Insights from the Philea Forum 2024: Leaning into collaboration and systemic approaches

At the Philanthropy Europe Association in Ghent we discovered that the philanthropic sector is in a state of self-questioning. The big question: how can they restore trust in the communities they serve? The real challenge lies in turning these reflections into practical actions to unlock the sector’s full potential. Read on to see what else we learned.

We all recognise philanthropy’s role in addressing the world’s most complex problems and so I was excited to be one of the bustling bodies of the Philanthropy Europe Association (Philea) Forum 2024.

The forum, hosted at the historic Viernulvier Art Centre in Ghent, Belgium, brought together over 700 attendees primarily from Europe, with some representation from Africa, Asia, and a few other regions.

Despite the vibrant atmosphere, there was a noticeable lack of diversity amongst the attendees, indicating opportunities for greater inclusivity in the philanthropic sector.

Pressing challenges for philanthropies

One significant challenge that stood out was the need for philanthropy to adopt a long-term, systemic approach to addressing global issues. Despite frequent discussions about the importance of foresight and systemic thinking, these approaches are not yet widely implemented, hindering effective responses to the ongoing polycrisis.

The sector’s deeply entrenched power dynamics also posed a challenge for foundations and philanthropic organisations when it comes to building and maintaining trust with grantees. There is a pressing need for philanthropy to foster transparent and constructive conversations with grantees.

By truly listening to their lived experiences and understanding their needs and challenges, support can be shaped in a way that empowers grantees to effectively address the issues they are tackling. There is also an opportunity here for the sector to give more recognition to their implementing partners, rather than focusing on self-rewarding.

Additionally, philanthropy’s widespread risk aversion remains a significant hurdle. Despite being in a unique position to be able to take risks, the sector remains overly cautious, limiting its potential impact.

Overcoming board resistance to systemic change, often driven by concerns about risk, power loss, and the measurability of systemic approaches, can facilitate a shift from traditional project funding to more impactful, long-term solutions. This shift can enable those who are closer to the complex challenges to think boldly and experiment with innovative solutions.

What can be done?

The forum showcased several innovative solutions that could, and in some cases already have, begun to address these challenges.

One notable approach is unrestricted funding which offers long-term, flexible support to grantees. This allows the grantees to use funds as needed, allowing them to be agile and adapt to changing circumstances.

This represents an act of trust from funders, acknowledging that grantees are the ones who are best positioned to determine the most effective use of resources.

There was also discussion of the importance of funding long-term initiatives with a holistic approach, providing both financial and non-financial support to frontline organisations. This encourages bold and experiemntal approaches to addressing complex issues.

Moving away from rigid impact measurement and towards learning-focused evaluations was another key strategy discussed.

Establishing learning goals in collaboration with grantees, rather than demanding hard data and KPIs, can lead to deeper insights and more meaningful assessments of impact. This approach encourages a culture of continuous improvement and shared learning between funders and grantees.

Reporting to boards through human-interest storytelling and individual/specific examples of success or lessons learned, rather than relying solely on numerical data, can help shift board perspectives towards a more systemic way of looking at things.

An inspiring keynote

A particularly inspiring moment was the keynote speech by Ethics Researcher Ezekiel Takam at the closing plenary. Takam invoked the philosophy of Ubuntu, advocating for philanthropy to embrace connection, inclusion, and the collective power of all actors working together. This resonated deeply with me reflecting the ethos of Wasafiri’s vision.

The Forum highlighted a growing need for the philanthropic sector to embrace change, collaborate, and adopt innovative strategies to effectively address the complex challenges of our time. Concrete steps need to be taken in this direction.

None of these things will be easy or comfortable. It will challenge the status quo and there will be opposition from those the current model is working for. But by slowly shifting the needle, philanthropy can unlock its full, huge potential and and contribute to lasting change.

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The imperative of radical collaboration in complex times

Collective problems need collective action. Collaborations are not accidents of timing and serendipity. They need careful crafting to address the challenges we face today.

In our era of complexity we need ways of working together that span traditional boundaries.

Human history is punctuated by the tension between collaboration and competition. The historian Niall Ferguson argues that while competition drives innovation and efficiency it is collaboration that enables us to exponentially accelerate knowledge, exchange ideas, pool resources and tackle shared goals.

And yet collaboration is often hard to do. The competitive desire to protect knowledge, control activities, get ahead and go fast all favour ‘going it alone’. But some problems simply cannot be solved alone; they will only give in to the collective action and collective creativity that is unleashed when we collaborate. Whether it is a food and drink company trying to manage its waste responsibly; the need to offer banking services to the unbanked, the battle to bring down greenhouse gas emissions, the future of work in an AI powered world or any other of a myriad sustainability challenges, we can only solve these if we collaborate.

Often collaboration can seem like an accidental by-product of timing and serendipity. But scratch below the surface and there was often pain staking and intentional work to build the conditions that allowed for the eruption of creativity and action that we see.

Know what you are collaborating for

Collaborating takes commitment and effort. None of us will sustain this just because we think we ought to, or because it is a good thing to be seen to do.

Collaboration happens when we know we cannot go it alone (probably because we have already tried and failed). It happens when we know, be it individually or institutionally, that our ability to succeed is locked with the choices, actions and success of others.

So, for a collaboration to sustain we must know what we are together acting upon. We may disagree on the causes of the problem, and almost certainly on how to tackle it and we may have different reasons for addressing it, but we need to have a shared problem to solve or opportunity to grasp.

For example, as we have seen in our work, when national governments, agri-business and civil society collaborate to tackle poverty amongst smallholder famer incomes there are different agendas at work. Corporate interests may be well-meaning but they are also concerned about vulnerable supply chains as young people move away from farming and seek better incomes elsewhere.

Government wants to tackle poverty, drive economic growth and perhaps has concerns about civil unrest. Meanwhile, civil society groups seek to advocate for the rights of often the most marginalised. These different agendas do not make for comfortable or aligned action, but all parties know they cannot progress their agenda alone, they know they are interdependent.

Different agendas and needs will be at work, be explicit about these, and know that progress will depend on everyone meeting just enough of their own agenda.

Be ready to compromise

We love the idea of collaboration – often because we assume it means other people or organisations will support our agenda. But complex problems are experienced differently by different people. And organisations have different agendas and constituents they need to serve. And so, with complex problems agreement and alignment can be hard to find.

It is a myth to think that with enough data and enough talking a single understanding and a single solution can be found. Rather collaborations need to find ways to work together despite differences of view and even disagreement. And this is only possible with sometimes uncomfortable compromises.

Of course, for all of us there are compromises that ask us to go too far, those we cannot make – and so there will be people and organisations with whom we cannot collaborate. But any collaboration will require some form of compromise, you may need to hold a long-term justice goal more lightly in order to achieve a short-term improvement, or perhaps there are additional costs your business will need to internalise or scrutiny you will need to open up to.

Maybe you will have to organise yourselves in ways that feel unfamiliar or learn to value different things as you seek to combine social impact goals with commercial pressures.

Collaborations allow us to achieve different things but that demands, whoever we are, that we work in different ways.

Embrace systems leadership

Inter-organisational collaborations are not like running a project team. There is often no clear ‘boss’, there is a lot of discretionary effort at work, there are explicitly different agendas and parties will ‘own’ resources that everyone needs access to. Working together in these conditions cannot be driven by traditional command and control leadership. The normal modes for assigning accountability are unlikely to work.

Instead, there needs to be leadership focused on relentlessly creating the conditions for collaboration. These include: building the network of relationships between parties, a focus on the collective vision that holds people and institutions together, shared credit for what is achieved and a valuing of the diverse agendas and landscapes inside the collaboration.

Collaboration may be hard; at times it may feel slow; it may ask us to imagine new ways of leading and working together (or resurrect much older ones), but if we are going to tackle the climate and biodiversity crisis, meet the challenges of an AI-driven future of work, navigate accelerating polarisations then we cannot work alone.

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How can philanthropies drive systems change together?

Systems change approaches offer the chance to accelerate impact but can be challenging to implement.

Every year philanthropic foundations spend billions of dollars to have an impact on complex issues related to food, climate, nature, poverty, health, peace and nutrition. And yet, despite much positive impact, the underlying causes of these issues persist.

Systems change approaches that are built to work with complexity, interdependence, emergence and the ever-present power dynamics that create inequality offer a way for foundations to tackle the underlying causes of the problems they care about. And consequently, many leading organisations are exploring and adopting them.

Each philanthropic organisation that embraces systems change is on a learning journey. They are codifying new language, analysis frameworks, and leadership forms. As we have worked with a growing body of philanthropists, we have come to recognise some common struggles, and the opportunity to learn faster by learning together.

Challenges shared by philanthropies that practice systems change

Strategic focus: Funding portfolios are often delineated by technical themes such as agriculture, gender, climate, or livelihoods. Yet these are entangled in the real world. How might philanthropic organisations support interventions layered together to achieve transformative impact? How can they set strategic boundaries that ensure discrete work delivers impact within indiscrete systems?

Working with grantees: Grant recipients often seek immediate impact on an issue and can lack the tools and motives to work on underlying conditions. How can philanthropies guide and support them in pursuit of systems change?

Power: Power inequalities underpin most systemic issues. How can philanthropies apply their funds in ways that rebalance these? How can they harness or even cede their high-level influence in ways that elevate the disenfranchised?

Collaboration: System change can take decades, yet funding cycles are measured in years. How can philanthropies structure collaboration that ensures support beyond their individual timeframes and mandates? How can they operate as an ecosystem in ways that catalyse rather than capture impact?

Monitoring, evaluation and learning: System change embraces emergence, experimentation, and agility. So, how can MEL focus on dynamically improving impact more than doggedly proving impact?

The response to each of these challenges may be different for different foundations, but there is much that they can learn from one another.

If we are going to realise the speed scale and lasting impact that systems change approaches offer – then we need to learn fast and we need to learn together.

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Practical steps to unlock systems change

"Complex problems are the unwanted outputs of systems that are working. And so If we went to tackle these problems we have to change systems that produce them. But just how do we do that?"

In this short blog by Wasafiri’s Scott Hinkle and published by ALNAP – the leading network for learning accountability and performance in the humanitarian system – Scott shares a few of his practical learnings for unlocking systems change within an organisation.

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Could Girls on Bikes replace GDP?

The joy of the internet is that amongst all the rubbish and all the scary stuff, there are flashes of brilliance to be found, the sort that makes you see new and joyful possibilities. And the idea of girls riding bikes as an alternative to GDP is one of those flashes.

I tripped over this idea on a wander down the back allies of LinkedIn (generally a rather uncool place of self-promoters) – but here was someone promoting someone else’s idea (always a good sign).

The idea (from economist Katherine Trebeck) goes something like this. If girls ride bikes to school then that means:

  • they are going to school
  • people (parents) perceive roads as safe enough
  • people have enough money to afford bikes
  • people don’t have to drive cars just to get their kids to school
  • better air quality in cities, and better connectivity in rural areas
  • girls feel safe to be out and about on their own
  • there is enough gender equity for girls to be riding bikes
  • if girls ride bikes, then it also means boys will be riding bikes too

Personally, as a girl who grew up in London and for whom riding bikes to school (and everywhere else) was a pathway to staying safe, to getting out in the world and to expanding my horizons, there is something joyful in this as a measure of a whole economy’s wellbeing.

The idea is, of course, just a glimpse of a much bigger set of ideas around what is an economy for? And how do we know if the economy is getting better or worse? What is an economy that is delivering increasing wellbeing for all?

The point of the girls-on-bike metric is not about the bikes or even just the girls, but about what they indicate.

GDP (Gross Domestic Product) was created as an indicator (not an end in self) – it contained the assumption that if a country had a growing GDP then people would be experiencing an increasing quality of life. And for a time in post-World War 2 Europe, that was largely true. And it remains true for some places.

But as we outstrip the planetary boundaries, as wealth inequality grows and as mental health challenges rise, GDP seems a less and less relevant indicator and a growing GDP may even indicate a decrease in wellbeing.

But it is not enough to know what is wrong with our old ideas we need some new ideas to replace them. We need glimpses of a possible future. And this is where girls-on-bikes comes in.

It’s not a single ‘answer’, no one is suggesting it holds an entire universal economic story in this indicator – but then neither does GDP. What it really offers is a different mental model for even thinking about what a ‘good’ economy looks like.

Part of the power of existing systems is that we absorb them into the mental models that frame how we understand the world around us. The way things can seem so inevitable, so pervasive as simple to be the only way that things could be.

It becomes hard to imagine other ways of seeing and thinking. GDP growth has become such a dominant mental model for what a ‘good’ economy is, that it smothers all other possibilities.

So some of the elegance of the girls-on-bikes metric is not that it is necessarily right, but that it gives us a picture of alternative possibilities. It doesn’t just say what is wrong with GDP (which is a well-rehearsed argument even by some very conventional economists) but it suggests a glimpse of possible future – and that makes all sorts of other things imaginable.

Note

Katherine Trebeck is part of The Wellbeing Economy Alliance, a collective of economists offering new ideas on how we can understand progress and wellbeing and growth. And they have a lot of other ideas to share – check them out, including a great conversation with Katherine herself.

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Transforming Youth Employment with Systems Change in Africa

Originally posted at Jobtech Alliance

The looming jobs crisis for young people in Africa

In the next 10 years, African countries will add more people to the workforce than the rest of the world combined. However, while 10 to 12 million youth will enter the workforce each year, only three million formal sector jobs will be created.

There simply won’t be enough jobs for the people that want them. This shortage of quality jobs, particularly for Africa’s burgeoning youth population, risks creating high levels of unemployment, social and economic disparities, and potential migration pressures.

Jobtech Alliance believes this mismatch between youth skills and market demands would hamper productivity and persistent unemployment would pose risks of social unrest and undermine innovation and development potential.

Without the addition of significantly more quality jobs for young people, Africa will not achieve the United Nations’ Sustainable Development Goals (SDG).

Transforming youth employment programming through jobtech and systems change

The world of work is undergoing significant changes, prompting development actors to experiment with new approaches in youth employment programming. This shift is driven by the necessity to adapt to evolving economies and a rapidly changing technological landscape, coupled with mounting evidence challenging the effectiveness of traditional labour market interventions.

Two prominent trends have emerged in recent years to address these challenges:

  • Applying systems change methodologies to labour markets. ‘Systems change’ is an intentional approach to transform the underlying structures, processes, and relationships within a system to address persistent challenges and achieve positive outcomes. In the context of labour markets and youth employment programming, systems change involves re-evaluating and reshaping the complex web of interconnected elements that influence employment dynamics, such as policies, institutions, education, and economic structures. We see it as a holistic, adaptive, and long-term approach that emphasizes partnering with relevant market actors to change the way the system works for young job seekers (Market Systems Development for Employment).
  • The emergence of jobtech which leverages technology to enhance job access, delivery, and productivity. The essence of jobtech are platforms that connect people to work, or which enable them to manage their livelihoods. This includes gig-matching platforms such as ride-hailing, e-commerce, and online job-matching (see Jobtech Alliance’s taxonomy of the jobtech sector in Africa). It is becoming a cross-cutting theme around everything to do with the future of work and how people find work. It is estimated that 30-88 million Africans will earn from jobtech by 2030.

Jobtech Alliance: pioneering systemic solutions for job creation in Africa

Founded in 2021, Jobtech Alliance recognises the potential for ‘jobtech’ to transform the generation of quality, sustainable jobs and do so at a continental scale. The heart of our job-generating ecosystem is jobtech platforms.

We are building an ecosystem around inclusive jobtech to create viable, scalable platforms which provide quality jobs for Africans. We recognise that technology won’t solve youth unemployment on its own, but it plays a crucial role in shaping the skills and opportunities for future generations.

We use a systemic lens to ensure that jobtech interventions go beyond isolated solutions, contributing to shaping the jobtech sector for increased sustainability and inclusivity. Overall, this comprehensive approach acknowledges the changing landscape of youth employment and maximizes the potential impact of jobtech as part of a broader systemic strategy.

How systemic change happens in the jobtech sector

Practically, this means we are working across multiple fronts to shift the dynamics of the current jobtech system, including:

  • Building awareness and knowledge of jobtech, and what works in jobtech: While ‘Jobtech’ gains recognition, a weak understanding persists. Elevating awareness is vital for unlocking the sector’s full potential. We conduct research and host a blog and newsletter to keep the community informed.
  • Nurturing an engaged, informed, and inspired community: Establishing a cohesive community is crucial, and bridging gaps between interconnected stakeholders and fostering collaboration, is essential to share learnings and drive innovation. We host a large community with over 1000 stakeholders including jobtech startup founders, investors, and others to connect and collaborate around our shared vision, with a range of events to connect stakeholders.
  • Nurturing appropriate policies, standards and tools: Striving for policies that consider and align with systemic dynamics is imperative for effective jobtech sector development. We’ve worked with the International Labour Organization to develop a standard tool (currently being piloted) to assess quality of work on jobtech platforms from a user perspective.
  • Fostering a funding network: The jobtech sector faces funding setbacks, with a notable decline in investment. Addressing this challenge is critical for sustained growth and impact. We’re building a Jobtech Investment Network of venture capital and philanthropic funders to ensure that informed funding reaches the right startups.
  • Venture support: Acceleration activities (through advisory and management support as well as capital) for high-potential platforms that can propel the entire sector, fostering successful businesses, generating excitement, and attracting more entrepreneurs and investors. We currently have a portfolio of almost 20 platforms we’re working with.
  • Stimulating global demand for African talent: Jobtech’s essence lies in connecting labour demand (and products and services) with supply. In Africa, addressing the employment shortfall requires stimulating global demand for labour on the continent. This is a big long-term focus.
  • Inclusivity focus: Jobtech can help include groups that traditional labour markets often marginalise – such as women and refugees.

What have we learned so far about applying systems change across Jobtech Alliance?

Jobtech Alliance was started as a systems change initiative and with support from the Small Foundation, the Jobtech Alliance team at Mercy Corps, and BFA Global, have engaged systems change practitioners, Wasafiri, to help more thoughtfully embed this approach into its work. Two early learnings are:

  1. Importance of shared language and concepts. We have integrated Systemcraft as a tangible and applied framework to help gain shared language and concepts that guide our decision-making and implementation. With so many stakeholders involved across the jobtech sector, building a shared language and understanding of how the system works (and how we interact with it) is critical. As we’ll share soon when presenting our systems change model, we’ve integrated multiple overlapping concepts – how the system works, our theory of change, our workstreams, and our principles (see below) – into one common vision.
  2. Need to embed systems principles into everything we do. Whilst the Jobtech Alliance team has been doing systems change for a few years, we have never been able to articulate what such an approach (as opposed to ‘activities’) really means. We were missing some simple, high-level guidance that recognised the interconnected nature of what we do and helped us maintain our mission and character as the Alliance grows. We therefore developed ‘Principles’, which have allowed us to identify blind spots in activities and workstreams and be more comprehensive in our work, from new country engagement strategies to the newsletter and planning events.
Jobtech principles

What’s next, and how to get involved

Systems change doesn’t happen in a day, and even though we’re two years into our work, we’re still early in our systems change journey.

Over the coming months, we’ll share our systems change model for the Jobtech Alliance and how we hope to influence this emerging sector.

We strongly believe that cultivating an inclusive jobtech sector that creates and improves jobs across Africa is key to advancing the prosperity of the African population and offers promising prospects for financial returns and social impact. We are building a movement, and we’d love to get you involved.

To get started, please head to our website to Join our Community.

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System Change in Action: The Wigan Deal

We are often asked for stories and examples of when system change has happened. And examples can be hard to spot. But they are out there. And so we try and share them; those we have been involved in and those that have been the work of others.

We won’t all agree on what is or is not system change. That is because complex problems don’t have a fixed end state where the work is done. And so there is always more work to do.

It is also because complex problems are contested – there will be different views on what needs to change and what ‘better’ means and for whom. And complex problems are produced by systems that are (in some way) working, and so there will almost always be some form of loss for someone somewhere.

What makes something system change anyway?

So I use four rules of thumb to help judge if something feels like ‘system-y’ change:

  1. Is there more equity? (e.g. do the less powerful have more control of decisions and resources?).
  2. Has there been a shift in the mindset or paradigm that shapes this issue?
    (e.g. have different assumptions about who are agents of change, who should control resources or what ‘better’ means driven this change?).
  3. Is there some sort of ‘scale’? (e.g. can we reasonably expect that people or nature not directly involved in this intervention at this time will experience that change? – this ‘scale’ might be over space or time).
  4. Has something structural shifted? This too is part of scale. That something has shifted that will outlast the protagonists involved, that changes the conditions in which this complex issue blossoms (e.g. a change in national or organisational policy, a permanent shift in the locus of control of resources, etc).

Welcome to Wigan

Wigan, a former mill town in the North West of England, is often over shadowed by its bigger more famous neighbours – the city of Manchester to the East and Liverpool to the West. But in this story it gets to take centre stage. For, since 2011, Wigan Council and its partners have been working to change the very relationship between the Council and the people that live and work there. Known as The Wigan Deal, this a story that challenges the dynamic that ‘the state knows best and will fix everything’ and that citizens are passive recipients.

What happened?

In 2011 Wigan Council, like many in the UK, found themselves facing significant financial pressures. The wider political climate of ‘austerity‘ (a package of policies that limited public sector funding) meant no more money from central government. And so the Council decided it needed to find a new way to relate to and work with citizens in order to deliver services. It was time to try something radically different.

The provision of public services is complex. Traditionally in the UK, there is a fairly paternalistic relationship between the state and citizens. In practice, this means the state controls the money and gets to decide what sorts of services are needed and citizens, while they may lobby and campaign for certain things, are not decision-makers or seen as creators of solutions.

A non-paternalistic model would require that the role of communities be taken seriously with a genuine commitment to collaboration and co-creation of solutions.

Wigan Council decided that if they were going to create a better town and do so with shrinking budgets, then they had to change this underlying paternalistic dynamic. They had to truly and deeply work in partnership, sharing power with local communities.

And so, together the council, citizens, community groups and businesses of Wigan created a series of ‘pledges’, covering everything from creating a ‘vibrant town’ to ‘care for adults with disabilities’. These pledges committed everyone to play their part – they required specific commitments from the council but also from businesses and from residents.

For example, under the ‘Vibrant Town Centre’ pledge the council committed to providing free city centre parking and residents committed to using it to visit local shops, businesses and leisure facilities rather than using it to travel out of town. Pledges were formed across a host of different areas and together they formed ‘The Wigan Deal.’

In 2019, ‘The Kings Fund’ – an independent health think tank did an evaluation asking ‘Is the Deal Real?‘ They concluded there had been a ‘genuine transformation’. The scale and consistency with which ideas have been applied significantly trumped other attempts, illustrating ‘the kind of work that is needed to shift to a new model of public service delivery’.

How did system change happen?

As system change practitioners, The Wigan Deal is intriguing. We have evidence of transformational change in a complex system driven through collaboration across institutional boundaries. And whilst the Kings Fund pointed to ‘bold leadership’ and ‘a long-term strategic commitment to working differently with local people and communities’ we want to go a bit further and unpick the approach through a systems lens. Does the approach differ from the linear approaches that we know complex systems resist?

Work to wire the system together

At the outset, there was a recognition that no single institution could tackle this alone. Change was going to require a shift in mindset. It was going to require disparate parties to come together, build relationships, build understanding, share ambitions, share challenges and commit resources for doing work together.

This ‘wiring of the system together’ is fundamentally important in system change – and – goes beyond just bringing people together. It requires the patient work to really get to know and understand different agendas and perspectives. It requires the willingness to share resources and power.

The “Be Wigan Experience” attended by people from different parts of the system was one tool which helped build collaboration and shift mindsets regarding how residents, citizens and others viewed each other. And it took time.

Donna Hall (former CEO of Wigan Borough Council) described how everyone danced around each other for 2 years before getting on with the real work. But through that dancing the ambition for the work was reframed as “it doesn’t belong to any one of us – it belongs between us”.

Get practical

“The Deal” – the pledges between the council, citizens, community groups and businesses to create a better borough – represents a shared, but big and abstract ambition. In system change work we also have to work on concrete goals to create a focus that mobilises resources and pulls you towards the big ambition.

Below the headline Deal are “deals” for adult social care, “your street”, communities, children and young people, health and wellbeing and businesses. There are co-created pledges in specific contexts such as housing in which the provision of council homes for people with disabilities was supported by private landlords willing to let their properties through the council.

This is a tangible, measurable goal that moves towards the bigger, more abstract, ambition.

No single story

Another aspect of the approach that speaks to systems change is the diversity of storytelling. For example, “Rekindling hope: the story of the Wigan Deal” is told by young people, NHS, community groups, council employees, and businesses.

It is not the Council, ‘the state’, telling one story. It is different parts of the system expressing what matters to them.

In systems change, there is no single story and the Kings Fund research highlighted this. Focus groups found that people’s concerns about issues such as crime and antisocial behaviour were overshadowing incredible progress being made in social care and public health.

Build on what's working

Social care is providing help with day-to-day living because of illness or disability. And it is one of the fastest-growing areas of need and cost in the UK.

People’s social care needs vary significantly depending on their circumstances so providing services that meet needs is highly complex and not well suited to a centralised, paternalistic, one-size-fits-all approach to public service delivery.

Because The Wigan Deal was a collaborative effort it had access to an incredible body of collective intelligence, both about people’s needs and also about the varied way these needs could and were being met.

One of the central successes of the Deal was the closure of expensive Council-run day care centres – predicated on a mindset of ‘come to us, use our services’. Instead, investment was channelled into a network of existing community organisations and neighbourhood groups already connected to people with care needs in their community and better able to understand and provide tailored and localised support to those who needed it.

In system change, this is an example of investing in and building collective and adaptive capacity. Day Care Centres focused on ‘the problem’ (e.g. an isolated elderly person) – a very expensive endeavour. Investing in community organisations focused instead on creating the conditions in which the existing organisations who know and represent local people were better able to thrive and adapt to local needs.

Demand was stripped out of the Council’s social care system and there was an improvement in health and wellbeing metrics.

What next?

What makes the Wigan Deal distinctive and an example of system change in action is the focus on building collective and adaptive capacity. The work of ‘wiring the system together’ better has been fundamental in the co-creation of solutions.

It successfully drew on what already existed in the spaces between different stakeholders, addressing unmet needs in a highly resource-constrained context. The Wigan Deal mobilised resources across organisational boundaries, changed the narrative and amplified the visibility of under-utilised strengths, delivering change at scale.

The Wigan Deal is by no means a panacea and it is now four years on from the Kings Fund analysis during which the Pandemic and UK Cost of Living Crisis has hit. Undoubtedly Wigan was better able to adapt to those shocks having adopted aspects of a systems-based approach.

We hope the people of Wigan have managed to hold their nerve and not relapse, under significant pressure, to a fallacy that the Council can solve these challenges on its own.

Image courtesy of Rept0n1x, CC BY-SA 3.0, via Wikimedia Commons

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Wasafiri’s License to Lead programme: Investing in tomorrow’s leaders

We celebrate Aisha Adan, the inaugural candidate in the License to Lead programme, a key initiative fostering leadership development

At Wasafiri, we believe in the power of diversity, equity, and inclusion to drive positive change. Our commitment to a more diverse generation of leaders led us to recently launch the ‘License to Lead’ (L2L) programme as a pivotal component of our DEI agenda.

The programme is a five-year commitment aimed at nurturing and growing a diverse pool of leaders within Wasafiri, with a particular focus on our African and Africa-based staff. Recognising the need for more leadership and management development opportunities, we are dedicated to correcting this imbalance through targeted investment in everyone’s professional growth.

Goals and benefits

The L2L goals and benefits reflect our commitment to diversity, equity, and inclusion:

  1. Improving diversity, equity, and inclusion: By providing leadership opportunities to underrepresented groups, we aim to create a more diverse and inclusive work environment internally as well as with our clients, partners, and the communities we serve.
  1. Knowledge transfer and skill building: The programme will focus on transferring institutional knowledge and building leadership skills among emerging leaders, ensuring a robust leadership pipeline.
  1. Promoting responsibility and participatory decision-making: We strive to have participants take on more significant roles in decision-making processes, fostering a culture of collaboration and shared responsibility.
  1. Strengthening skills for managing complexity and diversity: In a rapidly changing business landscape, the programme equips participants with the skills needed to navigate complexity and embrace diversity.
  1. Fostering motivation and employee engagement: By investing in our employees’ professional development, we aim to enhance motivation and overall employee engagement.

Our inaugral candidate, Aisha Adan

Aisha Adan facilitating a workshop in Mombasa, Kenya

We are thrilled to announce Aisha Adan as the inaugural participant in the License to Lead programme for 2023/24. Aisha’s selection is a testament to her outstanding contributions and potential within the organisation.

As Wasafiri Managing Director Alex Rees rightly puts it, “Aisha is a key part of our future. I’ve no doubt she will make the most of the opportunity as she leans in as the inaugural winner of the License to Lead investment.”

On her win Aisha says, “This was not only incredibly gratifying but also marked a truly fulfilling milestone in my professional journey. I am eagerly looking forward to immersing myself in the L2L programme. Looking ahead, I believe that this will be a transformative journey and promises to shape  my trajectory towards impactful leadership within and beyond Wasafiri.”

As Aisha embarks on this journey, we look forward to witnessing the positive impact of the License to Lead programme on her professional growth and the broader Wasafiri community. Her success sets the stage for future leaders to emerge, contributing to a more inclusive and dynamic leadership landscape within our organisation.

L2L is not just an investment in one person, but a commitment to shaping the future we want at Wasafiri.

Congratulations, Aisha, and here’s to a brighter, more inclusive tomorrow.

Who is Aisha Adan? Click below to read more.

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Wasafiri is looking for a Research and Learning Systems Lead

Join our team!

We are looking for a Research and Learning Systems Lead to lead research and MLE in thematic areas such as peace/stabilisation, inclusion, food, climate and nature working with governments, implementing organisations and businesses, leading philanthropic and bilateral funders, African and global organisations, and knowledge partners.

See the full description here.

How to apply

  1. Submit the cover letter and CV to [email protected]
  2. The CV should be no longer than 3 pages
  3. Use the subject heading: Application – Research and Learning Systems Lead
  4. Application deadline: 15th December 2023

Good luck!

 

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