Monthly Archives: July 2014

The Listening Service. Busting Jargon, Including People and Improving the Tweets | What’s the PONT

Chris Bolton has blogged about Barod CIC’s Whispering Service that was used at our Reshaping Services Shared Learning Seminar. You can find out more in his blog, and you can hear Anne discuss it’s use at our event at 01:18 in the below video.

Mae Chris Bolton wedi blogio amdano Wasanaeth Sibrwd Barod CIC a gafodd ei ddefnyddio yn ein Seminar Dysgu a Rennir ar Ail-lunio Gwasanaethau. Gallwch ffeindio allan mwy yn ei blog ef, a gallwch glywed Anne yn siarad amdano ddefnydd y gwasanaeth yn y digwyddiad 01:18 i mewn i’r fideo isod.

The Listening Service. Busting Jargon, Including People and Improving the Tweets | What’s the PONT.

Re-claiming personal responsibility, re-shaping publicly funded services and finding new ways to work together (or the chicken and egg of change)

Re-shaping services with the Public

 

Guest blog post by Barod CIC in the lead up to our Re-shaping Services with the Public seminar #ReshapeServices

  • Something goes wrong. We pick up the phone or turn up at a building and expect a public service to sort things out for us.
  • Public services get a demand for a service. They expect to decide what to provide (if anything) and how to provide it.

OK it’s an exaggeration. In Wales, some people and public services are already re-shaping their relationship. The reality is that the relationship between all public services and members of the public needs to change for everyone’s sake.

  • We need to take more responsibility for ourselves, our families, our friends, our neighbours and our communities.
  • Public services need to remember they are the servants, not the masters. They need to provide what can only be provided collectively, like street cleaning. They need to support us to lead our lives without taking ownership of our lives.

Like the chicken and egg, both need to change but who needs to make the change first? Usually we hear stories of public services changing and driving forward a changed relationship. Barod’s story started the other way round.

BarodBarod is a workers cooperative. Two of us were expected to rely on public services to help us get into work because we have a learning disability. We tried that. It didn’t work. We were given services to make us ready, but the truth was that we were already ready. We gave up waiting for public services to change. Instead, we took responsibility for ourselves, joined with others who shared our vision and started our own business, Barod (Welsh for ready).

We couldn’t do it all ourselves. We needed support from professionals in publicly funded services. We needed them to listen, find a way to provide what we knew we needed and, most importantly, believe we could succeed.

We could not develop that relationship with most publicly funded services. Some gave us a list of what they would offer – which didn’t match what we needed. With others, the price for getting their help would have been losing control over our lives and Barod’s direction.

We were able to have that relationship with two publicly funded services. Without their support, Barod would have struggled. Neither tried to take us over. Neither paraded us as examples of how great their services are. Both listened. Both worked with us to find solutions. We owe a huge debt to both.  Thanks, Wales Cooperative Centre and Enterprise Mentoring.

Our message to others:

  • Whether you are a chicken or an egg, it’s a good time to just get on a.nd do things differently
  • Public services, be encouraged, there are people making plans and taking responsibility for their own future. Keep your eyes open for them and when you find them, listen to them, believe in them and support them.
  • Members of the public, be encouraged, there are publicly funded services out there who will use their professional skills, contacts and funding to support you to achieve the impossible. You may need to keep looking, but you will find them.  

Ail-hawlio cyfrifoldeb personol, ail-lunio gwasanaethau a ariennir yn gyhoeddus a dod o hyd i ffyrdd newydd o weithio gyda’n gilydd (neu newid yr iâr a’r wy)

Ail-lunio gwasanaethau gyda'r Cyhoedd

Blog gwadd gan Barod CIC cyn ein seminar ar Ail-lunio Gwasanaethau gyda’r Cyhoedd #ReshapeServices

  • Mae rhywbeth yn mynd o’i le. Rydym yn codi’r ffôn neu’n mynd i adeilad ac yn disgwyl i wasanaethau cyhoeddus ddatrys pethau i ni.
  • Mae galw ar wasanaethau cyhoeddus am wasanaeth. Maent yn disgwyl cael penderfynu beth (os unrhyw beth) i gynnig a sut i’w ddarparu.

Iawn, mae elfen o or-ddweud yma. Yng Nghymru, mae rhai pobl a gwasanaethau cyhoeddus eisoes yn ail-siapio eu perthynas. Y gwir amdani yw bod y berthynas rhwng holl wasanaethau cyhoeddus ac aelodau o’r cyhoedd angen newid er lles pawb.

Mae angen i ni gymryd mwy o gyfrifoldeb dros ein hunain, ein teuluoedd, ein ffrindiau, ein cymdogion ac ein cymunedau.

  • Mae angen i wasanaethau cyhoeddus gofio mai gweision ydyn nhw, nid meistri. Mae rhai pethau, megis glanhau strydoedd, all ond gael eu darparu’n gyfunol, ac mae angen iddyn nhw ddarparu’r pethau yma. Mae angen iddyn nhw ein cefnogi ni i fyw ein bywydau heb gymryd perchnogaeth o’n bywydau.

Fel yn achos yr iâr a’r wy, mae’r ddau angen newid, ond pwy sydd angen newid gyntaf? Fel arfer rydyn ni’n clywed straeon am wasanaethau cyhoeddus yn newid, yn annog ac yn gyrru perthynas wedi’i newid. Fe ddechreuodd stori Barod y ffordd groes.

Barod

Cydweithfa i weithwyr yw Barod. Roedd disgwyl i ddau ohonom ddibynnu ar wasanaethau cyhoeddus i’n helpu ni i gael gwaith gan fod gennym anabledd dysgu. Fe roddon ni gynnig arni, ond ni weithiodd hynny. Fe gawson ni wasanaethau i’n paratoi ni, ond y gwir amdani yw ein bod ni eisoes yn barod. Doedd dim pwynt i ni ddisgwyl i wasanaethau cyhoeddus newid. Yn hytrach, fe wnaethon ni gymryd cyfrifoldeb dros ein hunain, ac ar y cyd ag eraill oedd yn rhannu ein gweledigaeth, fe wnaethon ni ddechrau busnes ein hunain – Barod.

Doedd dim modd i ni wneud popeth ein hunain. Roedden ni angen cefnogaeth gan weithwyr proffesiynol mewn gwasanaethau wedi’u hariannu’n gyhoeddus. Roedden ni angen iddyn nhw wrando, darganfod ffordd o ddarparu’r hyn roedden ni’n gwybod ein bod ni  eu hangen, ac yn bwysicaf oll, credu y gallwn ni lwyddo.

Nid oedden ni’n gallu datblygu’r berthynas yma gyda’r rhan fwyaf o wasanaethau a’u hariennir yn gyhoeddus. Fe roddodd rhai ohonynt restr o beth allent eu cynnig – ond doedd hyn ddim yn cyfateb i’r hyn roedden ni angen. Gydag eraill, byddai’r gost o gael eu cymorth wedi golygu colli rheolaeth dros ein bywydau a chyfeiriad Barod.

Roedd modd i ni gael y berthynas yma gyda dau o wasanaethau wedi’u hariannu’n gyhoeddus. Heb eu cefnogaeth, fe fyddai Barod wedi ei chael hi’n anodd. Ni wnaeth unrhyw un o’r ddau geisio cymryd yr awenau. Ni wnaeth unrhyw un ohonynt geisio gwerthu eu gwasanaethau drwy roi llwyth o esiamplau o arferion da. Fe wnaeth y ddau wrando. Fe wnaeth y ddau weithio gyda ni i ddarganfod atebion. Mae ein dyled ni’n fawr i’r ddau ohonynt. Diolch, Canolfan Cydweithredol Cymru ac Enterprise Mentoring.

Ein negeseuon i eraill:

  • Boed yn iâr neu’n wy, mae’n amser da i fwrw ‘mlaen a gwneud pethau’n wahanol.
  • Mae pobl yn bodoli sydd yn gwneud cynlluniau ac yn cymryd cyfrifoldeb dros eu dyfodol eu hunain, sy’n newyddion calonogol i wasanaethau cyhoeddus.
  • Mae newyddion calonogol i aelodau o’r cyhoedd hefyd, gan fod gwasanaethau cyhoeddus yn bodoli sydd yn fodlon defnyddio eu sgiliau proffesiynol, eu cysylltiadau a’u cyllid er mwyn eich cefnogi chi i gyflawni’r hyn all ymddangos yn amhosib. Efallai y bydd angen i chi ddal i chwilio, ond fe ddewch chi o hyd iddynt.

The Wales Audit Office and Co-production

Re-shaping services with the Public

How does the Wales Audit Office’s work fit in with the co-production agenda in Wales? On Tuesday I attended Working With Not To’s Big North Wales Co-production meet up! to share what we’re doing.

Finance

When I started thinking about co-production and audit I immediately started thinking about public service performance. But after we ran a shared learning seminar with the Society of Welsh Treasurers last Friday, it struck me how our finance work is equally tied into co-production. Participation Cymru’s All Wales Network was also taking place down the road, and despite the different subject matters, the Wales Audit Office report on Meeting the Financial Challenges Facing Local Government in Wales linked them together as “ineffective stakeholder engagement means that some councils may not be adequately reflecting the needs, priorities and expectations of their citizens.”

So co-production can help save money by targeting it where it can be used most effectively. But at the event I also pointed out that genuine co-production still needs resources to be successful. We heard a lot at our Land and Asset Transfer Shared Learning Seminar about how assets that had been passed on to town and community councils weren’t viable without the right support.

Council 2025: A vision for local government in Wales

A couple of weeks ago the Auditor General for Wales spoke at the Welsh Local Government Association’s Annual Conference and examined re-organisation of local government. I recommend watching the video below if you haven’t already as he asks some searching questions – where is the debate in Wales about what local government should be about? Where are the models of delivery and enablement that will help us deliver the value and quality that Wales needs?

He also looks at co-production in Welsh local government:

I carried out as you may recall a study on public engagement in local government a couple of years back. That found few practical examples of collaborative forms of engagement. Since then, I’ve seen very little evidence of a shift towards co-production, or as it’s often described, working with and not to.

The Wales We Want

Co-production is also a theme in the mid-term report of the Future Generations Bill. The bill presents a big challenge to public services, including the Wales Audit Office. The only way that we can audit in a way that’s meaningful and proportionate is by working with councils to co-produce a solution. We’ve already started doing that by using feedback from the Future Generation Bill Shared Learning Seminar in the work that Mike Palmer is leading on, and there will be more chances for public services to let us know how audit can be effective.

So what is the Good Practice Exchange doing to help?

In order to help public service organisations to get to grips with this, we’re holding a free seminar on Re-shaping Services with the Public. We’re practicing what we preach about working in partnership, and the event will be run in collaboration with Welsh Government, Welsh Local Government Association, Wales Council for Voluntary Action, Wales Public Service 2025, 1000 Lives Improvement Service, Wales Co-operative Centre and Good Practice Wales.

Sketch notes for the Wales Audit Office and co-production presentation / Nodiadau Braslun ar gyfer cyflwyniad Cydgynhyrchu a Swyddfa Archwilio Cymru

Sketch notes for the Wales Audit Office and co-production presentation

The theme of the event has obviously struck a chord, as next week’s event in Cardiff is fully booked, but there are still some places available for September’s event in North Wales.

The emphasis of the seminar is going to be on sharing practical experiences of how different relationships can help re-shape public services to deliver better outcomes. We’ll be using the #ReshapeServices hashtag on the day if you’d like to follow it on Twitter, and we’d love to hear from you about what’s working in your area too.

Dyfrig

Swyddfa Archwilio Cymru a Chyd-gynhyrchu

Ail-lunio gwasanaethau gyda'r Cyhoedd

Sut mae gwaith Swyddfa Archwilio Cymru yn cyd-fynd â’r agenda cyd- gynhyrchu yng Nghymru? Ar ddydd Mawrth fe wnes i fynd i Gyfarfod Cyd-gynhyrchu Mawr Ogledd Cymru! i rannu’n gwaith ni.

Cyllid

Pan ddechreuais feddwl am gyd-gynhyrchu ac archwilio, y peth cyntaf meddyliais i amdano oedd perfformiad gwasanaethau cyhoeddus. Ond fe wnes i sylweddoli bod ein gwaith cyllid ni jyst mor bwysig i gyd-gynhyrchu ar ôl i ni gynnal Seminar Dysgu a Rennir gyda Chymdeithas Trysoryddion Cymru dydd Gwener ddiwethaf. Roedd Rhwydwaith Cyfranogi Cymru Gyfan Cyfranogaeth Cymru yn cymryd lle jyst lawr y ffordd, ac er roedd y pynciau’n wahanol, roedd adroddiad Swyddfa Archwilio Cymru ar Ymdrin â’r Heriau Ariannol sy’n wynebu Llywodraeth Leol yng Nghymru yn cysylltu’r ddau gyda’i gilydd. Fel mae’r ddogfen yn dweud, “Mae ymgysylltu aneffeithiol â rhanddeiliaid yn golygu efallai na fydd rhai cynghorau’n adlewyrchu anghenion, blaenoriaethau a disgwyliadau eu dinasyddion yn ddigonol.”

Felly gall cyd-gynhyrchu helpu i arbed arian drwy ei dargedu arno feysydd ble byddai’n fwyaf effeithiol. Serch hyn, nodais i yn y digwyddiad bod angen adnoddau er mwyn i gyd-gynhyrchu fod yn wirioneddol lwyddiannus. Clywsom yn ein Seminar Dysgu a Rennir ar Drosglwyddo Tir ac Eiddo bod y defnydd gorau ddim yn cael ei wneud o asedau heb y cymorth cywir.

Cyngor 2025: Y weledigaeth ar gyfer Llywodraeth Leol yng Nghymru

Ychydig o wythnosau’n ôl, fe wnaeth Archwilydd Cyffredinol Cymru siarad yng nghynhadledd flynyddol Cymdeithas Llywodraeth Leol Cymru ar ad-drefnu llywodraeth leol. Mae’n werth gwylio’r fideo isod os da chi heb wylio fe o’r blaen, gan mae’r Archwilydd Cyffredinol yn gofyn cwestiynau pwysig – ble mae’r ddadl yng Nghymru ar ddiben llywodraeth leol? Lle mae’r modelau o ddarparu a chyflawni sy’n sicrhau bod gwasanaethau o’r ansawdd cywir ac yn rhoi’r gwerth sydd angen ar Gymru?

Edrychodd hefyd ar gyd-gynhyrchu yn llywodraeth leol Cymru:

Efallai byddwch yn cofio fy mod i wedi cynnal astudiaeth ar ymgysylltiad cyhoeddus yn llywodraeth leol ychydig o flynyddoedd yn ôl. Doedd yna ddim llawer o enghreifftiau ymarferol o ffyrdd cydweithiol o ymgysylltu. Ers hynny, dydw i ddim wedi gweld llawer o dystiolaeth o symudiad tuag at gyd-gynhyrchu, neu fel y disgrifiwyd yn aml, gweithio gyda nid i.

Y Gymru a Garem

Mae cyd-gynhyrchu hefyd yn thema yn adroddiad canol tymor Bil Cenedlaethau’r Dyfodol. Mae’r bil yn her fawr i wasanaethau cyhoeddus, gan gynnwys Swyddfa Archwilio Cymru. Yr unig ffordd gallwn sicrhau ein bod ni’n archwilio mewn ffordd sy’n ystyrlon ac yn gymesur yw trwy gyd-gynhyrchu ein hymateb gyda chynghorau. Rydyn ni eisoes wedi dechrau gwneud hyn drwy fwydo adborth o’n Seminarau Dysgu a Rennir ar Fil Cenedlaethau’r Dyfodol i’r gwaith mae Mike Palmer yn arwain arno, ac fe fydd yna mwy o gyfleoedd i chi gadael i ni wybod sut gallwn archwilio’n effeithiol.

Felly beth mae’r Gyfnewidfa Arfer Da yn gwneud i helpu?

Ni’n cynnal seminarau am ddim ar Ail-lunio Gwasanaethau gyda’r Cyhoedd er mwyn helpu gwasanaethau cyhoeddus i fynd i’r afael â hyn. Ni’n wneud beth da ni’n dweud trwy gynnal y digwyddiad ar y cyd gyda Llywodraeth Cymru, Cymdeithas Llywodraeth Leol Cymru, Cyngor Gweithredu Gwirfoddol Cymru, Gwasanaethau Cyhoeddus Cymru 2025, Gwasanaeth Gwella 1000 o Fywydau, Canolfan Cydweithredol Cymru ac Arfer Da Cymru.

Sketch notes for the Wales Audit Office and co-production presentation / Nodiadau Braslun ar gyfer cyflwyniad Cydgynhyrchu a Swyddfa Archwilio Cymru

Nodiadau Braslun ar gyfer cyflwyniad Cydgynhyrchu a Swyddfa Archwilio Cymru

Mae’n amlwg bod thema’r digwyddiad wrth ddant bobl, gan fod y digwyddiad yng Nghaerdydd wythnos nesaf yn llawn, ond mae yna rhai llefydd ar ôl ar gyfer y digwyddiad yng Ngogledd Cymru ym mis Medi.

Bydd y seminar yn edrych i rannu profiadau ymarferol o sut gall cydberthnasau gwahanol helpu i ail-lunio gwasanaethau cyhoeddus er mwyn sicrhau canlyniadau gwell. Byddwn yn defnyddio’r hashnod #ReshapeServices ar y dydd os da chi eisiau dilyn y diwrnod ar Twitter, a byddem wrth ein bodd i glywed o chi am yr hyn sy’n gweithio yn eich ardal chi.

Dyfrig

We Need to Change the System First

Photo of Simon Pickthall

Simon Pickthall

Guest blog from Simon Pickthall, Vanguard, in the lead up to our Re-Shaping Services with the Public event #ReshapeServices

Most frontline people who work in the public services think of co-production as a positive step.  However, time and time again, I meet people who are working in this way under the radar, or undertaking exciting and innovative work despite the system within which they work. Naturally, this constrains how effective they can be.

My key learning has been that unless you change the system within which people work first, co-production will always face an uphill battle.

For example, I have had the privilege to work with many inspiring people in social care. As always they were committed to working with individuals who needed support. However, they were constrained and, in some cases prevented, from providing this support in a co-productive way by the system within which they worked.

By spending time following work through the system from the perspective of the people receiving help, in the space of just six days they had uncovered the underlying problems in the system.  They discovered multiple assessments that lost the person’s story, performance indicators driving dysfunctional behaviour, and multiple referrals between professionals leading to enormous quantities of bureaucracy, including some professionals who needed to refer to themselves!

However, the fundamental underlying issue that they learned, is the system is underpinned by the assumption that we need to provide ‘services’ to citizens. As the frontline have a menu of services they could offer, these dedicated individuals found themselves assessing the citizen to fit into this menu. The system also treats each request for help as a single transaction, without being in a position to understand what really matters to the individual and helping them achieve this. This, in turn, leads to enormous numbers of re-referrals, as individuals return as what matters to them has not been achieved. The assumption behind the design of the system is that standardisation and menus are necessary to control the budget – in fact, by constricting the ability of the system to absorb variety, and help people achieve what matters to them, costs continue to rise. This is further exacerbated by delivering services to people, rather than working with them.

Once they realised this, they were in a position to challenge the assumptions that had led to the design of the current system. They were, therefore, very keen to try something different. This different approach started with having a good conversation with the citizen. Rather than turn up with an assessment recording tool, they just asked variations of “What would a good life look like to you?”. This question produced completely different answers. Citizens simply said things like: “I would like to go shopping”, and “I would like to continue to dress smartly”. Without the constraint of a menu of services, the social workers and health professionals were able to think creatively about how to solve these problems with the individual, not just attempt to solve the problem for them.

Creating a system that helps citizens articulate what a good life looks like to them, and co-producing methods to help them achieve their good life, removes the power imbalance between citizen and state. In addition, it saves money.

Below are some of the results achieved by working in this way in social care:

  • 28% reduction in residential and nursing care placements, together with a reduction in domicillary care hours – average care packages reduced from 12 hours to 9.7 hours per week.
  • 46% reduction in contacts into Social Services.
  • Underspent community care budget (cost avoidance of £1.5 million in 2013-2014).
  • 30% reduction in assessments.

Rationing through menu driven standardisation drives in costs, and prevents committed individuals embracing co-production. The message is that we need to help the frontline workers in the public sector build relationships, not give them menus.  A recent report published by Locality and Vanguard, demonstrates that over £16 billion of savings can be made across the public sector if we moved to these different principles. The report can be accessed here: ‘Saving money by doing the right thing: why ‘local by default’ must replace ‘diseconomies of scale’

This can only be done, by intervening in the public sector systems directly. Once the current principles behind the design and management of work are understood, they can be challenged and changed. From this a new system can be created enabling co-production to thrive and reduce costs.

As such, the starting point is to spend time understanding how and why the current system makes co-production so difficult, rather than simply bolting on coproduction and hoping for the best.

Change Thinking – Change Lives.

Simon Pickthall worked in the public sector in Wales for many years before forming Vanguard Consulting Wales.  He has been fortunate to have worked with many leaders in Wales to help them understand their organisations using the Vanguard Method –  and improve them as a consequence.  Simon was privileged enough to work on the Munro Review of Child Protection, and is committed to helping the public, private and third sectors deliver social justicesimon.pickthall@vanguardwales.co.uk

Mae angen i ni newid y system yn gyntaf

Photo of Simon Pickthall

Simon Pickthall

Blog gwadd gan Simon Pickthall, Vanguard, yn paratoi am ein digwyddiad Ail-lunio Gwasanaethau gyda’r Cyhoedd #ReshapeServices

Mae’r rhan fwyaf o bobl y rheng flaen sy’n gweithio yn y gwasanaethau cyhoeddus yn meddwl am gyd-gynhyrchu fel cam cadarnhaol. Fodd bynnag, dro ar ôl tro, rydw i’n cwrdd â phobl sy’n gweithio yn y ffordd yma o dan y radar, neu ymgymryd â gwaith cyffrous ac arloesol er gwaethaf y system y maent yn gweithio ynddi. Yn naturiol, mae hyn yn cyfyngu ar ba mor effeithiol y gallant fod.

Fy nysgu allweddol yw, oni bai eich bod yn newid y system y mae pobl yn gweithio ynddi yn gyntaf, bydd cyd-gynhyrchu drwy’r amser yn wynebu brwydr lan y bryn.

Er enghraifft, rydw i wedi cael y fraint i weithio gyda llawer o bobl ysbrydoledig ym maes gofal cymdeithasol. Fel yr arfer, roeddent wedi ymrwymo i weithio gydag unigolion sydd angen cefnogaeth. Fodd bynnag, roeddent yn cael eu cyfyngu ac, mewn rhai achosion, atal, i ddarparu’r cymorth hwn mewn ffordd gyd-gynhyrchiol gan y system y maent yn gweithio ynddi.

Drwy dreulio amser yn dilyn gwaith drwy’r system o safbwynt y bobl sy’n derbyn cymorth, o fewn chwe diwrnod roeddent wedi datgelu’r problemau sylfaenol yn y system. Darganfyddont nifer o asesiadau a gollodd stori’r person, dangosyddion perfformiad yn gyrru ymddygiad camweithredol, a nifer o atgyfeiriadau rhwng gweithwyr proffesiynol sy’n arwain at faint enfawr o fiwrocratiaeth, gan gynnwys rhai gweithwyr proffesiynol a oedd angen cyfeirio at eu hunain!

Fodd bynnag, y mater sylfaenol dysgon nhw, yw bod y system wedi ei thanategu gan y dybiaeth bod angen i ni ddarparu ‘gwasanaethau’ i ddinasyddion. Gan fod gan y rheng flaen dewislen o wasanaethau y gallent eu cynnig, roedd yr unigolion ymroddedig hyn yn asesu’r dinesydd i ffitio i mewn i’r ddewislen hon. Mae’r system hefyd yn trin pob cais am gymorth fel trafodiad sengl, heb fod mewn sefyllfa i ddeall beth sydd wir yn bwysig i’r unigolyn a’u helpu i gyflawni hyn. Mae hyn, yn ei dro, yn arwain at nifer enfawr o ailgyfeiriadau, fel unigolion yn dychwelyd gan nad yw beth sy’n bwysig iddynt wedi cael ei gyflawni. Y rhagdybiaeth y tu ôl i ddyluniad y system yw bod safoni a bwydlenni yn angenrheidiol i reoli’r gyllideb – yn wir, trwy yw cyfyngu gallu’r system i ddelio ag amrywiaeth, a helpu pobl i gyflawni’r hyn sy’n bwysig iddynt, mae costau yn parhau i godi. Gwaethygir hyn ymhellach drwy ddarparu gwasanaethau i bobl, yn hytrach na gweithio gyda nhw.

Unwaith iddynt sylweddoli hyn, roeddent mewn sefyllfa i herio’r rhagdybiaethau a oedd wedi arwain at gynllun y system gyfredol. Roeddent, felly, yn awyddus iawn i roi cynnig ar rywbeth gwahanol. Dechreuodd y dull gwahanol â chael sgwrs dda gyda’r dinesydd. Yn hytrach na throi i fyny gydag offeryn cofnodi asesiad, fe wnaethant ofyn amrywiadau o “Beth fyddai bywyd da yn edrych fel i chi?”. Mae’r cwestiwn hwn yn creu atebion hollol wahanol. Yn syml, dywedodd dinasyddion pethau fel: “Hoffwn i fynd i siopa”, ac “Hoffwn barhau i wisgo’n smart”. Heb y cyfyngiad o ddewislen o wasanaethau, roedd y gweithwyr cymdeithasol a gweithwyr iechyd proffesiynol yn gallu meddwl yn greadigol am sut i ddatrys y problemau hyn gyda’r unigolyn, nid dim ond ceisio datrys y broblem ar eu cyfer.

Mae creu system sy’n helpu dinasyddion mynegi beth mae bywyd da yn edrych fel iddynt, a chyd-gynhyrchu dulliau i’w helpu i gyflawni eu bywyd da, yn gwaredu’r anghydbwysedd grym rhwng dinasyddion a’r wladwriaeth. Yn ogystal, mae’n arbed arian.

Isod ceir rhai o’r canlyniadau a gyflawnwyd drwy weithio yn y ffordd hon ym maes gofal cymdeithasol:

  • Gostyngiad o 28% mewn lleoliadau preswyl a gofal nyrsio, ynghyd â gostyngiad mewn oriau gofal yn y cartref – pecynnau gofal ar gyfartaledd wedi gostwng o 12 awr i 9.7 awr yr wythnos.
  • Gostyngiad o 46% mewn cysylltiadau â Gwasanaethau Cymdeithasol.
  • Gyllideb gofal yn y gymuned wedi tanwario (osgoi cost o £1.5 miliwn yn 2013-2014).
  • Gostyngiad o 30% mewn asesiadau.

Mae dogni drwy safoni bwydlen yn gyrru costau, ac yn atal unigolion ymroddedig rhag cofleidio cyd-gynhyrchu. Y neges yw bod angen i ni helpu’r gweithwyr rheng flaen yn y sector cyhoeddus wrth adeiladu perthnasau, nid rhoi bwydlenni iddynt. Mae adroddiad diweddar a gyhoeddwyd gan Locality a Vanguard, yn dangos y gall dros £16 biliwn o arbedion cael eu gwneud ar draws y sector cyhoeddus os rydym yn symud i’r egwyddorion gwahanol hyn. Mae’r adroddiad ar gael yma: “Saving money by doing the right thing: why local by default must replace diseconomies of scale”.

Gellir gwneud hwn, drwy ymyrryd yn y systemau’r sector cyhoeddus yn uniongyrchol. Unwaith y bydd yr egwyddorion presennol tu ôl i ddyluniad a rheoli gwaith yn cael eu deall, gellir eu herio a’u newid. Allan o hyn, gall system newydd gael ei greu gan alluogi cyd-gynhyrchu i ffynnu a lleihau costau.

Fel hynny, y man cychwyn yw treulio amser yn deall sut a pham y mae’r system bresennol yn gwneud cyd-gynhyrchu mor anodd, yn hytrach na dim ond bolltio cyd-gynhyrchu ymlaen a gobeithio am y gorau.

Newid Meddwl – Newid Bywydau

Gweithiodd Simon Pickthall yn y sector cyhoeddus yng Nghymru am flynyddoedd lawer cyn ffurfio Vanguard Consulting Cymru. Mae wedi bod yn ffodus i weithio gyda llawer o arweinwyr yng Nghymru i’w helpu i ddeall eu sefydliadau gan ddefnyddio’r Dull Vanguard – a’u gwella o ganlyniad. Cafodd Simon digon o fraint i weithio ar yr Adolygiad Munro ar Amddiffyn Plant, ac mae wedi ymrwymo i helpu’r sectorau cyhoeddus, preifat a’r trydydd sector sicrhau cyfiawnder cymdeithasol. simon.pickthall@vanguardwales.co.uk