2. So what does the future hold…

3. Every note is a different intervention
Public Sector diseconomies
Every note is a different intervention
Every colour is a different agency
Heard of – Economies of scale?
Diseconomies of scale?
Economies of flow?
Other examples:
Police 67% of people labelled as “vulnerable” were simply logged and filed. 87% of those vulnerable people represented to the police on average of 17 times
Health 8 people with drug or alcohol dependency presented to GPs a total of 124 times – the “system” carried out 4,300 activities, creating 800 documents – only 10% of activities actually related to help them
Public services work on one-size fits all basis. Also treat people ‘in isolation’
Communities can do it differently….

4. It’s time for change…
It’s time to change. Because there are proven solutions, there’s no need to doubt it can be done - and these solutions can be created by ordinary people (who become extraordinary in doing so).
We need to move from:
Old model – led by professionals, disempowered citizens, passive consumers TO treating citizens as equals, collaborative partners, active co-producers
Top down organisational decision-making TO recognising the insights of front- line staff and the public
Delivering services TO facilitating development and delivery of new approaches and new services
One-size-fits-all, standardised services TO personalised, flexible, holistic, diverse solutions
Defining people and places by problems and needs TO starting with people’s assets and potential

5. “Resilient systems and sustainable qualities are two elements of an emerging scenario characterised by four adjectives: small, local, open and connected”
Ezio Manzini
Prof. of Industrial design, Milan Polytechnic

6. Networks and infrastructure…
70,000 social enterprises in the UK, contributing £24 billion to the economy and employing nearly a million people
Social enterprise is thriving – it is outperforming its mainstream small and medium-sized enterprise (SME) counterparts in almost every area of business: turnover growth, workforce growth and job creation, innovation, business optimism, start-up rates and diversity in leadership.

7. Parallel developments

8. Glendale Gateway

9. Holy Island CDT

10. Remarkable story of community ownership and community enterprise in Scotland
A mere 16 owners hold 10% of Scotland
Over 2,000 km2 and more to come – new 500km2.
Turnover up 254%
Resulted in repopulation, new homes, new businesses. Transport, sport & culture, waste, shops, childcare, woodlands, health, renewable energy
New sense of confidence, creativity, energy and opportunity
Govt policy to DOUBLE land in community ownership by 2020

11. Ingredients of Success
Working in new ways with less resource, across service, sector and geographic silos, to meet local priorities
Focus on citizens
Collaborative leadership
Invest in what works & innovate when needed
Clear vision, priorities and communication
Co-production with multiple local and central partners
To summarise… the challenge and the ingredients of success

12. “You never change things by fighting the existing reality
“You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete”
R. Buckminster Fuller