Discovering the Unseen
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Whole systems change across a neighbourhood How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
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Discovering the Unseen
- 3. Assess maturity of the system Area Step 1 Step 2 Step 3 Collaborative leadership & Sustainability Self-assessed our organisations’ capacity for systems change and factors that influence this Developed shared values for the partners based on a collective assessment of our capacity & commitment for systems change Agreed tangible mechanisms to translate values into practice Audience Mapped assets, challenges, motivations & connections amongst target audiences our organisations focus on to understand what shapes people’s behaviour & capacity to change Mapped barriers & opportunities for participation amongst inactive residents with support groups Walked around Southall through the eyes of residents (based on above analysis) to identify barriers & opportunities to be active now and in 2024 Developed principles on how different audiences can participate in the programme and change behaviour Outcomes Carried out initial ethnographic research with local residents to understand how they live their lives Created “I” statements based on above analysis on how people want to experience physical activity Developed a shared theory of change Partnerships, commitment & readiness Exchanged with each other what assets & expertise we’d like to share and gain from each other Surveyed people on what specific commitments they would make Identify how partners would be able to mobilise and how we will work together on each strand
- 4. + 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 Develop shared principles + 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
- 5. Design for inclusion “People are really strong here .. they come together”
- 6. Surface the invisible “We have beautiful parks here that I think are underused and we need to get younger people out into the parks. We support children that have many difficulties in life – teaching life skills is a basic necessity today and sport really helps them engage. With that they improve greatly – at school, with friends and with family.” “Once I started doing the walks, I started losing the weight. I thought this is working for me and now I want to help other people. We have a lot of Type 2 diabetes in Southall, and I am really shocked how many don’t know about the basic conditions.” “If we have a project that is happening in the borough, one thing we lack is other communities knowing about it. So it will be there [an activity] but few people will use it. If you advertise it where communities go for help and advertise it in their language, they are more likely to take part.”
- 7. Develop theory of change with people
- 8. Connect people around common causes
- 9. Support communities of practice to commission, test & scale
- 10. Support people to navigate change together
- 11. Annexes
- 12. 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 practitioners, commissioners & policymakers & residents’ 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
- 13. Commitments
- 14. Commitments
- 15. Commitments
- 16. Value Exchange
Notes de l'éditeur
- Helping inactive residents better meet their everyday needs through physical activity will both help them become more active and improve community wellbeing and resilience Helping practitioners & residents to develop their whole-system capabilities and use this learning to tackle issues together and in their organisations will help develop more joined up solutions to achieve the above outcomes We want to help people make Southall a better place to live. We want to be able to make it easy for people to get active as part of their everyday lives and for the ways they get active to help them meet their basic needs. That’s why we want to positively impact on the overall social & economic wellbeing of our target groups as well as on their levels of physical activity Vibrant, multicultural neighbourhood which is so rich due to the different waves of migrant communities that have found home here The population as well as the place is continuously changing. Southall offers a unique opportunity to test and learn what and how system change will work in a truly multicultural environment. Southall offers a neighbourhood approach which has offers benefits of mobilising people and orgnisations and speedily getting this pilot of the ground. The neighbourhood approach may allow exploration of factors or characteristics of that are sometimes cancelled out in when you consider the impacts of interventions across a borough or region.
- readiness of practitioners to work with other organisations & residents level of influence of residents on commissioning & delivery of services & activities ability of practitioners to adapt services & activities around insights on residents ability of residents to drive change themselves confidence & motivation of practitioners in working collaboratively and being able to lead We will empower practitioners & residents to develop their collaborative leadership together through tackling issues, testing, learning & scaling interventions together. + 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
- readiness of practitioners to work with other organisations & residents level of influence of residents on commissioning & delivery of services & activities ability of practitioners to adapt services & activities around insights on residents ability of residents to drive change themselves confidence & motivation of practitioners in working collaboratively and being able to lead We will empower practitioners & residents to develop their collaborative leadership together through tackling issues, testing, learning & scaling interventions together. + 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
- Paul Key messages With our partners we have collaboratively developed a set of values and principles that will guide this transformation and which we support These values and principles embrace key concepts such bringing people and organization together, testing & learning, challenge, change and sustainability
- What distinguishes Southall is the diversity of both the communities living there and the practices helping people come together to improve their lives. The lessons we have learned on how to enable collaborative leadership between different communities are to: have grassroots intelligence about who & where these communities are and learning how to engage with them, i.e. understanding group dynamics in order to navigate inter/intra-group tensions build a vision with residents around issues that will universally affect them, i.e. street clean-ups, diabetes campaigns, rather than around sectional interests work with people, groups and spaces that residents trust, i.e. women’s groups, places of worship, business owners engage with newly arrived communities and deal with people in their 'comfort zone', such as recruiting staff / volunteers with a wide range of language skills provide visible symbols of communities working together, i.e. employing staff from different backgrounds, delivering activities with different demographics offer neutral, secular spaces where people from different backgrounds can meet and interact in a safe and secure way, i.e. hot desks for underrepresented groups provide platforms where different communities can engage with key decision makers, i.e. Southall Community Forum
- Understanding what shapes people’s behaviour and capacity to change We want to start by understanding the culture of the environment we’re in and what shapes people’s behaviour (and capacity to change), for example, the: motivations, assets, needs & behaviours of the people that live & work there patterns of behaviour over time underlying systems that influence these patterns mental models of the different communities that create these systems surface “invisible” assets as well as “invisible” inequalities, in particular in such a diverse community acknowledge that people face both structural inequalities (i.e. lack of regular income, overwork) and particular situations (i.e. diagnosis of health condition, new support network) that enable or hinder their (sustained) participation or behaviour change be able to work together as equals how to surface, test, refine & scale different ways that people can change behaviour connect them to wider social networks and the spirit of entrepreneurialism & self-improvement, including unusual ways that residents themselves are using to get active themselves (or their peers)
- Our ambition is to change the relationship of Southall residents & stakeholders with their neighbourhood to encourage people to develop their wellbeing and be more connected, with a particular focus on those who are most socially isolated. To ensure the journey to get there is community-led, we have collectively developed “I statements” below.
- readiness of practitioners to work with other organisations & residents level of influence of residents on commissioning & delivery of services & activities ability of practitioners to adapt services & activities around insights on residents ability of residents to drive change themselves confidence & motivation of practitioners in working collaboratively and being able to lead We will empower practitioners & residents to develop their collaborative leadership together through tackling issues, testing, learning & scaling interventions together. + 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
- readiness of practitioners to work with other organisations & residents level of influence of residents on commissioning & delivery of services & activities ability of practitioners to adapt services & activities around insights on residents ability of residents to drive change themselves confidence & motivation of practitioners in working collaboratively and being able to lead We will empower practitioners & residents to develop their collaborative leadership together through tackling issues, testing, learning & scaling interventions together. + 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
- We would use a ‘double diamond’ design process of divergent and convergent thinking to stagger these activities so that we fully understand the problem and map the system first, before moving onto developing and testing interventions (challenge-based commissions). It is not always linear and we may not finish all the activities in one phase before starting on another. The programme would be based around the following principles to ensure that it can draw in energy and excitement right from the start, and can catalyse and sustain change into years three, four and beyond: uses tried and tested and exploratory qualitative and quantitative research methods to fully understand the context of physical activity in Southall and the motivations, experiences and behaviours of residents visibly plays insights back to the community, engaging them in an open conversation to on “what is” happening (using methods such as data science & spatial analysis) and “why” (using participatory community research) activates and skills up service providers & community members into Community of Practices (see below) who gain valuable skills (understanding users, reflecting on what works, responding to change) to support the research and the development and testing of ideas, and continue a systems change approach in years three and four co-designs and incubates a series of Challenge-based commissions (see below) to increase physical activity and demonstrate impact in years 1-2 to catalyse a wider place-based transformation in the following two years uses systems change methodology to identify action across the system and ensures sustainability in the longer term and is both incremental (making small and quick changes within the existing system, demonstrating improvement from the start) as well as radical (which might require longer implementation and new partners) Rather than seeing this as a linear process, research also acts as an intervention where people could be able to track their own or social circle’s physical activity, build awareness of it and therefore be nudged to do more through co-developing a research & intervention tool, and the creation of and feedback from prototypes will act as a way to research how people experience physical activity.
- We would use a ‘double diamond’ design process of divergent and convergent thinking to stagger these activities so that we fully understand the problem and map the system first, before moving onto developing and testing interventions (challenge-based commissions). It is not always linear and we may not finish all the activities in one phase before starting on another. The programme would be based around the following principles to ensure that it can draw in energy and excitement right from the start, and can catalyse and sustain change into years three, four and beyond: uses tried and tested and exploratory qualitative and quantitative research methods to fully understand the context of physical activity in Southall and the motivations, experiences and behaviours of residents visibly plays insights back to the community, engaging them in an open conversation to on “what is” happening (using methods such as data science & spatial analysis) and “why” (using participatory community research) activates and skills up service providers & community members into Community of Practices (see below) who gain valuable skills (understanding users, reflecting on what works, responding to change) to support the research and the development and testing of ideas, and continue a systems change approach in years three and four co-designs and incubates a series of Challenge-based commissions (see below) to increase physical activity and demonstrate impact in years 1-2 to catalyse a wider place-based transformation in the following two years uses systems change methodology to identify action across the system and ensures sustainability in the longer term and is both incremental (making small and quick changes within the existing system, demonstrating improvement from the start) as well as radical (which might require longer implementation and new partners) Rather than seeing this as a linear process, research also acts as an intervention where people could be able to track their own or social circle’s physical activity, build awareness of it and therefore be nudged to do more through co-developing a research & intervention tool, and the creation of and feedback from prototypes will act as a way to research how people experience physical activity.