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.

1. Let’s Go Southall

2. Overview
The Business Model outlines the components
needed to support the delivery of the work
streams.
The Work Streams describe the types of activity
needed to deliver whole systems change and
how they interact over the first two years.
Programme Management highlights the
building blocks to support the effective running of
the programme.
Governance (see paper by Ruby) will outline
how decisions are made.

3. Business Model
Theory of
Change
Impact on
Residents
Work
Streams
Shared
Principles
System &
Partners
Tools &
Methods
Economic
Sustainability

4. Theory of Change

5. 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

6. 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

7. Work Streams
Programme
Management
Pre-
Engageme
nt
Engageme
nt
Skills &
Leadership
Developme
nt
Research &
Analysis
Service
Design &
Commissio
ning
Scaling
Activities

8. 0-3 Months
Launch of Programme
Pre-
Engagement
Governance
Development

9. 3-6 Months
Challenges & Insights
Research &
Analysis
Engagement

10. 3-6 Months (cont.)
Practitioners &
Residents in
Communities of
Practice
Community
Connectors
& Peer
Researchers
&
Practitioners
Skills &
Leadership
Development
Programme

11. 6-12 Months
Activities
Commissioned &
Tested
Communities
of Practice
Service Design
&
Commissioning

12. 12-24 Months
Activities
Embedded &
Scaled
Scaling
of
Activities
Embed
Activities
into
Services

13. Programme Management
Programme
Management
Governance
Programme
Team &
Partners
Digital Tools &
Methods
Business Model
Evaluation &
Assurance
Commissioning

14. 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

15. Programme Management
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

16. Evaluation & Assurance
Theory 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

17. 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

18. Pre-Engagement
Theory 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

19. 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

20. Overview of Readiness Phase

21. Research & Analysis
Theory 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

22. Research & Analysis
Theory of Change

23. 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

24. 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)

25. Commissioning
Commissioning through…

26. Communities of Practice…Communities of Practice

27. Commissioning
0-6 Months 6-12 Months 12-18 Months 18-24 Months
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

28. Engagement
Theory 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

29. Engagement of Inactive Residents
0-3 Months 3-6 Months 6-9 Months 9-12 Months
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

30. Engagement of All Residents
0-3 Months 3-6 Months 6-9 Months 9-12 Months
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

31. Support people to navigate
change togetherSkills & Leadership Development
Theory of Change

32. Skills & Leadership Development
0-3 Months 3-6 Months 6-9 Months 9-12 Months
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
Communities of Practice
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
Communities of Practice
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

33. 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
Communities of Practice
Develop support for
practitioners to understand
the motivations, capabilities,
needs of inactive residents
through the research, own
engagement with service
users/members &
Communities of Practice
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
Communities of Practice
Develop support to enable
practitioners to embed
insights, ways of working &
relevant interventions in
their organisation
Develop support to enable
practitioners to scale whole-
systems change across their
organisation and with
partners

34. Digital Platforms & Tools
0-3 Months 3-6 Months 6-9 Months 9-12 Months
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)

35. Activity Hubs
0-3 Months 3-6 Months 6-9 Months 9-12 Months
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

36. Embed Impact into Services
Theory of Change
Only example used to suggest indicative theory of change

37. 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

38. 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

39. 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

40. Economic Sustainability
0-6 Months 6-12 Months 12-18 Months 18-24 Months
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

41. Business Model & ROI
0-6 Months 6-12 Months 12-18 Months 18-24 Months
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

42. Influencing the System
Theory of Change
Map levers
organisations can
use throughout the
programme & system
Organisations select
levers they are best
placed to use to
influence
Organisations map &
prioritise
stakeholders &
strategies that need
influencing
Increases community
connections
Improve commissioners’
understanding & involvement of
residents
Join up services around
residents
Inform prioritisation of
infrastructure improvements
Enable policy makers to embed
principles from the projects into
commissioning & strategy

43. Commitments

44. Commitments

45. Commitments