueprint to a range of partners. Communicating- Shared understanding, articulate and translate Communication Translators SYSTEM OUTCOMES: Three systemic factors were identified to achieve the effective use of available human and financial resources. Partnerships and Workforce Development- Share responsibility and allow workers the flexibility to collaborate in order to meet people s needs. Partnerships and collaboration need to be authorised from the top down, the bottom up, and from within middle management service layers. Partnerships- workforce working together Data and Information Sharing- An effective and linked up data system that not only collates data to measure change, but also allows for information sharing with client consent. Data systems that talk to each other so we can really measure change Addressing Systems Barriers- Strategic deployment of resources will be required to shift the focus from reactive to proactive service delivery. Resource sharing will allow for streamlining of service delivery which can allow for investment in collaboration. Flexible contracts to shift resources

5 POPULATION OUTCOMES: Three community building factors were identified to enable individuals and families to participate fully in strong and healthy communities. Community Engagement- Commitment to ongoing community engagement to respond to community identified outcomes. This will require meaningful engagement approaches, and the ability to ensure all people are supported to participate in engagement processes. What does this community want? Understanding Community Diversity- Understanding unique service pathways will be an important way of ensuring the local service network responds adequately to diverse groups of people within West Belconnen. Understand the diversity of the community INDIVIDUAL/FAMILY OUTCOMES: Three service delivery factors were identified to achieve an improved experience for individuals and families interacting with the human service system. Responsive Access Across the Network- Where ever people enter the LSN (including outreach) they should have access to the information required to meet their needs. Services that meet people where they are, both in place and circumstances Provider/Client Partnerships- Building capacity and leveraging strengths within individuals, families and their community networks. This will require services to work together towards client directed outcomes/goals with clear leadership responsibilities to avoid service duplication. Meaningful engagement with families Single case management approach with families involved with many services Enabling Community Outcomes- Using a community development framework to enable community driven action rather than directing or controlling community outcomes, with a focus on coproduction and responding to social determinants. Enabling and Facilitating Engaging those most in need- An engagement strategy focused on vulnerable community groups that may be disengaged from traditional service pathways, which builds trust and long term relationships. Connecting with, those people with low trust and engagement

6 A key statement from the day that can guide our future vision was that the way forward is gentle pressure, relentlessly applied. This quote captures the notion that lasting change requires commitment to pursue the future direction whilst enabling all stakeholders to meaningfully participate in the process.

7 Session Three: Defining the networks in the West Belconnen Community The LDT were asked to map the services and functions that operate within the four sub-sectors within the human services sphere Health, Justice, Community and Education. In small groups the LDT discussed the four sub-groups and shared their knowledge and experience of either working in, or with, each sub-sector. From this mapping exercise it was noted that West Belconnen residents had to leave their community to access a range of human services, as a large proportion of the services are not place-based. Four sub-sectors of the human services sphere as outlined in the Human Services Blueprint:

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10 Session Four: Designing Governance and Leadership Structures This session comprised two activities that aimed to establish thinking around various methods of governance on an integrated continuum. The second activity was a continuation of the first, and intended to begin the design process of a governance structure for the West Belconnen LSN. Activity One: Governance models on an integrated continuum The LDT were asked to discuss and explore the various methods of integrated governance models in a place based setting. In small groups the LDT identified the pros and cons of implementing each governance model. Coming back together, the LDT placed the identified aspects on a continuum, with the pros sitting above the line and cons below. Pros vs. Cons: Continuum of Integrated Governance as identified by the LDT network collaboration vs single entity

11 Activity Two: Designing Governance and Leadership structures The LDT were asked to begin thinking and designing possible governance and leadership structures for the Network. The LDT discussed what outcomes they would like their governance and leadership structure to achieve, how will the structure be formed, who needs to be involved and how will the structure be authorised and accountable. The pros identified in activity one will inform the governance and leadership structure for the West Belconnen Local Services Network. In small groups the LDT discussed what outcomes they would like to governance and leadership structure to achieve. While there was some overlap, five broad thematic groups became apparent. Clarity and Direction - Structure needs to uphold the values and ethics of the Intent statement of the LSN while providing direction and consistency. Sets expectations and clear direction and purpose Collaborative Culture - A level of investment and engagement should be demonstrated from all those involved in creating a sustainable network. All partners are invested, engaged and motivated in the network Strategic vision - The network governance and leadership structure must be able to authorise and make change while having the ability to manage risk. Action oriented authorised to act Effective communication - The governance and leadership structure should be able to communicate effectively with all partners and provide information in a timely manner. Encourages disclosure and transparency Accountability - Have a level of accountability to the partners of the network, reports to the Better Services Taskforce and should be involved with evaluation process. Monitoring and Evaluation Governance Design In small groups the LDT were asked to discuss and design a hypothetical governance and leadership structure for the West Belconnen Local Services Network, while keeping in mind the elements that were explored in the previous activities.

12 Design Option 1

13 Design Option 2

14 Session Five: Designing Learning and Development Methods This session aimed to establish thinking around various methods of learning and development and begin designing possible options for the West Belconnen Local Services Network. The LDT discussed what outcomes they would like their learning and development methods to achieve. What outcome do you want your learning and development structure to achieve? Knowledge Management Knowledge and information need to be translated, shared and managed effectively. Knowledge Translation Supported Workforce A workforce where innovation and creativity encourage a supportive environment conducive to producing best possible outcomes for everyone. Workforce and supporting innovation Responsive The method must foster adaptive processes, with capacity to respond to and understand changing and emerging needs. Understanding changes and emerging needs Learning and Development Design In small groups the LDT were asked to discuss and design a hypothetical learning and development structure for the West Belconnen Local Services Network, while keeping in mind the elements that were explored in the previous activities. Reflective and Accountable Reflective practice and action research will contribute to an environment of continuous improvement. Reflective practice

15 Design Option 1 This design is based on the Blueprint Triple Aim, where the focus is on the individual, population and system domains. The group discussed different approaches that could be used to gather information across each of these domains.

16 Design Option 2 Intent Principles Values Vision The idea for this design came from the structure of a spider s web. The web is held together by core ideals: vision, principles, values and intent. Each triangular section is an important component to our notion of learning and development. Each of these must inform the elements identified in each of the rows. Finally, to remind us of our person-centred approach, the individual, population and system sit in the middle of the web, reflecting that each of these components plays a role in service experience and delivery.

17 Summary This document endeavours to provide a broad overview of the issues explored during workshop one, as well as to illustrate the different designs that were developed. Ultimately, a collaborative method based on the designs developed will create the Local Services Network. This document is open for comments and still in draft form. The final collaborative design still needs to be developed through subsequent workshops. Feedback received on this and future write ups, will inform the final design. Feedback is open until 30 October 2014 and can be forwarded to betterservices@act.gov.au. Accessibility The ACT Government is committed to making its information, services, events and venues, accessible to as many people as possible. If you have difficulty reading a standard printed document and would like to receive this publication in an alternative format such as large print or audio please telephone (02) If English is not your first language and you require the translating and interpreting services please telephone If you are deaf or hearing impaired and require the TTY typewriter service please telephone (02)