Moving from outputs to outcomes

Mark Jeffs @markjeffs75, from the Wales Audit Office, has blogged for us ahead of our Moving from outputs to outcomes webinar on May 16.  Read on to find out more about what matters, rearranging the deckchairs and evil kittens…

Everybody loves outcomes.  We all want them. Well – we want good ones at least.  So if we all want them, what is the problem with getting them and focusing public services on delivering them?

This blog offers some personal thoughts on these issues ahead of a webinar that the Good Practice Exchange is hosting in May.

The context – why do we need to shift from outputs to outcomes?

It is a complicated story but broadly, the mid 90s onwards saw a growth in the use of targets to manage the performance of public services.  Generally, these targets were set centrally and based on measures of outputs (how much we do) and how quickly we do it.

Since then, there has been something of a backlash. Many critics argued that the targets had ‘perverse incentives’.  That is, they encouraged people to do what was necessary to meet the target rather than do what was necessary to improve the lives of the people using services.  Also known as ‘hitting the target but missing the point’.

Against this backdrop, the last decade has seen increasing calls for a shift towards ‘outcomes’: to focus public services on ensuring they make a real difference for people.

There is a big value for money issue at stake.  Can it be ‘value’ for money if we spend a lot of money delivering outputs that don’t make people’s lives better?  The true ‘value’ of public service ultimately lies in improving people’s lives. With austerity set to continue to define the public service landscape, the shift to a focus on outcomes can help to move our discussions from doing more with less to making more of a difference with less.

The opportunity: really transforming our services based on ‘what matters’

The great opportunity of shifting from ‘outputs’ to ‘outcomes’ is not about measures at all.  It is about changing our thinking and the way we deliver services.  To shift towards a model that starts with people, the lives they lead and the lives they want to lead. In short – real ‘people centred’ services.

There are reasons to be optimistic. The language of ‘what matters to people’ is increasingly common in public service. Not least in the context of Wales’ approach to social services which is based around the notion of personal outcomes and what matters to people.  More broadly, if you look here in Wales at legislation such as the Social Services and Well-being Act and the Well-being of Future Generations Act, alongside a range of policy documents on public service reform, a new vision of more personalised, user-focused public services is emerging. It involves:

  • Rethinking the relationship between frontline staff and service users (co-production) to focus on improving people’s lives
  • Reshaping the relationships between services / departments (real collaboration around people to give holistic support)
  • Developing the management/ leadership thinking to see the role as enabling the learning and change needed to improve lives, rather than monitoring numbers/ performance

The issue of what outcomes to measure is secondary to the underlying behaviour, cultural and systemic shifts implied by this vision.  If we start with understanding what matters, we can then work out how collectively we can organise ourselves (as public services working with individuals and communities) to help people achieve the things that matter to them.  From there, we can identify ‘outcomes’ measures that are rooted in the lived experience of people’s lives, rather than abstract idealised imagined conditions of wellbeing.

That is not to say that this is easy.  There is a big technical challenge around how you measure personal outcomes and make them consistent and meaningful at different levels (service/ organisation/ nation).  By their nature, personal outcomes are . . . personal.  They are different and inconsistent.  I worked on the Auditor General’s Picture of Public Services 2015 report. In that report we flagged the approach developed by the Scottish Joint Improvement Agency: a framework for linking personal outcomes through consistent categories that are tailored to individual circumstances.  The Joint Improvement Agency gives examples of how these can be aggregated through different levels from the individual to national outcomes.

The risk: superficial changes (or rearranging the deckchairs)

There is a risk that public services respond to the pressure to focus on outcomes by doing the bare minimum. The simple way to shift to outcomes is for public sector leaders to replace existing output targets and measures with a new set that uses more ‘outcomey’ language.

There are many reasons to be sceptical about an approach that is essentially the result of a discussion about measurement amongst a relatively small group of senior leaders.  The questions I would pose to those adopting such an approach are:

  • What is the evidence that these are the right outcome measures – how do you know they really reflect the things that matter to service users and to the wider public?
  • What are the links between new measures and the plans to change the real experience of providing and receiving services?

For me, the biggest risk of this approach is that it does not lead to the kinds of changes we need to see.  Instead, we get superficial changes.  The new outcome measures form part of a new ‘strategy’.  There will be a new overarching delivery plan, departmental action plans and underpinning service delivery plans.  Frontline staff may look at all of this paper once (at most) and then get on with the business of providing services much as they always did.

The other big risk is that changing from numerical output targets to numerical outcome targets risks creating the same perverse incentives and behaviours.  Instead of chasing outputs, service providers chase numerical outcomes with unintended consequences. This concern is articulated in Toby Lowe’s ‘kittens are evil’ critique.

The baby and the bathwater

It is essential to emphasise that the shift from outputs to outcomes is one of emphasis.  There should be no sense that output, activity and timeliness measure no longer matter. They do.  They are vital for understanding demand and capacity and planning the delivery of services and systems.  Nobody could argue that we should stop measuring and caring about how many people come into and out of hospitals and how long they wait for treatment.  The issue is how much emphasis we place on these measures and how much they should drive behaviours.

So what are the key messages on shifting from outputs to outcomes:

  • The shift to outcomes is about so much more than measures and indicators – it is a different way of seeing and providing public services that starts with people’s lives and what matters to them in their lives.
  • As well as service delivery, shifting to outcomes means a shift in the role of management as enabling and leading practical changes rather than monitoring numbers and chasing targets.
  • When it comes to measures, the idea of a shift ‘from’ outputs to ‘outcomes’ may miss the point – it is about the right balance of information to understand both what is happening in the system and how well the system is doing at making the lives of people and communities better.

 

 

“Action more than words is the hope for our future generations”

Sophie Howe, Future Generations Commissioner for Wales, has spoken many times before on why the Well-being of Future Generations (Wales) Act 2015 is an opportunity for us all to measure what matters, not merely what can be counted. Sophie blogs ahead of the ‘Moving from outputs to outcomes’ GPX webinar…

The title of this blog is the latter half of a now well-quoted sentence said by Nikhil Seth, United Nations, on the passing of the Well-being of Future Generations (Wales) Act as law in 2015. I use it often in speeches and presentations, as the full quote suggests that Wales is world-leading in adopting such pioneering legislation. But it is “action more than words is the hope for our future generations” that really strikes a chord with me.

For decades, we have been stuck in ‘reaction’ mode, dealing with crises in the here and now. At the sharp end of providing public services, this is understandable in keeping people and organisations safe. It has followed that we measure what we have done – count the people seen, record the number of people dealt with, and place arbitrary timescales and pressures on ourselves – if only to make things happen…to create action. But is it time we question if these actions have been the right ones to take?

People often tell me that the Well-being of Future Generations (Wales) Act has given them permission to question what we have always done. Placing the sustainable development principle at the heart of what we do as a public sector in Wales means thinking differently and acting in a way that allows current generations to meet their needs, without compromising the ability of future generations to meet their needs. To do this, we must think long-term, considering the impact of what we do now on future generations, working together in a joined up way as we seek to prevent problems from occurring or getting worse and involving people in our communities in working towards the seven national goals.

Measuring our impact in a traditional way is not going to allow us to do this. In order to do things differently, we must measure different things. Traditional performance measures are often what are imposed on public bodies by others and rarely reflect the nub of the issue or help us to understand how to prevent the issue from occurring in the first place. Behind the measures to provide a statutory assessment within 5 days, to respond quicker to a call or to deal with an issue in a month’s timescale are real people, just like us and our families. We have lives intertwined with many public services, we have several factors influencing our well-being and too often, we face a confusing negotiation of complicated thresholds and conditions to access services. Many of which are driven by the measures public services have set themselves. Rarely do we ask ‘What matters to you?’ Or ‘What would help you the most?’ Rarely do we measure how well we have done in improving someone’s well-being.

In my recent report, Well-being in Wales: the journey so far, I have given my reflections on how public bodies are moving from doing simple things to leading the way in sustainable development. The guidance to the Act says sustainable development must shape what you do, how you do it and how you communicate (via reporting) the difference you are making. In reviewing the first well-being statements published in April 2017, it is not yet clear how organisations are making sense of their duties and how this relates to other legislation, their corporate objectives, business planning and day-to-day business. An annual report should be integral to the work of the organisation and the sustainable development principle should not be ‘bolted on’.

Communicating this change is important. In annual reports and future well-being statements, public bodies must explain how far they have taken steps to meet their objectives, how effective these steps have been, how they are tracking progress and how they are adopting or adapting new ways of demonstrating progress. Outsiders to organisations, like you and I, need to understand what have they done so far? What does it mean for me? Where do they want to be on this issue in the next 5, 10, 25 years and beyond? How are they going to get there? How will I see improvement in my local area or life?

Many public bodies and public services boards (made up of Chief Executives and leaders of the local public sector collaborating together) are now considering how they communicate the change they are making. This will take time, but I am encouraged to see an exploration of different way to define impact and monitor progress. Action definitely speaks louder than words and my advice would be to measure what matters, not merely what can be counted.

The Future Generations Commissioner for Wales has published ‘Well-being in Wales: the journey so far‘ to complement the Auditor General for Wales’ report ‘Reflecting on year one: how are public bodies implementing the Well-being of Future Generations (Wales) Act 2015?

Behaviour Change Insiders Podcast: Episode 3

More details are available at the Wales Audit Office, Good Practice Exchange Podcast Page

In Episode Three:

Rachel Lilley from Aberystwyth University talking about changing how people think about energy use at home with Ymlaen Ceredigion. (1.43 – 9.20 minutes)

Matt Stowe from Cartrefi Conwy explaining the environmental improvements at Parc Peulwys Housing Estate and how they changed behaviours and help gain a Keep Wales Tidy Green Flag award. (10.30 – 25.30 minutes) 

Links to resources mentioned in the Podcast:

National Energy Action Cymru details of working with Ymlaen Ceredigion in partnership with Ceredigion County Council and Aberystwyth University including a link to a report from Rachel Lilley.

Parc Peuwlys Management Plan 2015-2020, produced by Cartrefi Conwy.  Report from BBC Wales on Parc Peulwys acheving the Keep Wales Tidy Green Flag award.

Procurement: The spotlight’s on Wales

Sophie Howe, Future Generations Commissioner for Wales, has gone on record on many occasions about the vital role sustainable procurement has in underpinning the well-being goals. Sophie blogs ahead of the Good Practice Exchange’s forthcoming Sustainable Procurement webinar

It is estimated that over the next decade, Welsh public services will spend over £60bn in procuring a range of goods, services and works. If this money was being spent to buy things and improve the economic, social, environmental and cultural well-being of people and communities in Wales – imagine what would that mean? Wales has a great opportunity now to think about how and where to spend that money in the interests of future generations.

Up until now, procurement is something that has been done in a certain way, often seen as a blocker rather than an enabler, a transactional rather than a transformational process. Tension remains between striving for the lowest cost rather than achieving wider benefits, with a perception that sustainable procurement can cost more at least in the short-term, even if it offers long-term savings.

As a world-leading, game-changing piece of legislation, the Well-being of Future Generations Act has the power to change the way we do things in Wales today, for the future. This is not just a nice thing to do, but a statutory obligation to ensure we are acting in the best interests of our future generations by improving the social, economic, environmental and cultural well-being of Wales. Crucially, all four aspects of well-being are seen as important as each other, and there are seven well-being goals that help public bodies maximise their contribution to the Act. Procurement has a vital part to play here.

So the spotlight is truly on Wales.

I believe there is a need for a much simpler, holistic and co-ordinated approach to what procurement can achieve, through a framework which offers clarity, not further confusion, and the Act provides this.

Stronger leadership is needed, from within every area of our public sector, and commitment in stepping up these efforts. Procurement is so often seen as one area, in its own silo, but if we are to do this properly our approach to procurement must consider the whole system, not just one area in isolation. Now is an opportunity to ensure procurement is fit for the future.

Public bodies now have a duty to think about the long-term; over 10 years ago the UK Sustainable Procurement Task Force showed that sustainable procurement, when seen as an organisational priority which questions the need to spend, cuts out waste, seeks innovative solutions and is delivered by well trained professionals will reduce rather than add to public spending in both the short and the long run.

We know saving costs in a time of continued austerity is still important. Austerity makes it even more important to seek different solutions, and reduce demand that achieve longer term benefits not just short term cost savings.

Solutions like:

  • procuring good quality local food, which can have a positive impact on health and support local businesses as well as reducing carbon footprint;
  • requiring the reuse and recycling of furniture or construction material; or
  • thinking of long term cost and carbon savings by procuring electric fleet or replacing lighting with LED bulbs.

In Preston public bodies have increased their spend with local organisations by 13.2% or £74.8 million (between 2012/13 and 2016/17) showing that you can support local economic development even during times of austerity. We have the infrastructure in Wales via our Public Services Boards to do the same.

We also have a duty to consider the unfair amount of debt and an empty bank of world resources that we are placing on future generations – at over 7 billion people we are depleting the Earth’s resources at rates that are not sustainable. At the heart of the Act is the idea of intergenerational equality – that future generations should not pay the price of our decisions today.

There are clearly pockets of good practice in Wales – the 21st century schools programme which is building the kind of schools Wales needs for the future, with low-carbon, resilient buildings and environment, as supporting the development of skills for the future. When they procured furniture for their new offices, Public Health Wales saved 41 tonnes of waste from landfill, and in total the project saved around 134 tonnes of CO2, enough to fill 804 double decker buses.

Caerphilly County Borough Council have trained their tenants as part of the process of learning about what makes a good quality home through their Quality Homes Standard showing that involving suppliers and end-users in the procurement process can be done. Swansea Community Energy Scheme increased employment of local people by developing a new model for procuring community benefits through renewable energy for council buildings, and encouraged the low-carbon vision of prosperity we are striving for. And by listening to the voices and views of their conscientious pupils, Cathays High School went on to buy Fairtrade school uniforms – a more ethical option that supports the well-being of our global communities.

So, why not join the Wales Audit Office’s, Good Practice Team’s Sustainable Procurement webinar on Wednesday 18 April, between 12-1.30pm. This will be an opportunity to hear from an expert panel and get involved by posing live questions to the panel. Helping to encourage a mind-set shift so public services can start to work differently to ensure that they make the most of the £60bn spent in Wales and help deliver the Wales we want.

You can register here.

Behaviour Change Insiders Podcast: Episode 1

More details about the podcasts are available on our Behaviour Change Insiders Podcast Page on the Good Practice Exchange Blog.

square_bciIn episode one:

Rupert Moon – on working with rugby players at Rugby Gogledd Cymru to develop behaviours that went beyond the playing field (1.30 – 15.20 minutes)

Professor Judy Hutchings – on the KiVa anti bullying programme in schools. Learning from Finland on how taking a whole school approach can change behaviours and reduce bullying (15.25 – 27.10 minutes)

Links to resources mentioned:

Wales Audit Office, Good Practice Exchange Podcast Page.

Bangor University KiVa Programme

Rupert Moon on sport and improving well being

Behaviour Change Insiders Podcast: Episode 2

 More details at the Wales Audit Office, Good Practice Exchange Podcast Page.

In Episode Two:

Chris Subbe  explaining the Wee Wheel introduced to reduce acute kidney injury for hospital patients (1.45 – 7.30 minutes).

Olwen Williams on the ‘Test no Talk’ approach to improve sexual health screening (8.00 – 21.30 minutes).

Links to resources mentioned in the podcast:

Chris Subbe blog, An audible patient voice and 1000 Lives Wee Wheel page

1000 Lives Compendium of Outpatient Improvement, report by Olwen Williams on : Self triage innovation in sexual health services – Test no Talk.

The role of scrutiny in relation to Future Generations – Environment

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We recently held a Good Practice Seminar on ‘The role of scrutiny in relation to Future Generations’ at Cardiff and Llanrwst. This was very different seminar to our usual Good Practice events. As the Well-being of Future Generations Act is very much in its infancy, case studies reflecting the five ways of working are yet to emerge. So that meant we had to design a seminar to fit the need. We opted for a ‘learning through doing’ approach, which meant that the delegates worked jolly hard on the day.

We were also aware that how we were going to share the messages from the day, needed to be shared in a manageable way, so we are trialling sharing these through blogging. This is the first of a series of three blogs based on the characteristics of good scrutiny – Environment, Practice and Impact.

We’ve recognised, as a good practice team, that people like information in different ways. We’ve included the raw outputs from the day if you would like more detailed information.

On the day we asked delegates to feedback on the one thing that they were going to do differently as a result of the three workshops they attended. In this first blog we wanted to share with you some of the points that delegates shared after Workshop 1 – Environment. If you didn’t attend the event this blog will give you an insight into points to consider and reflect on if you are currently using these factors.

We thought it may be helpful if we put the outputs from the day into the following headings.

Public Engagement

I’ve used the words ‘Public Engagement’ to summarise one area of the statements delegates shared at the end of workshop 1 on the theme of Environment. It is clear to me that delegates understand the need to engage, listen, and consult more with their public to ensure that ‘real people’ have a chance to input their views. A two-way communication is key when making decisions, it was very pleasing to hear that this has been recognised and many delegates identified that making it more accessible and inclusive for questions to be asked and voices to be heard.

One delegate stated ‘‘People before process’ – consider emotional as well as financial support’.

Involvement

This is another area that was mentioned a number of times in the feedback. I love that delegates are really seeing the importance of improving the way that they involve the local people and communities in shaping their futures – whether that be direct or early involvement, or involving partners like the 3rd sector as well as other public sector bodies.

‘Less focus on budget and more on decision making that matters’ – one delegate has written down.

Feedback

A few delegates felt that feedback was important. Giving more feedback on the reasons behind the decision, and being clear on the purpose of what is trying to be achieved.

Support

This feedback says to me that quite a few delegates feel that they need support to help them improve the understanding and work of scrutiny in relation to the well-being of future generations. Some mentioned that working in partnership between organisations to address the seven well-being goals of the WFG Act would be a big help to them. It would help them to ‘forward plan’ and to not think about annual budgets.

How can you improve the understanding of using the 5 ways of working in your organisation? Should they be used to shape and inform the decision making process at the earliest stage? These were a few questions that came out of this section of feedback.

One delegate wrote – ‘Scrutiny should not be linked to annual budgets. You can’t make progress for future generations when you are working in 12 month restrictive stretches.’

Culture

Lastly, a few points were made about needing a change in culture at all levels in order to think more long-term about effective scrutiny. Scrutiny should not just be about outcomes and budgets it should be about forward thinking to make a lasting, positive change. I am very happy to see that delegates are aware that this needs addressing and hopefully our seminar helped to reinforce the message of how important their role is shaping the future of our future generations.

‘Scrutineers to be aware of the importance of their role and the power scrutiny has to influence.’

Whilst preparing and shaping this seminar, we recognised that this is a step change for public services. Our colleague Tim Buckle wrote a great blog ahead of the seminar ‘Scrutiny for the well-being of future generations – more questions than answers?’ We encourage you to have a read when you have a few spare minutes.

Stay Well @ Home

by Emma Ralph from Stay Well @ Home

We are pleased to announce that the Stay Well@ Home Team will be presenting at this year’s ‘I’m a patient, get me out of here’ event. We thought it would be useful to give you a flavour of our exciting new service model before the event. But to truly hear about the fabulous work that the team are undertaking, please join us at one of the workshops that we will be hosting in both South and North Wales.

SW@H is a new and innovative way of working, where partners across Cwm Taf University Health Board, Rhondda Cynon Taf and Merthyr Tydfil Country Borough Councils have joined forces to create a truly integrated way of working together to support those being discharged from hospital.

How do we do this? We are an integrated, multidisciplinary hospital based team made up of Assistant Therapy Practitioners, Occupational Therapists, Physiotherapists and Social Workers, whose primary focus is to either prevent individuals being admitted to hospital unnecessarily by providing early assessments in our A&E departments, but we also work to reduce an individuals overall length of stay by completing timely and robust ‘person focussed’ assessments and through using community based services to support someone in their own home rather than a hospital bed.

What’s new about this? Well, we work across 7 days, 12 hour shifts patterns but more importantly, we have enhanced our community based services across health and social care, such as the RCTCBC Support@Home and CTUHB @Home nursing service who also provide a 4 hour response and work across 7 days in order to provide robust support to individuals upon their discharge home. In a nutshell, we can deliver the following:

  • Through the development of the ‘Trusted Assessor role’ we can set up packages of support within a 4 hour time frame, 7 days per week
  • Rapid community response services to support the hospital based team (both health and social care)
  • Restart or increased packages of care to facilitate discharge to home, 7 days per week
  • We utilise a variety of problem solving options at A & E (including third sector services)
  • Everyone discharged home via us will have a individualised review of their needs within a 14 day period

Come and join us at our workshops where we will be talking through some real life cases and discussing how this model of practice has improved the quality of the services provided. #noplacelikehome #rightcareattherighttimeintherigthplace #personattheheart

Three questions…

If you read our previous blog, you will know that our upcoming seminar, I’m a patient get me out of here, is about hospital discharge planning and the services around that process.  Looking at this from another angle, I started thinking about how I would feel if I was a patient.  How would I want my hospital discharge planned?

 

I’m an *overly* organised and efficient person in work.  I know that if I went in to hospital, I would start trying to meticulously plan my escape as soon as possible (no offence to hospitals of course, just would rather be at home!).  I would want to know what was happening to me, why it was happening and when it was happening.  And I would certainly want to know how soon I could go home and what I need to do to help that happen.  This led me to the three questions below, which I think should help any patient ensure that they can help in their own discharge planning.

What’s going to happen to me while I’m here?

I want to know why I’m in hospital and if it is the best place for me, the type of care I might receive and what I can do to help myself.  What care/treatment do I need to have to get me well and when will those things happen during my stay?  Will other health and care professionals be involved in my care (e.g. social workers, therapists or community workers), and will I meet them while I’m in hospital or after I get home?

I want to start planning for my discharge straight away, not once I’m told I can go home.  That leads us to the next question…

When am I going home?

I want to know as soon as arrive (within 24-48 hours) when I’m likely to get home.  I have a job, a four year old and a life to get back to and I have to make plans (again with the planning) for what is happening at home whilst I’m in hospital.  I understand that this date may change as my treatment progresses, but I want this reviewed regularly and to be kept updated.

What do I need to do to get home?

This question is much more than just being ‘medically fit’ to leave hospital, I can be medically fit without being discharge ready.  This means that staff should ask me how I currently manage at home and about the types of support, formal or informal, that I already receive.  But there are other questions that need answering as well.  For me these questions would involve what I can do to help myself, but also whether everything I am going to need is prepared for my move back home and my recovery.  I’m lucky, my answers would be fairly straightforward – I know where I’m going is safe and that there are people at home to care for me.  For others, this might be much more complex.  I’m thinking about things like:

  • Is my home suitable for me to live in at the moment? Is it warm, dry, safe and/or accessible?
  • Do I have clothes to wear home?
  • Who is going to take me home?
  • Do I have food at home?
  • Does anyone know I’m going home (family/other services/support/carers)?
  • Will you tell my GP that I was hospitalised and why?
  • Will you give me information about what to do if I become unwell after I get home?
  • Should I expect a home visit or will I receive an appointment for further support or follow up?
  • Will my medication be ready for when I leave?
  • Are there any other factors which may affect my discharge?

If you find yourself in hospital as a patient, or if you’re caring for someone and they end up in hospital (knock on wood), keep these questions in mind.  This dialogue between patients and staff can reduce delays by highlighting potential issues early during your hospital stay.  This will help to ensure that you, or your loved ones, are discharged in a safe and timely way.

Behaviour Change Insiders Mewnwelediad Newid Ymddygiad

BCI_final

This is the first of six podcasts we are piloting on the subject of behaviour change in public services.

The podcasts have been created from a series of three behaviour change festivals that we helped deliver at Bangor, Swansea and Aberystwyth Universities during 2016/17.

Our aim is to use some of what we learnt about behaviour change to share knowledge.

Most of the talking will be from people who have delivered behaviour change, are experts in the field or both.

This is a pilot of a new way of working for us. Please expect things to change as we as we go along, as well as some learning from our mistakes. If you have any feedback on the pilots please let us know in the comments section.

Thanks very much.

In episode one:

Rupert Moon – on working with rugby players at Rugby Gogledd Cymru to develop behaviours that went beyond the playing field.

 

Professor Judy Hutchings – on the KiVa anti bullying programme in schools. Learning from Finland on how taking a whole school approach can change behaviours and reduce bullying.

 

Links to resources mentioned:

Bangor University KiVa Programme: https://www.google.co.uk/search?q=KIVA+Bangor&gws_rd=cr&dcr=0&ei=t8WPWq_XN4GLgAb_8qqYDg

Rupert Moon on improving wellbeing  https://www.wao.gov.uk/events/housing-and-sport-improving-wellbeing-and-providing-better-value-public-money

Mewnwelediad Newid Ymddygiad

Dyma’r cyntaf o chwe phodlediad rydym yn eu treialu ar newid ymddygiad mewn gwasanaethau cyhoeddus.

Mae’r podlediadau wedi’u creu o gyfres o wyliau newid ymddygiad rydym wedi helpu i’w cynnal ym Mhrifysgol Bangor, Prifysgol Abertawe a Phrifysgol Aberystwyth yn ystod 2016/17.

Ein nod yw defnyddio rhywfaint o’r hyn a ddysgwyd am newid ymddygiad er mwyn rhannu gwybodaeth.

Bydd y rhan fwyaf o’r siarad gan y bobl sydd wedi cyflawni newid ymddygiad, yn arbenigwyr yn y maes, neu’r ddau.

Cynllun peilot yw hwn, nid ein ffordd arferol o weithio. Disgwyliwch i rai pethau newid ar y ffordd a byddwn hefyd yn dysgu o’n camgymeriadau. Os oes gennych unrhyw adborth ar y cynlluniau peilot, rhowch wybod i ni yn yr adran sylwadau.

Diolch yn fawr iawn.

Ym mhennod un:

Rupert Moon – yn trafod gweithio gyda chwaraewyr rygbi yn Rygbi Gogledd Cymru i ddatblygu ymddygiadau a aeth y tu hwnt i’r cae chwarae.

Yr Athro Judy Hutchings – yn trafod rhaglen gwrth-fwlio KiVa mewn ysgolion. Dysgu o’r Ffindir ar sut y gall dull gweithredu ysgol gyfan newid ymddygiadau a lleihau achosion o fwlio.

Dolenni i’r adnoddau y soniwyd amdanynt:

Rupert Moon, Gwella lles.  https://www.wao.gov.uk/cy/digwyddiadau/tai-chwaraeon-gwella-lles-darparu-gwell-gwerth-am-arian-cyhoeddus

Prifysgol Bangor KiVa Rhaglen: https://www.google.co.uk/search?q=KIVA+Bangor&gws_rd=cr&dcr=0&ei=t8WPWq_XN4GLgAb_8qqYDg