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Bringing Asset-Building Products and Services to Scale

OVERVIEW
OneofthegoalsoftheJuly26thLivingCitiesmeetingistodeveloparobustframeworkfordiscussingscale. Thisframeworkshouldmakeiteasiertoidentifyanddiscussissuesthatprojectsandpractitioners1are grapplingwithastheyseektogettoscale.Italsoshouldgenerateusefulquestionsandconversationsabout scale. Thispaperpresentsafirstdraftofsuchaframework,andincludes: Aworkingdefinitionofscale TheFivePs:fiveelementsthatshouldbeconsideredbyprojectsmovingtowardscale Ananalysisofthetwodifferentsetsofstrategiesforachievingimpactatscale:scalingupinnovative productsandservicesvs.creatingtopdownsystemschange Thepaperisbasedoninsightsdevelopedfrominterviewswithapproximately25practitionersworkingin assetbuilding.WeexpectthattheJuly26thmeetingwillrevampandexpandthisframework,generatingnew insightsandwaysofthinkingaboutscale.

DEFINITIONOFSCALE
Whatisscale?Ourinterviewssuggestthefollowingdefinitionwouldcapturewhatmostpractitionersmean whentheytalkabouthavingimpactatscale: Scaleisreachingenoughofthemarkettomakeamaterialdifference. Inthelongrun,whenassetbuildingproductsandserviceshavereachedscale,whatwethinkofasexceptional andinnovativebecomesbusinessasusual. Thisdefinitionhastwoimmediatecorollaries.Thefirstisthatscaleisinfluencedbythesizeoftheaudience foraparticularproductorservicerole.Aproductorservicethatisaimedateverylowincomefamilyin AmericahasamuchhigherbarforscalethanoneaimedatfamiliesonNativeAmericanreservations. Thesecondisthatscalealsoisinfluencedbywhatittakestomakeadifferenceinthatmarket.Forsome practitioners,thismeansthateveryconsumerinthemarkethasaccesstotheproductorservicethattheyare

Bypractitionerswemeanindividualsinvolvedindeveloping,testing,promoting,researching,distributingorfunding assetbuildingproductsorservices.
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scalingup.Forothers,itmeanshavingenoughoftheirproductorserviceinthemarkettocauseachangein thebehaviorsofcompetitors,consumersandregulatorsinsuchawaythateveryconsumerinthemarkethas accesstoproductsandservicesthatdoabetterjobofbuildingassets.Inthiscase,scaleisdeterminedbythe percentageofthemarketaproductorserviceneedsreachinordertotipthemarkettowardintoproviding moreproductsandservicesthatpromoteassetbuilding. Scaleisalsoinfluencedbythesizeoftheimpactonindividualconsumers.Itcanbearguedthatthegreater theimpactontheindividualconsumer,thelowerthenumberofconsumersthatmustbereachedinorderto haveamaterialimpact. KEYELEMENTSOFSCALE:THE5PS Assetbuildingproductsandservicesdifferdramaticallyfromoneanother,asthetwocasedescriptionsbelow willshow.Nonetheless,weproposethatthereareasetofelementscommontoallofthem:the5Psof Scale. 1. PRODUCT:Whatistheproductorservice,anddoesithaveascalabledesign?Tobeanattractive productorserviceforassetbuilding,theproductorservicemustenablethetypicalconsumertobuild assetsandmusthavecompetitiveadvantagesoverotherproductsandservicesthataresimilar,but thatdonotbuildassets.Theproductalsomustenablestandardizedproductioninlargevolumes withoutexpensivetweaksandcustomizationforeachcustomerormarketsegment.Organizations offeringassetbuildingproductsorservicesmayincludefinancialinstitutions,retailinstitutions, nonprofits,andgovernmentagencies. 2. PROMOTION:Whocreatesdemandandeducatespotentialconsumers?Manyassetbuilding productsandservicesrelyonmarketingandeducationfrommultiplesourcesinordertogettoscale. Itcanbeusefultothinkbothofthetypeoforganization(forprofit,nonprofit,governmentagency) thatdoesthemarketingaswellasthemethodofmarketing(pointofsale,massmedia,social marketing,networkmarketing,anddirectsales).Marketingandpromotionthroughatrusted organizationisessentialespeciallyfortheunderserved. 3. PROFIT:Howareallthecostscovered,andhowdoesthisvaryastheproductorservicescalesup? Methodsofcoveringcostsincludefeeforservicerevenues,publicsubsidyandinkinddonations.The practitionersmustbeabletoshowcompellingevidencethatdistributingtheproductorservices makesalltheorganizationsrequiredfordistributionbetterofffinancially.Thismaybebecausefees fromusersexceedcosts,orbecausedistributingtheproductenablestheorganizationstoraise additionalfundsfromothersources. 4. POLICY:Whatregulationsand/orpublicsectoragencyactionsarerequired?Thismayinclude changestostatutes,regulations,funding,andagencyprograms. 5. PLATFORM:Whatsthedeliverychannelordisseminationvehicle,andwheredoesthecustomergoto gettheproductorservice?Thismayincludebricksandmortardistribution(retailstore,bankbranch, ATMkiosk),Internet,andnetwork(directsalesthroughindividuals,likemortgagebrokers).Itcanalso encompassbeingincludedinasetofofferingsfromanexistingprivatedistributionchannelorpublic agencyprogram.


The5Psidentifyelementsthatareneededacrossassetbuildingproductsandservices,andsocanhelp discussanddescribesimilaritiesanddifferences.Togiveasenseofhowthe5Psmightbeusedtoframea discussion,wewilluseittodescribetwoassetbuildingproductsandservicesthatarequitedifferent.

CFED,Citibank,KIPPandtheUnitedNegroCollegeFund:CollegeSavingsAccount
CFED,Citibank,KIPPcharterschoolsandtheUnitedNegroCollegeFund(UNCF)areworkingtogetheras partnerstodemonstrateandscaleuptheCollegeSavingsAccountformiddleandhighschoolstudents.The partnersopenedup1000collegesavingsaccountsinKIPPcharterschoolslastyearandhopetogetto2,500 accountsbytheendofthisyear.Theyhavebuiltaninfrastructureforproductionanddistributionthatcould supportthousandsofaccounts.TheCollegeSavingsAccountisoneelementoftheCFED,KIPPandUNCF CollegeCompletionPartnership,whosepowerandimpactliesnotjustinthestrategytoscalecollegesavings accounts,butalsointhestrategyofintegratingsavingswithscholarships,financialeducationandacademic counseling.Itisbyconnectinganddeliveringalltheseelementsinacoordinatedwaythatthepartnersaimto achievemeaningfuloutcomes PRODUCT Theproductisadepositonlysavingsaccount,andsocanonlybeofferedbydepositaryinstitutionsinthis caseCitibank.TheCollegeSavingsAccounthasthefollowingfeatures: Aninitialdepositof$100intheaccount Upto$250peryearinmatchperstudent Supporttoencouragelowincomefamiliestobecomebanked Onlydepositscanbemadeintotheaccountbeforecollegewithdrawalsareonlypermittedwhenthe studentisenrolledincollege PROMOTION OnekeyelementisthefocusonpromotingtheaccountsthroughKIPPcharterschools.TobecomeaKIPP student,youmustsignacommitmentthatyouaregoingtocollege.Thepartnershaveworkedtoembeda financialmoduleoncollegesavingsintoKIPPscurriculum,thuseducatingpotentialcustomersinthe classroom.Inaddition,thepartnersplantouseawiderangeofapproachestoencouragesavingsbehavior, includingtextmessaging,Facebookaccounts,andsocialmediaastheprogramdevelops. POLICY Currently,allofthematchisprovidedbyCiti.CFEDiscoordinatingadualpolicyapproachthataimsto leveragefederalsupportthrougharefundableSaversCreditandaccessfederalprogramrevenuesin partnershipwiththeDepartmentofEducationthroughbothmainstreameducationfundingprogramsand specificcollegesuccessinitiatives. PROFIT ThepartnershaveworkedtolowerthecostsofprovidingandmanagingtheCollegeSavingsAccountby buildingasystemthatwillbecosteffectiveatscale.

Onthefinancialinstitutionside,Citibankhasdevelopedamiddleofficeandbackendplatforminpartnership withUNCFthatwilleventuallydriveaccountopeningcostsdown.Further,makingtheseaccountsdeposit only,andestablishingadedicatedcustomerservicehelplinewillalsokeepcostsdown. Anotherimportantscalefactoristheneedtomanagethesavingsaccountsascustodialassets.Byestablishing atrusteetoserveasanintermediary,themarketingandoutreachcostscanbelowered,whileincreasing clienttakeup.Inthisexample,UNCFisplayingthisrole,becauseithasalreadydevelopedasetofsystemsfor managingtrustaccountsforscholarshipsatscale. PLATFORM Asnotedabove,Citibankhasdevelopedanewbackendplatformforopeningtheseaccounts.Itisusingits existingsetofbranches,ATMsandfinancialmanagementsystemsastheongoingdeliveryplatformforthe savingsaccountsafteropening.

NYCOfficeofFinancialEmpowerment:FinancialEducationNetwork
TheNYCOfficeofFinancialEmpowerment(NYCOFE)isworkingonbringingavarietyofassetbuilding productsandservicestothecitizensofNewYork.Oneoftheseisfinancialeducation,andNYCOFEhas developedascalablewayofconnectingindividualstofinancialeducationclassesandcounselingthroughthe useofNYCs311serviceacitywidenumberthatanyonecancallforreferralstoservices. PRODUCT Theproductisfinancialeducationandcounseling.Theeducationandcounselingisprovidedbyacombination ofnonprofitorganizationsandCitysponsoredFinancialEmpowermentCenters(FECs)inallfiveboroughsof NYC.ThenonprofitsmustmeetasetofstandardscreatedbyNYCOFE(inconsultationwithleadingproviders inthefield),musthavebeenprovidingconsumereducationforatleastayear,andmustbetransparentabout theirfees. PROMOTION OnekeyinnovationinthisprojectisbeingabletointegratethereferralserviceintoNYCs311network.NYC OFEstartedthisprocessbysurveyingthe60+organizationsthatwereengagedinfinancialeducationinNYC.2 Basedonthesurvey,NYCOFEdeterminedwhichorganizationswouldbeappropriatetoincludeinthe FinancialEducationNetwork.Itthencreatedanonlinedirectoryclassifyingwhichorganizationswere providingwhatservices,wheretheywereprovidingthem,andhowtheyweredeliveringtheservices.This onlinedirectoryalsoallowsproviderstologinandmaintaintheirprofileofservicesuptodate.NYCOFEthen loadedthisinformationintoNYCs311system,andprovidedtrainingtothe311operatorsonhowtomake referrals.NYCOFEhasuseditsabilitytogeneratepublicserviceannouncements(PSAs)andotherpublic educationmethodstoencouragepeopletocall311forareferral.

Therearecurrently78organizationsintheFENdirectoryprovidingeducationandcounselingat94locationsacrossNYC (thathasgrownfromthe60+firstsurveyedin2007).21ofthoselocationsareFinancialEmpowermentCenters.
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PROFIT BecausethisprogramleveragesexistingCityinfrastructure,thecostperconsumerreachedarelow.Thecosts arefundedbyCitygeneralrevenuefunds. POLICY Thisprogramdoesrequiresomeadditionalsubsidy.Mostofthenonprofitsbringtheirownfundingstreamto enablethemtoprovidethefinancialeducation.NYCalreadystaffsits311line,andthereisamodest additionalexpenseincurredinmaintainingthedatabaseandtheadditionalcallsgeneratedto311.In addition,twentyoneofthelocationsinthedirectoryareFinancialEmpowermentCenters,whichOFEinitially supportedthroughprivatefunding.Thisyear,OFEwasabletoreceiveapproximately$2millionintaxlevy dollarstosupportthesecenters.InordertojustifythesupportfortheFinancialEmpowermentCenters,staff stillneedstoprovethatthepublicbenefitisworththeexpenditureoftaxpayersmoney.Inthiscase,thestaff wasabletomakethecasethatthereductioninfinancialdistressforNYCresidentsandtheimprovementin theirabilitytoretainandmanagetheirfinancialassetswasworththeexpense.Inthelongrun,staffhopesto showthatwhencoupledwithothercityprograms(e.g.,homelessprevention,foreclosureprevention,etc.), thisinvestmentinfinancialcounselingactuallysavesthetaxpayersmoney. PLATFORM Thisprogramisdeliveredentirelybyorganizationsandsystemsthatarealreadyinplacenonprofitsthatare alreadyprovidingfinancialeducationandNYCs311number.Since2007(whentheFinancialEducation Networkwaslaunched),theprogramhasgeneratedmorethan118,000inquiriesto311andthroughits website,andbetween30,000and40,000individualshavebeenattendedclassesandworkshopsthroughthe referrals. STRATEGIESFORATTAININGSCALE Inourinterviewswithpractitioners,wefoundadizzyingarrayofdifferentstrategies,productsandservices. Nonetheless,itispossibletogroupthestrategiesintotwobroadsets.Thefirstsetofstrategiesfocuseson takingpromisingproductsandservicesandscalingthemuptothepointwheretheyhaveamaterialimpact. Thesecondsetofstrategiesfocusesoncreatingtopdownsystemslevelchanges:changesinpolicyand managementatthefederalandstatelevel,whichrequiremoreadaptiveproblemsolving.Thereisnota brightlinedistinctionbetweenthetwostrategiestherearesomeprojectsthatarescalinguppromising productsandservicesthatalsorequiresystemslevelchanges,andsomeprojectspursuingsystemslevel changethatalsorequireexistingproductsandservicestoscaleup.Nonetheless,theemphasisdifferssharply enoughacrossthetwodifferenttypesofstrategiestomakethedistinctionuseful. ScalingUpPromisingProductsandServices Thesestrategiesarefocusedonscalinguppromisingassetbuildingproductsandservicestothepointwhere theyhaveamaterialimpactontheirtargetmarket.ThesestrategiestypicallyhaveaddressedthefirstP: Product.Theyhavenaileddowntheproductorservicedesignanddemonstrateditseffectivenessinbuilding


assets.Theyhaveshownthatthisdesignfortheproductorservicehasacompetitiveadvantageover alternativebutlessassetbuildingproductsandservicesnowbeingusedbyconsumers.Thesalienceofthe otherfourPsvarieswiththespecificstrategy. TheareainwhichthesestrategiesdiffermostsharplyisinthefifthP:Platform.Intermsoftheinnovation adoptioncurve(seebelow),theproductsandservicestypicallyhavebeenpickedupbyInnovators,andby someEarlyAdopters.ThequestionishowtoclimbtheinnovationadoptioncurveandreachboththeEarly MajorityandLateMajorityinthemarket.(OrtotipthemarketsothattheproductsusedbytheEarly MajorityandLateMajorityareassetbuilding.)

ThesestrategiescanbedifferentiatedbytheprimaryPlatformthattheyareusingtodriveadoption: 1. Financialinstitutionschannel 2. Publicagencieschannel 3. Nonprofitchannel 4. Buildinganewdistributionchannel

Financialinstitutionschannel Thesestrategiesscaleupbyhavingfinancialinstitutionsastheultimatedeliveryplatformfortheirproducts andservices.Inthesestrategies,theassetbuildingfocustendstobeonaproductratherthanaservice.The CollegeSavingsAccountnotedaboveisagoodexampleofaproductthatwillbescaledupusingfinancial institutionsasthedeliveryvehicle. Becauseprivatesectorcompaniesarethedeliveryvehicle,Profitisakeyissuetobeaddressed.Thiscanbe challengingbecausemanyassetbuildingproductsarelessprofitablethancompetingproductsthatdont supportassetbuilding.Theproductorservicemusthaveacompellingbusinesscaseiffinancialinstitutionsare tobringittoscale.Manystrategiesrelyonpartnerships(asabove)tochangethecostmodelsinwaysthat enablethespecificproductorservicedeliveredbythefinancialinstitutiontobeprofitable. Promotioninthischannelalsocanbecomplexbecausetheseproductstypicallyrequiremoreeducationand marketingthancompetingproductsthatdontsupportassetbuilding.Forexample,thealternativestopay daylendingbothrequiremoreeducationforconsumerstodemandthemoverregularpaydayloans,andthey alsooftenincludefinancialeducationaspartoftheproduct.Inordertomakethebusinesscasework, financialinstitutionsoftenpartnerwithnonprofitstodeliversomeoftheeducationandmarketing. Publicagencieschannel Inthischannel,practitionersarelookingtopublicagenciesasthedeliveryvehiclethatwillbringtheproductto scale.Forexample,CFEDisnowinongoingconversationswiththeDepartmentofEducationtointegrate ChildrensSavingsAccounts(CSAs)intoDepartmentofEducationprogramsthatarefocusedoncollege success.Why?BecausehavingaCSAhasbeenshowntohaveapowerfulimpactoncollegeaccessand collegecompletion.ChildrenwithCSAsarefourtimesaslikelygraduatefromcollege.ChildrenwithCSAsin theirownnameareseventimesaslikelytograduatefromcollege.IntegratingCSAsintotheDepartmentof EducationsprogramswouldenhancetheprogramoutcomesandalsobethedeliveryvehiclebringingCSAs totensofthousandsofyouths. Notsurprisingly,Policytendstobethemostimportantissuetoaddressinthischannel.Makingthepublic policycasedemonstratingthesocialreturnoninvestmentiskeyifpublicagenciesaretodeliverthe product.Theprojectneedstocreatecompellingdatashowingthatthebenefittothepublicisworththe publicsupportandregulatorychangesrequired.Thiscanbesolelyduetotheassetbuildingbenefit,oritmay alsoincludeimprovementsinoutcomesforotherpublicprograms,suchasavoidingforeclosureorimproving collegegraduationrates. Nonprofitchannel Practitionersherearelookingfornonprofitstobethedeliveryvehicleatscale.Thisstrategyisparticularly importantwhendeliveringcomplexservicesthatrequirebothvolunteersandsubsidy.TheVITAincometax prepserviceprovidesagoodexample.VITAincometaxprepistypicallydeliveredbynonprofitcommunity basedorganizations.TheVITAservicehasexpandedatagrowthrateaveragingover30%ayearforthepast fiveyears.Inthe2009taxyear,45,000volunteersserved1.2milliontaxfilers. GettingtheProfitmodeltobescalableandtoworkacrossvaryinggeographiesistypicallyakeychallengein thischannel.ManyserviceshaveaProfitmodelthatworkswellatasmallscaleandinspecificlocationsdue toaparticulararrangementoffunders,nonprofits,andaccesstovolunteers.Butmakingthismodel somethingthatisbroadlyscalableacrossarangeofcommunities,ashasbeendonewithVITA,canbequite challenging.

Buildinganewchannel Thefinalscalingstrategyinthissetistodevelopanewchannel,typicallythrougheffectiveInternetdelivery systems.TheAssetPlatformbeingdevelopedbytheAspenInstituteEconomicOpportunityProgram(EOP)isa goodexampleofthisapproach.EOPhasbuiltawebbasedplatformthatbringstogetherinoneplace effectiveassetbuildingtoolsandproductsforbudgeting,savings,debt,creditscores,insurance,and organizationalresources.Theplatformisaimedatassistingcounselorsinassetbuildingorganizationstohelp betterservetheirclients.Webbasedtechnologyallowsforsignificantscalingatlowcost,becauseoncebuilt, theplatformallowsthebasicinfrastructuretohandlesignificantincreasesinvolumewithoutsignificant increasesincost. Promotionisoftenasignificantchallengefornewdistributionchannels.Althoughtheyhavetheadvantageof lowunitcostathighvolumes,theyoftenstartwiththedisadvantageoflowvolumeandlowcustomer familiarity.AsAmazon.comandeBayhaveshown,customerscaneventuallybeluredontowebplatforms,but thecostofbuildingthecustomerbasecanbesignificant.Oneapproachistosearchforautilitya particularproductorservicethatpeoplewanttousefrequently,andthatwilldrawthemtothesite.Once customersareusedtocomingtoasitetousethetoolorservice,theninterestingtheminotherproductsand servicesonthesitebecomeslessdauntingatask. CreatingSystemsLevelChange Thissetofstrategieshasafundamentallydifferentfocusfromthepreviousset.Ratherthanbringingproducts andservicestoscale,itfocusesonchangingtheentiresysteminwaysthateitherimprovetheaccessandscale ofassetbuildingproductsandservicesavailabletoindividualsdirectly,orthatopenupnewpossibilitiesfor creativityandinnovationindevelopingandscalingassetbuildingproductsandservices.Thestrategiesinthis settypicallyfocusonatopdownapproachtosystemschangethroughchangesinpolicyattheFederalor statelevel,oronmanagementofspecificFederalorstateprograms. OneexampleofcreatingsystemschangebyfocusingonpolicyattheFederallevelistheworknowbeing pursuedbytheAspenInstituteInitiativeforFinancialSecurity,CFED,andmanyothers.Theseorganizations areseekingtoimproveandexpandtheexistingSaversCreditbyprovidingaflat50%matchondepositsinto qualifiedsavingsaccountsupto$500/$1,000peryearforasingle/jointfiler;automaticallydepositingthis matchdirectlyintoadesignatedaccountthroughIRSForm8888;and,extendingthisbenefittohouseholds earninglessthan$65,000.Thiswouldenablearefundablesavingsmatchforupto50millionlowand moderateincomefamilies.WhencoupledwithproposedautomaticaccountpoliciessuchastheObama AdministrationsAutomaticIndividualRetirementAccount,saverswouldnotonlyautomaticallyhaveasalary deductionmadeintoanIRAbutalsoreceiveaSaversCreditMatchonthesefundscreatingamorerobust accountoveralifetimeofwork.Achievingthischangewouldnotonlydirectlycreateassets,butitwouldopen thedoorforsignificantcreativityandscaleinthedesignandfieldingofnewtypesofqualifiedsavings accounts. AsecondexampleofcreatingsystemslevelchangecanbeseenintheworkbeingpursuedbytheFord Foundation,whichisfocusingonmodernizingworksupportprogramsdeliveredbystatessuchasMedicaid, SNAP,andchildcare.TheFoundationhasjuststartedaprograminwhichworkswithasetofstate governmentstohelpthemsimplifyandintegratebenefitsprograms.Thishelpsindividualsaccessbenefits fasterandavoidchurninginandoutofprograms. Onenotableexampleofstateleveleffortstomakelargescalechangestothepoliciesandbusinessprocesses usedtoadministertheseprogramsisExpressLaneeligibility.Forexample,LouisianahascreatedExpress LaneeligibilityforMedicaidforchildren.TheExpressLanebuildsonthefactthatforchildren,eligibilityfor foodstampsisthesameaseligibilityforMedicaid.Ifyouareachildwhoiseligibleforfoodstamps,youare automaticallyeligibleforMedicaid.LouisianaisnowcomparingthestatefoodstamplisttotheMedicaidlist,

andautomaticallymakingeverychildonthefoodstamplisteligibleforMedicaid.Insomecases,thishas enabledasmanyas10,000childrentogaineligibilitytoMedicaidatonce. AsecondexampleinNewMexicofocusesonreducingchurn.Throughadetailedanalysisofcaseflow,New Mexicostateofficialsdeterminedthat50%ofthepeoplewhoappliedforMedicaideachmonthhadcomeoff Medicaidinthepastthreetosixmonths.Byreorganizingworkflowandchangingfollowupproceduresand policies,theywereabletocutdownthedroppingandreenrollmentofindividualsbyhalf. Theworkofcreatingsystemslevelchangeinvolveschallengesandstrategiesthatarefundamentallydifferent thanthoseinvolvedinscalingupproductsandservices.Inscalingupproductsandservices,theproductor serviceisusuallywelldefined,andtheassetbuildingresulthopedforisalsousuallywelldefined.For example,amatchedcollegesavingsaccountisintendedtocreateafinancialassetthatcanbeusedtodefray collegeexpenses,andtoincentstudentstopreparefor,andmatriculatein,college.Thereisoftenasetof wellunderstoodstrategiesforbringingaproductorservicetomarket,andinmanycases,theproductor serviceisbroughttoscalebypartnerswhoarealreadyinthebusinessofprovidingsimilartypesofservices. Thechallengesinvolvedinsystemschangearedifferentandmoreadaptiveinnature:theassetbuilding benefityouaretryingtocreatecanoftentakeamultitudeofforms;therearemanycompetingstrategiesfor attainingthebenefit,andnoonestrategyisright;andthereoftenisnosingleentitythathastheabilityto implementthestrategywithoutsupportandpermissionfromotherentities.Forexample,streamlining accesstobenefitscantakeawidevarietyofforms;eachstateneedstodecidewhichofamyriadofpolicy, businessprocess,anddatachallengestheywanttoprioritize;andnoonestateagencyhastheabilitytobring aboutthenecessarychangeonitsown.Oneopenquestionforthefieldiswhattypesofassetbuilding challengescanbestbeaddressedthroughscalingupproductsandservices,andwhichrequireamorecomplex systemschangestrategy. WhilethefivePscanstillbeappliedtocreatingchangeinpolicyandmanagementattheFederalandstate level,theyarelessusefulasaframeworkfordiscussion.Conceptssuchascoalitionbuilding,framingthe termsofthedebate,buildingpublicawarenessandsupport,andmanagingpublicsectorworkflowbecome moreimportantaswaystodiscussandunderstandhowdifferentapproachescompareinthistypeofstrategy. NEXTSTEPS Becausethereissuchabroadarrayofstrategiesforscalinguptheimpactofassetbuildingproductsand services,havinganintelligentandcoherentconversationacrossthefieldcanbechallenging.Weofferthis frameworkinthehopethatitwillenableusefulandproductivedialogue.Wewilltesttheframeworkatthe July26thmeeting,andusefeedbackfromthesessiontodeterminewhethertheframeworkisinfactuseful, andhowtheframeworkmightbeimproved.Weareplanningtopublisharevisedversionoftheframework ontheLivingCitieswebsiteinAugust.Wewelcomeyourcandidthoughtsandcomments.

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