How can we adapt to the new policy environment?
How can we use our understanding of need, lessons learned of what we need to recover, review or reinvent and future scenarios to prioritise how we transition our services and adapt our ways of working and policies to the new environment?
We want to use the insights to identify what areas we need to do further analysis on the implications or make decisions, as well as bring together staff to test out ways to recover, reinvent & renew.
1. Using insights to prioritise adapting services to the new normal
To do the above, we have focused on the following:
As a result, we supported services to surface what lessons they had learned on:
In parallel, we supported services to carry out scenario planning to anticipate different scenarios from both a pandemic response point of view, Brexit and an economic perspective.
By identifying?priority themes?that emerged from the lessons learned, like disproportionality, food poverty or the digital divide, we then carried out workshops with staff to?test/embed opportunities for innovation?on each of these themes. We provided support for services to?test out innovative ways of working with needs & services/policies.
The lessons learned also helped us develop a?needs framework and a service transition matrix,?which we subsequently used to workshop with staff how we?tackle current & emerging needs in a specific area,?and support services to help them?anticipate & respond to new demands, adapt service design to new environments.?It also helped service?key decisions needed,?which allowed us to prioritise further analysis or business cases, sequence activities required to deliver change and resource & manage the delivery of change.
The scenario planning work helped us produce a?scenarios & trends analysis,?which we then used to run workshops with staff to help them?adapt & flex services to scenarios?— such as anticipating exit/s from lockdown, future local outbreaks and different Brexit deals, and support to?stress test policies to methods & changes in government direction,?like around community support at a neighbourhood level to tackle the pandemic, food provision over the holidays for people in need or how to work with our supply chains to tackle provision issues arising from Brexit.
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2. Use the collective levers we have as a council and our partners have to deliver change
One key lesson we learnt and tested is that we have different levers we can use. Some levers are more interventionist (like regulations), while others are more influencing (like place-shaping).
Different activities to transition services to the new standard will be at different stages, so the tools we use need to be different. By having multidisciplinary teams supporting services, you can identify the best levers to help a service/policy adapt to the new environment.
If you want to find out more about what we’ve done, check out this blog post, but I’d recommend reading this blog by Adam Groves on how to work out what?levers you use across different change layers.
3. Prioritising what role we’re best placed to play in different situations
We implement?guidance from Government, London Councils and other professional bodies.
We influence?those bodies based on our priorities and insight from staff, partners & residents.
We collaborate?with councils on areas where the resource is best shared and with other sectors.
We assess?the impact of our actions and of government guidance on our communities & places to identify where best to collaborate or influence
The lessons have helped us identify what roles we are best placed in different situations.