Kate Copeland, our resident Kiwi, argues that public services in the UK can learn from what works in New Zealand – including how leaders within a place have come together to create change.
I joined the Mutual Ventures team after relocating to London from New Zealand. Despite moving halfway across the world, the conversations, media and commentary I have seen since I arrived all strike a familiar chord.
Many of the same barriers and issues that stand in the way of better public services in NZ also exist here in the UK. Back at home, our public services suffer from operating as individual agencies rather than as a system. This silo effect is also a UK problem, with the manifesto of the new government highlighting this as a key area for change. In addition, a workforce crisis within frontline public services is impacting both countries.
Sharing learning between NZ and the UK
Historically NZ has looked to the UK in matters of government and public services. However, lessons can and should also flow the other way. Over the years, NZ has developed some fantastic public service innovations – take for example, Family Group Conferencing in children’s social care, new uses of technology to simplify access to government and private sector services, and innovative methods of engagement with communities including those within the Māori population.
Another powerful example, is the reform to the Canterbury health system that began in 2009. In the context of multiple crises – delays to elective surgeries, a growing financial deficit, and fragmented services – it aimed to become more people-centred and integrated in its approach. Taking its cue from what users said, it set out to ‘stop wasting patients’ time’.
What Canterbury did in a nutshell
Canterbury focused on identifying common challenges and sharing information across the system. A key strategy was to invest in its leaders. This included sending senior and middle managers across the region to share experiences and develop ideas for system improvements. This led to a principle of ‘One System: One Budget,’ which became the foundation for the reforms.
Key changes included the establishment of the Canterbury Clinical Network, involving healthcare providers, users, and cross-sector partners, to decide how, when, and where health services were provided. Allied to this, HealthOne was a new IT programme designed to improve communication and information sharing between GPs, hospitals, pharmacies, and labs.
These changes reduced the demand for hospital and long-term residential care services, resulting in a 14% decrease in long-stay beds required by people over 75 years, and 400 fewer care home beds, despite an ageing population. This was achieved by supporting more people in their communities, especially older people, and reducing the demand on acute services.
What lessons can we learn
Since joining Mutual Ventures, I have realised Canterbury’s transformation shares a lot of the characteristics of our ‘place leadership’ approach to public services.
It demonstrates how important it is to have shared goals and work collaboratively to achieve them. Guided by the “One Health, One Budget” principle, the Canterbury transformation unified efforts across the system, resulting in more cohesive healthcare delivery. This meant working across agencies and outside of silos to work in partnership with public, private, and community organisations to meet the needs of a community.
Building trusting relationships was also essential. This includes working to create strong leadership and staff buy-in, as well as developing trust between different services and the communities they serve. Building these relationships meant taking the time to be empathetic and listen to the needs of the community, rather than jumping straight to solutions.
What next?
A commitment to place and collaboration must be the focus if we are to improve public services – here and in NZ. By adhering to the principles of place leadership shown in Canterbury, we will be more responsive to the needs of people and communities. Though the work in Canterbury started 15 years ago, the key lessons still ring true, and it shows us that change takes time.
I don’t believe in a ‘silver bullet’ to solve all problems. But I do believe that we can learn from what has worked in the NZ and improve our public services here in the UK.
If you'd like to discuss the themes of this article, contact Kate.Copeland@mutualventures.co.uk
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