1. Leadership in publicly funded Public Services/systems The public service Proposition* Public value is created by producing 2 types of goods: private goods/services – effective, safe and personalised services Public goods – equity and social solidarity *: Mark Moore 'Creating Public Value: Strategic Management in Government', Harvard 1995.

2. Understanding Public value Building Support and legitimacy Building capacity CEO Role to bring These together

3. People simply aren’t very good at conscious insight into the basis for our decisions Confronting cognitive dissonance (post hoc justifications) Avoiding complacency (unwarranted optimism) Complex dynamic problems ( sometimes called wicked). Estimating risks Working with some sorts of numbers Very big numbers Fractions percentages

4. The 10 properties of wicked problems* 1. There is no well- defined uncontested statement of the problem. 2. There are no stopping rules so you don’t know when you have reached a solution. 3. Solutions to wicked problems are not true or false. Choosing is judgement based, not objective, so good or bad. There is no immediate and no ultimate test of a solution because they generate unexpected consequences and can change the environment. Every solution is a ‘one shot’ operation’ no opportunity to learn by trial or error because it has consequences, that cannot be undone. 6. They do not have an exhaustively described set potential solutions, just many possibilities. Nor are there a well described set of possible operations that may be part of a plan. 7. They are part of a class of problems but each is essentially unique. 8. They are not self contained and don’t have one root cause. They can be considered a symptom of other problems. They involve many stakeholders who may have different ideas about both the nature of the problem and possible solutions You will be held accountable for inevitable unintended consequences. The planner has no right to be wrong. * Camillus, John C.. Harvard Business Review, May2008, Vol. 86 Issue 5, p98-106

5. The challenge is do you lead by taking responsibility? (with the unintentional consequence can be increasing dependence) or acting responsibly? (through co-production in both problem and solution finding as a way of building capacity in systems.)

6. The Service Proposition* Services are produced differently from products Inseparability i.e. co-produced intangibility variability (personalisation) Modern service industries seek to co-produce outcomes with Enabling v Relieving strategies *:Normann, R. and Ramirez, R. (1994). Designing Interactive Strategy: From Value Chain to Value Constellation. New York: John Wiley & Sons.

7. Services differ from products 1. Inseparability (of consumption from production) implications for managing front line producer/workers challenge if they are professionals with high levels of discretion in their work 2. Variability (user centred not professional fiat) Implications for metrics and performance management 3. Elements of intangibility Implications for metrics and performance management

8. Discovery Define Develop Display Deliver ( Design process) Engaging with ‘public value’ to increase capaicty in public service systems. People present People's views Represented By others Problem findingSolution finding

9. Discovery Define Develop Display Deliver ( Design process) Engagement People present People's views Represented By others Research Collaboratives/Action research with front line staff Action research including residents/patients Consultation Social Marketing Service/Care Planning Surveys Co-production Coops owned by user/members

10. If you go for co-production you shift The locus of responsibility Person centred ( … I blame the parents) Situation centred (…… I blame society) Shared (…….we are in this together)