1. Systems Thinking and The MEAM Approach in Worthing and Adur
John Holmstrom – CEO, Worthing Churches
George Garrad – Local Networks Manager, MEAM

2. Implications for leadership
Good intentions and co-operation are not enough; system leaders need to act on the whole system and find solutions for the whole, not just the parts. (Peter Senge).
Finding shared purpose and a shared ambition are critical steps in leading a system.
There are some core practices (ways of thinking, being and doing) which support system leadership; more than personal or organisational leadership.

3. System Leadership Practices (P. Senge)
Work with the whole system as well as the parts.
Make connections and linkages
Build relationships based on deep listening
Build and work in networks, across organisations and discrete interests – find the coalition of the willing
Work to vision and passion (believe it can be done and free others to act)
Don’t “know”…., ask good questions, make meaning.

4. How has Systems Leadership helped break the cycle?
The housing & homeless sector is stretched by clients with mental health issues who do not have the right housing support
The police are spending increasing time & resources responding to the distress of people caught in these circumstances and the surrounding impact
Acute mental health services have become overloaded by people suffering from the stresses of homelessness, poor housing & poverty as well as general mental health issues.

5. Anybody can be a systems leader – senior executives, frontline staff, volunteers, clients and patients
Mobilised frontline homelessness and mental health hospital clinicians to make joint visits which led to immediate improvements in discharges
MEAM Project started
Voice of client and mental health worker challenged homelessness services to improve their sensitivity
Mobilised West Sussex Public Health support for Homelessness Health Needs Audit due July 2016
Early homelessness prevention in acute mental health services in West Sussex – Chris Harris Mental Health Housing Coordinator

6. Overall aim – provide sustained support over a set time period to a small group of people with multiple & complex needs. Adopt a systems leadership philosophy to provide individually tailored support to people who cross numerous systems. Monitor the implementation of this approach so to evaluate it’s impact on health, wellbeing, housing and criminal justice outcomes.

8. York Wellbeing

9. York Service Use Without enrolment (per year)
Without enrolment (per year)
With enrolment (per year)
Increase/decrease(per year)
Client 1
£38,127
£32,777
-£5,350
Client 2
£49,385
£37,651
-£11,734
Client 3
£4,351
£11,267
£6,916
Client 5
£67,033
£67,587
£554
Client 6
£114,561
£57,323
-£57,238
Client 7
£57,087
£45,251
-£11,836
Client 8
£46,383
£24,538
-£21,845
Total
£376,927
£276,394
-£100,533
Average
£53,846
£39,484
-£14,361

10. York Service Use

11. Questions to consider
Is there a challenge where you work where this kind of thinking might be useful?
How might you apply the approach?