Service systems are complex and involve a range of different players. The map below shows the different players in a service system and the roles they typically play, noting some of these vary dependent on the service system. Like a natural ecosystem, to have a healthy service system, all parts of the system need to play their roles effectively and be joined up.
At Cube Group, we take a service system lens, understanding how different parts of the service system interact and the changes that can be made to improve service systems and create positive impact for individuals and communities.
As part of our service system transformation offering, Cube is helping government departments and agencies, regulators, service delivery organisations, training and education providers, peak bodies, academics and research institutes, and community groups to:
- undertake reviews and diagnostics of service systems
- bring stakeholders together to define new concepts and broker new partnerships and ways of working to transform service systems
- develop strategy and policy for service system reform
- design new programs, services, funding and commissioning models
- support implementation, including building organisational and workforce capability and readiness
- monitor and evaluate the progress, outcomes and impacts of changes to service systems.
Some key insights from this work include:
USERS
- People with lived experience of the service system and their families, carers, kin and communities are critical partners in informing how service systems can be improved and effectively delivered in place.
- This can be achieved through consultation and co-design, but also by having people with lived experience in decision-making, governance and other roles throughout the service system.
WORKFORCE
- Having a skilled, fairly-paid and valued workforce is critical to the effective functioning of a service system and to the delivery of safe and high-quality services.
- Attracting a pipeline of workers with the right skills and qualifications, and retaining and supporting existing workers to grow their skills and capabilities requires intensive and coordinated effort from players across the service system.
DELIVERY
- Service systems are often made up of thousands of individual services, which depending on the system, are delivered by a mix of government, not for profit and private providers.
- Service systems can be fragmented, with competition instead of cooperation between services. Integrated models can ensure joined-up services, which are particularly important for people with multiple and complex needs.
FUNDING AND REGULATION
- In some systems, commissioning bodies make critical decisions on the locations services are delivered in and which organisations deliver them. In market-based systems, service providers determine where they will provide services and who to, sometimes creating “deserts” where no services are available.
- Regulators play an important role in safeguarding service users and keeping the system fair.
POLICY DIRECTION
- Having a player in the service system with explicit responsibility for system stewardship is not always a feature of our service systems in Australia, but an important one in ensuring service systems meet the needs of and are accessible to all individuals and communities.
- System stewards can also help to break down silos that sometimes prevent our service systems from working effectively.
By applying a service system lens, we not only gain a deeper understanding of the intricate dynamics within service systems but also unlock the potential to create impactful, sustainable change. At Cube Group, we are committed to partnering with purpose-driven organisations to navigate these complexities, ensuring that together, we deliver meaningful outcomes for the communities and individuals who rely on service systems.
About the Author
Kelly Rose is a director at Cube Group. She leads Cube’s Service System Transformation practice and has delivered a broad range of projects from policy and strategy development through to review and evaluation. She’s experienced in program, service and funding model design as well as reform implementation and sector capability building.
