Category Archives: Outputs to Outcomes

Community Impact Initiative C.I.C.

The Community Impact Initiative C.I.C. (The Cii) @TheCiiUK is a forward-thinking social enterprise based in South Wales that strives to develop and deliver innovative solutions to persistent problems and areas of need in our local communities that lead to a range of personal, social and economic benefits.

Established by Trystan Jones, The Cii is a not-for-profit organisation, where income generated is for the sole purpose of its activities, with profits re-invested to enhance and continue its community initiatives, allowing it to strive towards its vision and mission:

  • Vision: A future where our communities flourish and prosper.
  • Mission: To improve our communities through innovative solutions, providing opportunities for marginalised individuals to make a meaningful contribution to society.

The Community Legacy Project is a recent Big Lottery Wales and Screwfix Foundation funded project that supports unemployed, marginalised and disadvantaged individuals to develop construction and employability skills through the purchase, renovation and sale of properties that are empty or in disrepair across Wales. In a nutshell, properties are purchased by the Community Impact Initiative, generally through auction, renovated through the project activities and sold back into the housing market.

We employ a project team who support our participants to learn and develop construction skills whilst carrying out the renovation of the property. Through these activities, the participants develop a wide range of skills, improve their levels of confidence, achieve qualifications, experience voluntary work placements and move closer towards accessing employment. In turn, these properties that were once empty or in disrepair are brought back into the housing market, reducing the effects of anti-social behaviour, crime and vandalism, and the detrimental impact this can have on our communities.

Each property renovation is a unique partnership between the Community Impact Initiative and a support organisation local to the property, such as a charity, housing association, school, EOTAS provision, HMP or probation services. Following purchase, we engage with potential organisations to identify who would be interested working with us.

These support organisations refer individuals to the project who they feel would benefit from the support provided, ranging from those with an interest in construction, to those lacking in self-confidence.

Project examples could include:

  • Partnering with a local charity who support individuals that have an interest in accessing the construction industry, however have barriers to doing so, such as a lack of experience or not holding the relevant mandatory qualifications. In this case, the project will allow the participants to experience the construction industry in a supportive, empathetic environment, develop a range of skills across several trades, and achieve the CSCS card which is mandatory for site work. Therefore, in this case the project will provide the perfect stepping stone for a career in construction.
  • Partnering with a local domestic abuse support organisation who supports women lacking in confidence and self-esteem due to their backgrounds. In this instance, we support participants who do not necessarily have ambitions to access employment in the construction industry but want to develop skills that they can use in their own homes. The outcomes of this project are focused on improving levels of self-esteem, confidence and motivation rather than employment.
  • Partnering with a local school who want to provide their pupils with an insight into the construction industry and how school subjects and studies can relate to employment in this industry. In this case we’ll support pupils to experience the construction environment and get a taster of the various trades and skills prior to them having to decide on a future career path. Experiencing the work environment allows pupils to understand what qualifications are required during their statutory education journey, providing an insight that will support them in engaging with their studies.

As these examples illustrate, each property will be its own unique project within the Community Legacy Project sphere where the outcomes are tailored to the needs of the individuals being supported.

In August 2018 our first project property was bought in Merthyr Tydfil. During the purchase process we engaged with Merthyr Valley Homes, a housing association who support thousands of people in the local area.

In early September 2018 10 participants started the project. A mix of gender and ages, each came from a different background, with varying degrees of construction and employment experience. However, they all had a common goal of learning the skills and gaining the qualifications required to access employment in the construction industry. Through this particular renovation they will experience a range of construction areas including plastering, carpentry, painting & decorating, kitchen/bathroom fitting, tiling, flooring and gardening.

Following referral to the project each participant completed a Health & Safety induction and a training plan outlining their SMART targets. Our project staff monitor progress on a daily basis and carry out formals reviews fortnightly to ensure progress against targets.

At the time of writing all participants have engaged well with the project and have shown a fantastic ability to learn and improve upon the various trade skills being taught. Over the next few weeks we will be inviting local construction companies to open days for them to witness the participants demonstrating their skills with a view to them offering placements, apprenticeships and employment.

The impact of the Community Legacy Project is far-reaching and not limited to the outcomes achieved by the participants. It is our intention that the project continues to grow and develop and deliver outcomes on a personal, community and economic level:

  • Personal – supporting individuals to develop a range of skills, achieve qualifications and support their progression into employment.
  • Community – These personal outcomes will support our local communities through increasing income due to increased employment rates, allowing these communities to flourish.
  • Economic – the economic impact is potentially far-reaching, in such ways as reducing anti-social behaviour, reducing pressure on specialist support organisations and developing a workforce that’s aligned to future property and construction developments.

A model that’s currently in its infancy, it is our intention that by utilising the Big Wales Lottery and Screwfix Foundation funding the model can become self-sustaining in the long-term.

We’re extremely proud to be delivering an innovative approach that is unlike any other in Wales and we look forward to supporting our communities to prosper through these activities.

 

 

Cwmni Bro Ffestiniog

cwmni bro

Cwmni Bro Ffestiniog is a pioneering development in Wales; a network of successful community enterprises which have come together to co-operate under the banner of one overarching community company.

The company operates in the communities of Blaenau Ffestiniog, Trawsfynydd and Penrhyndeudraeth and nearby villages, which between them have a population of about 8,000 people. Blaenau Ffestiniog was the second largest town in north Wales in 1900 with a population of about 13,000 people, but as the slate industry declined the population had more than halved by the year 2000. Blaenau Ffestiniog is now one of the economically poorest areas in the United Kingdom. Despite the de-industrialisation a cultural legacy survives, upon which an integrated and holistic model of community development is being pioneered by Cwmni Bro Ffestiniog.

There are more social enterprises per head of the population in Bro Ffestiniog than anywhere else in Wales. Thirteen of the area’s social enterprises have come together under the banner of Cwmni Bro Ffestiniog. The members are:

Antur Stiniog     www.anturstiniog.com

Barnardos    www.barnardos.org.uk/cabanbach.htm

Cyfeillion Croesor     www.orielcafficroesoratcnicht.co.uk

CellB/Gwallgofiaid    www.cellb.org

Cwmni Opra Cymru    www.opra.cymru

Deudraeth Cyf.    www.deudraethcyf.org.uk

GISDA    www.gisda.org

Seren    www.seren.org    Gwesty Seren www.gwestyseren.org

Pengwern Cymunedol www.ypengwern.co.uk

Trawsnewid

Y Dref Werdd www.drefwerdd.cymru

Ysgol y Moelwyn/Canolfan Hamdden sg@moelwyn.gwynedd.sch.uk

The diverse activities of these ventures include running two hotels, shops, restaurants, cafes, tourist information centre, leisure centre, arts and crafts workshop, mountain biking centre, retail, horticulture, energy production projects, developing allotments, educational and cultural activities, opera, environmental projects, energy saving promotion, reducing food waste, recycling, river cleaning, work with adults with supplementary needs, youth work including to do with homelessness and teaching environmental and media skills.

The company’s aims are to promote co-operation between the constituent social enterprises, nurture new social enterprises and work with small business enterprises which are anchored in the community. All of this is in order to promote the environmental, economic, social and cultural development of the area.

Between them, Cwmni Bro’s members employ some 150 people. A recent analysis of their economic impact showed that a high percentage of their income comes from trading. Further, this income largely stayed and circulated in the area. For every pound received as a grant or loan, a significant proportion, 98 pence, was spent locally, mainly on wages. Of the 1.5 million pounds spent on wages 53% is retained locally. Nearly half the expenditure on goods and services was local and thus circulated money in the area.

In August 2018, a new venture was launched, BROcast Ffestiniog, a community digital broadcasting service, aimed at facilitating communication between the social enterprises and the community and within the community (See BROcast Ffestiniog-YOUTube and facebook.com/BROcastFfestiniog ).

The integrated and holistic model of community development which Cwmni Bro is pioneering offers a pattern which other communities can emulate. Cwmni Bro resonds positively to invitations to visit other communities to explain what has been achieved in Bro Ffestiniog and to discuss the general potential of this model of community development.

The model presents a challenge to government in Wales; to develop policies and appropriate support in order to facilitate the adoption of this model of community development across Wales.

CONTACT

Cwmni Bro Ffestiniog, 49 Stryd Fawr, Blaenau Ffestiniog, Gwynedd. LL41 3AG

CwmniBro@CwmniBro.Cymru      07799 353588

“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?

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.