Item 3 Cardiff public services innovation hub: scoping study report and recommendations for PSB Adam Fletcher, Jess Hoare, Amy Richards, Rob Ashelford, Ceri Jones Y Lab Preliminary report for discussion at the Executive PSB meeting on 14 th November 2016. Final report and detailed recommendations for an operating model will be presented to all Public Services Board members in January 2017 following feedback in November. 1
Executive summary The Well-being of Future Generations Act presents a new opportunity for public services leaders to work together to develop innovative solutions to complex challenges. The Act established Public Services Boards (PSBs) but it does not explicitly address the question of what resources, systems and structures are needed to support them to deliver novel, radical and effective joint responses. Y Lab was commissioned by the City of Cardiff Council on behalf of the Cardiff PSB to: explore how an innovation hub could address the needs of the PSB; identify existing models to inform the development of a public services innovation hub in Cardiff; and, make recommendations for an operating model, including partnerships and resources needed. There was a consensus among PSB members consulted that the challenges they face are becoming more complex and are not limited to one organisation. In this context, establishing an innovation hub was seen as logical next step, building on the effectiveness of current partnerships in Cardiff, to support organisations to work together to identify and implement new solutions. PSB members saw high value in piloting a new co-working hub for multi-agency innovation teams to address well-being priorities using a challenge-driven approach. Once priority areas for action are identified, these teams could be convened quickly by pooling staff from across organisations to work with external experts and identify new ways to respond to these specific challenges in Cardiff. This model of convening multi-agency, innovation teams was perceived to address some of the most acute problems faced by the PSB at present, such as: limited resources; internal organisational constraints on innovation; lack of joint R&D capacity; and, too few opportunities to connect service managers, strategic/change teams and external expertise. Additional benefits of an innovation hub were also identified by PSB members, including the potential for it to: act as a focal point for engaging the public and frontline staff in innovation; leverage greater external support and resources (e.g. from Cardiff University, Nesta, the Future Cities Catapult, Innovate UK, etc.); showcase examples of innovation; and support network building. Innovation teams operating in other major cities in Europe and the USA have been effective in supporting public service leaders to address major challenges (e.g. Barcelona, Boston). These innovation teams typically have a small core team of 3-5 staff and use challenge-driven methods to build new partnerships with universities and other external agencies. Other powerful drivers of effective social innovation identified were: the use of co-working spaces that build cross-sector collaboration and connect the public and frontline staff with innovation teams (e.g. Centre for Social Innovation); using trials to test innovations prior to scaling (e.g. Behavioural Insights Team); and analysing open data to find new solutions (e.g. Copenhagen Solutions Lab). Based on this preliminary report, the following next steps are recommend to the PSB in order for them to pilot an innovation hub for Cardiff: Informed by the Assessment of Local Well-being, adopt 1 or 2 multi-agency priorities for challenged-driven innovation projects in 2017; Identify an appropriate physical space to co-locate challenge-driven innovation teams in 2017 (e.g. Tramshed Tech in Riverside or another co-working space); Convene the innovation teams, drawing on existing staff from multiple partner organisations; Identify the resources to support a core team of 2-3 hub staff to work with innovation teams, including via partnership working with Cardiff University, Nesta and other organisations; Engage other key stakeholders (e.g. Future Generations Commissioners Office, the Future Cities Catapult, SPARK, etc.) to support longer term funding and sustainability. 2
1. Context "We hope that what Wales is doing today the world will do tomorrow. Action, more than words, is the hope for our current and future generations. - United Nations. In 2015, the Welsh Government broke new ground with the Well-being of Future Generations (Wales) Act. The aim is to improve the social, economic, environmental and cultural well-being of Wales by enshrining a sustainable development principle within the work of all public bodies, and their delivery partners. This means that those designing and delivering public services in Wales must now take a longer-term perspective and collaborate to prevent persistent problems. As well as creating a Future Generations Commissioner for Wales, the Act aimed to deliver a stepchange in the quantity and quality of multi-agency, early intervention and prevention activities through the establishment of statutory Public Services Boards (PSBs). Now operating in each local authority, PSBs are the mechanism via which local public bodies will work together, and with other partners (e.g. the third sector), to assess needs, agree a set of objectives and implement new actions to improve the well-being of their area for current and future generations. The first task for PSBs is to develop an Assessment of Local Well-being, which must analyse the current state of economic, social, environmental and cultural well-being. This assessment is statutory, requires an assessment of local assets as well as needs, and will inform how PSBs identify a core set of objectives to be addressed jointly via a new Well-being Plan. However, neither the Act nor other guidance explicitly address the question of what resources, systems and structures will be needed to support joint research and development to stimulate new ways of delivering services in order to address the challenges and opportunities identified by PSBs. This is symptomatic of the barriers to public service innovation in Wales and more widely: despite a commitment to change, there are few dedicated innovation teams, processes, systems or budgets. This raises the question: How will PSBs make a major difference to the well-being of future generations without new systems and structures explicitly focussed on innovation? As the capital city, Cardiff will be an exemplar to other PSBs in how it answers this question and promotes public service innovation. Cardiff s diversity and population growth at a time of economic austerity also require public service leaders to think and do things differently. Despite these demographic and financial challenges, Cardiff is well placed to innovate. A growing population brings new opportunities such as economic growth, the emergence of new skillsets, and more people with different experiences. Cross-sector innovation investment from government, universities, charities and industry also brings new opportunities, from the city region deal to the establishment of a Social Science Research Park (SPARK) and a Public Services Innovation Lab for Wales (Y Lab) at Cardiff University. 2. Y Lab commission At its first meeting on 24 th May 2016 the Cardiff PSB agreed to scope the development of a public services innovation hub. The purpose of the innovation hub, which would operate under the direction of the PSB, would be to provide a focal point for bringing together the resources and expertise of public services partners, as well drawing in additional funding and expertise from outside Wales, to tackle some of the major challenges facing the city in new ways and meet the requirements of the Well-being of Future Generations Act. Y Lab was commissioned to undertake a scoping study to explore how an innovation hub could address the needs of the PSB, identify existing models that could inform the development of a 3
public services innovation hub in Cardiff, and make recommendations for an operating model, including the partnerships and other resources needed. The brief was for Y Lab to explore in detail how an innovation hub could support the PSB in: Understanding the problems underlying major challenges and creating new solutions to solve these; Provide a focal point for multi-agency teams to experiment with new ways of addressing the key challenges facing Cardiff; Engaging citizens, nonprofits and businesses to generate new ideas and build new partnerships; Transforming the processes, skills and culture of public services in the city (particularly in relation to issues that require cross-organisational working). Following a briefing session at the Executive PSB meeting on 4th August 2016, the following methods were agreed and used by Y Lab to undertake this scoping study: Stakeholder meetings with PSB members to explore their views about the challenges they face in joint working and how an innovation hub could address their needs and opportunities in Cardiff (the appendix lists the members and organisations involved); A review of existing innovation hub models, including innovation labs set up by other city governments, to identify the core systems and structures required. The findings of the stakeholder consultation are reported below in section 3 ( Consultation with PSB members ), followed by a review and synthesis of the features of effective models of innovation hubs in section 4 ( Review of innovation teams and labs ). Based on this preliminary report, some key next steps are recommend for the PSB to pilot an innovation hub for Cardiff in 2017. A final report and more detailed recommendations about an operating model for an innovation hub will be presented to all Public Services Board members in January 2016, including how partners can establish and deliver this jointly, how academic and other external partners could support it, and the resources required to set up and sustain. 3. Consultation with PSB members A total of 11 PSB members were consulted between August and October 2016 using a semistructured topic guide with some core questions about: the current context and challenges to the PSB in delivering its objectives; examples of effective partnerships and innovation systems in Cardiff and elsewhere; their and their organisations needs in relation to an innovation hub; and, potential functions, opportunities and challenges of a public services innovation hub. The topic guide was used very loosely to frame each consultation meeting but also to allow other issues, including the wider context and local opportunities, to be discussed. The key themes that emerged are presented below in three sections: first, we provide, an overview of the current context, including the opportunities and challenges for doing things differently in Cardiff to make public services more sustainable and improve well-being; second, the concept and core functions of an innovation hub are outlined based on PSB members views; finally, members ideas about operationalising this vision, including the challenges to making it happen, are summarised at the end of the section. We then consider how other cities and public bodies have used innovation labs and hub systems effectively in section 4 before making recommendations. Working collaboratively to improve well-being: opportunities and challenges All members reported that Cardiff has a history and strong track record of multi-agency partnerships, especially compared to other local authorities in Wales. This provides a platform for 4
the PSB to build on, to identify the most pressing problems collaboratively, and co-design more innovative responses to these. All the partners do currently experience major budget constraints but are strongly committed to making the Cardiff PSB a success and innovating. The Well-being of Future Generations Act helps to focus attention on the importance of robust situational analysis to assess the priority areas for multi-agency working. An assessment of local well-being indicators will inform what the PSB does next in terms of further research and development (R&D), and the implementation of new responses, and is therefore vital. Those PSB members consulted were less concerned about this first stage of situational analysis, which involves sharing and analysing data to identify priority areas, than they were about developing and implementing new ways of addressing these priorities in partnership. There was a consensus that the following principles should underpin this first stage of situational analysis: The assessment process should support the PSB to identify 3-5 priorities for Cardiff, which require a multi-agency response; Identifying assets and opportunities is crucial, as well as assessing problems and needs; Adoption of a positive, challenge based approach to frame priorities (e.g. set a Cycling Challenge for all agencies, aim to increase positive behaviours, etc.); Use of measurable, meaningful targets; Embed the values and principles of the Act and PSB organisations within the challenges and targets (e.g. early intervention, place based approaches, population health benefits, etc.). Subsequent stages of response analysis, R&D, and the implementation of new approaches to address these challenges were universally recognised as much more difficult than identifying broad priority areas and opportunities. As well as current budget constraints, several members of the PSB, including local authority and NHS representatives, identified other common barriers to effective multi-agency service transformation and delivery, such as: No shared R&D or analytics functions to support innovation; A lack of open data and limited data sharing across organisations; Constraining organisational policies and procedures that limit the opportunities for staff to innovate, both internally and in partnership with other organisations; Short-term targets and firefighting within each organisation that prevents opportunities for teams to step back, consider root causes and take a longer-term view at present; Some public services teams are still working in silos, disconnected and lacking networks to gain a wider perspective to develop more innovative solutions to shared challenges. Many of these difficulties were seen as part of the central logic and rationale for the development of an innovation hub to support the PSB. This is explained in more detail in the section below where PSB members views and ideas about the concept and functions for an innovation hub are synthesised. Innovation hub: concept and functions It was widely acknowledged that the future of public services leadership is having to deal with increasingly entrenched, complex challenges, with fewer resources. This demands that they generate and implement more novel and radical solutions. All of the PSB member supported the development of an innovation hub to support them deliver changes in public services in this context. No one rejected this idea or reported that they would not support this development. There was a consensus that an innovation hub would be most able to realise its potential if it provided the space and support needed to convene new project-based, multi-agency innovation teams, involving staff pooled from multiple different organisations on secondment/part-secondment. The hub would allow these teams to work with external experts in research and innovation on specific challenge-driven R&D projects. 5
This challenge-driven methodology was widely cited by PSB members as central to ensuring the successful development of an innovation hub that is impactful. This approach is thought to facilitate more rapid, focused and useful idea generation for solving specific, real-world problems because: Work is organised through clear challenge projects that address unresolved priorities; The challenge team includes some of the problem holders with direct experience; It helps connect innovation teams with experts (e.g. academic, industry, third sector, etc.); Pathways between R&D, what is learned, and using knowledge are relatively short. In the context of austerity, this focus on developing new horizontal systems for pooling existing staff from multiple organisations, and connecting them to others, was seen as financially expedient. An innovation hub was also seen as an appropriate way to address some of the most persistent barriers to collaboration and innovation in Cardiff, and seize new opportunities, by providing a focal point for: New partnerships with experts/teams with the skills that public services organisations lack internally (e.g. product design experts, digital developers, trialists and other scientists, etc.) Frontline staff and the public to co-design new services with innovation teams; Levering in new external funding and other resources in-kind; Showcasing examples of successful innovation in Cardiff that could now be scaled up but are not well known (e.g. Greener Grangetown). A range of other wider benefits for Cardiff (and Wales) should also accrue through developing an innovation hub with these functions. Several PSB members therefore felt that the longer-term ambition for an innovation hub should include some transformational objectives, such as to: Symbolise that Cardiff is committed to doing things better, together and differently; Create a culture of critical thinking and innovation in Cardiff public services; Reduce some of the duplication of planning / strategic activities across organisations; Build new communities of innovators and connect public services staff to other innovation centres (e.g. Life Sciences Hub, Clinical Innovation Centre, Y Lab, Tramshed Tech, etc.); Lever investment from UK innovation agencies that have a limited footprint in Wales (e.g. Nesta, Future Cities Catapult, Innovation UK) to build longer term capacity; Attract interest from national and international media about Cardiff; and/or Generate additional income via designing and licensing new products. Some of these wider, transformational functions relate to new opportunities in the city/region and Cardiff s emerging innovation ecosystem. This context is discussed in the next section, which summarises Cardiff PSB members ideas for taking advantage of these opportunities to operationalise an innovation hub efficiently and to avoid it leading to more business as usual. An innovation hub for Cardiff: operationalizing this vision Despite this consensus about the reciprocal benefits of an innovation hub for all PSB partners, the question remains of how to operationalise a challenge-driven innovation system, harnessing existing resources to minimise start-up costs. There was a broad consensus from members consulted on some of the key challenges and next steps. The following were recurring themes: PSB partners would need to commit to releasing some of their staff (e.g. via secondments/day release) in order to convene effective, multi-agency innovation teams; A physical space is required to convene and attract innovative staff with the best ideas; Need for core hub team to support innovation teams and embed a challenge-driven methodology across PSB activities in Cardiff. There were several ideas about how new investments in Cardiff provides a unique opportunity to help facilitate an innovation hub to support the work of the PSB. For example, some members discussed the potential for making connections with new creative spaces in the city to co-locate 6
multi-agency innovation teams (e.g. Tramshed Tech, Life Sciences Hub, etc.). Investment from Nesta in Y Lab was identified as another opportunity, as was Cardiff University s investment in innovation. The city region deal also involves major new investment in innovation and should be considered in the establishment of an innovation hub. Some things to avoid were also discussed during the PSB member consultation meetings, with some common recurring concerns emerging. None of these common concerns were seen as insurmountable problems but several PSB members identified the following things to avoid : Don t see the hub as a front door of focal point for all innovation, which would be counterproductive, as innovation is required at all levels and beyond a single hub; Blue skies thinking to identify new-to-the-world ideas rarely works - staff in Cardiff have lots of good idea already, the focus should be on developing and scaling them via new R&D; Don t set up an innovation hub without piloting to test and refine the model and new ways of working; Ensure whatever is established is set up in a way that is sustainable, which will likely require some dedicated funding from PSB partners and physical space/presence; Avoid mission drift and replicating business as usual over time, which is the value of the external core innovation teams (e.g. see Barcelona, Boston, New Orleans models below). The design of hub should also consider the role of the Future Generations Commissioner s Office and other forms of independent scrutiny relevant to the PSB. Overall, the views of PSB members consulted provided a clear sense of direction and indicated a shared vision across organisations. This helped to focus the review of existing innovation teams and labs. 4. Review of innovation teams and labs Building on the findings of the consultations with PSB members described above, the review of UK and international innovation hubs and labs focussed first on identifying key ingredients of effective public services innovation teams working at city government level and using challenge-driven methods. Second, a wider scan of all the most successful social and innovation labs, including those working at a regional or national levels of government or independently of government, was undertaken to identify the key drivers of impact and features sustainable innovation hubs. Innovation teams working with city governments: key ingredients & case studies Nesta s 2014 report on innovation teams reviewed 20 examples of effective teams working closely with various levels of government. Challenge-driven innovation methodologies were consistently used by the most well-established and effective innovation teams to create and test new solutions to persistent public challenges, which resonates with the thinking of PSB members described above. Several other key ingredients were identified in this report as common across most effective innovation teams, which should inform developments in Cardiff: Innovation teams need strong, direct links back to city government executives and other public service leaders to turn ideas and prototypes into practice and hand back delivery; Action research and experimental methods are used by the team innovation teams; The best innovation teams have diverse skills (e.g. product designers, researchers, frontline and policy staff); Lean funding models ensure the sustainability of effective innovation teams, including through allowing teams to leverage external resources. Drawing on this review, we identified three examples of effective innovation teams working specifically with local governments that are highly pertinent to the plans of the Cardiff PSB: the Barcelona Urban lab; the Mayor s Office of New Urban Mechanics (MONUM), Boston; and the New 7
Orleans Innovation Delivery Team. None of them can nor should provide an off the shelf model to meet the needs of the Cardiff PSB but they all involve some similar key ingredients that could be replicated: such as a small core, challenge-focussed team; a collaborative space to convene multiagency teams; and external partnerships. Each of these examples are described in turn below. The Barcelona Urban Lab builds partnerships between the city council and businesses to experiment with new solutions to major urban problems such as air pollution and traffic congestion. The project that Y Lab and Cardiff Council developed this year to trial sensor technologies across the city s water drainage system to reduce flood risk is typical of the type of project undertaken by the Barcelona Lab: technology and external expertise are used to prototype and trial new solutions. However, the Barcelona model allows rapid, citywide innovation at a scale, which is not currently possible in Cardiff. With an investment of 180k a year, to support a core team of three staff and coworking space, the Barcelona Urban Lab completed 16 innovation challenges in its first two years. The Mayor s Office of New Urban Mechanics (MONUM) has become a focal point for civic innovators in Boston, connecting entrepreneurs and others to government to build new innovation teams. Like the Barcelona Urban Lab it focusses on doing experiments to accelerate the pace of innovation and is supported by small core team, based in the Mayor s office, with an approximate running cost to the city government of 300k a year. Additional resources are provided from external sources, which has allowed them to run more than 50 experiments focussed on economic development, education, engagement and urban design since 2010. One example is the Citizens Connect project that developed a mobile app with a local technology company and the public, which now allows residents to report problems to the city government more responsively at a lower cost. The New Orleans Innovation Delivery Team is another example of a facility set up by a US Mayor, in this case with a team of approximately eight staff and with running costs of approximately 700k a year, to help build innovation capacity in a city and lever in external expertise to priority challenges. Challenges have been varied, from violent crime to customer service, and it has been highlight by Nesta, particularly because of its clear, replicable model of working. Innovation teams in New Orleans use a four stage process to: investigate and understand problems; generate new ideas; prepare and prototypes new solutions; and test and adapt innovations before scaling. The dramatic reduction in the murder rate in New Orleans in 2013 is one outcome that has been attributed to the Mayor s public safety challenge and the use of this methodology. Another common feature of the Barcelona, Boston and New Orleans innovation teams is that they all communicate what they are doing to the wider world clearly through case-studies to demonstrate and champion their success. This is likely to underpin their ongoing effectiveness and sustainability and should be built into a Cardiff model. For example, their reputation is now strong which means they can attract high quality staff and major new external investment. Several PSB members highlighted that this should be the ambition for an innovation hub in Cardiff. There are also some other common drivers of sustainable and impactful innovation that were identified via a wider scan of social and innovation labs, including those working at a regional or national levels and independently of government. These are described below and should also inform thinking in Cardiff. Labs that work: what powers innovation? In addition to identifying the key ingredients of innovation teams working at the city-level, a wider review of the most successful public services labs in operation (inside and outside of governments) was also undertaken to identify some of the key drivers of successful innovation. 8
In 2015, Nesta mapped the global rise of social and innovation labs, although one of the findings of this exercise was that new centres for public services innovation are extremely heterogeneous with little evidence regarding the most effective models of working. We reviewed the most impactful labs and identified the following methods that have helped to power public service innovation: the creation and use of co-working spaces; using randomised controlled trials (RCTs) to test and adapt innovations; and sharing data and using open data analytics. Some examples of each of these are provided below to illustrate the power of these processes. The power of co-working spaces. The Centre for Social Innovation provides co-working space in both Toronto and New York and aims to turn social, environmental, economic and cultural challenges into opportunities for business and social innovation. The centre is home to non-profits as well as private businesses and provides space for co-location, co-working and incubation. The success behind the Centre for Social Innovation model is seen to lie in its integration of a clear theory of change model with dedicated collaborative space that people want to work in and support new communities of innovation. Superpublic San Francisco is another example of an innovation lab driven by collaborative space that builds capacity and new cross-sectors partnerships to address major challenges have focused urban mobility and procurement. The power of trials. The Cabinet Office and Nesta partnered to create the Behavioural Insights Team (BIT) in 2010. The main objective of the BIT was to make public services more cost effective and easier for citizens to access by using Randomised Controlled Trials (RCTs) to test changes before they are scaled up. The report Test, Learn, Adapt describes and exemplifies this approach. By focussing on specific challenges and using RCTs, BIT have inform major changes in how services are delivered to reduce inefficiencies. In the US, the University of Chicago founded Urban Labs, which aims to address major societal challenges, such as poverty, crime, education, health and the environment, though greater use of RCTs. Like BIT, the Urban Labs have also proved highly successful and have now been expanded across North America. The Urban Lab s crime prevention trials have been widely highlighted as an example of how providing new evidence of effective prevention methods can support change and lever in new funding for these new services. The power of open data analytics. The Copenhagen Solutions Lab is widely cited as an effective incubator for smart city and public service initiatives that have been replicated across European Cities. The Lab team use existing data sources and challenge driven methods to rethink how cities are structured in new, smarter ways via open data, connecting new networks of government departments, local and international companies and universities in this process. They have now developed an IoT network across three major European cities, an open data platform, and a City Data Exchange to support new smart city solutions in Copenhagen. On a smaller scale in the UK, Data Mill North provides another example of powering innovation through open data to address specific societal challenges, such as sustainable urban development. In 2016, Nesta also launched an Offices of Data Analytics (ODA) pilot in London to test the impact of dedicated open data teams on public services innovation and the quality of open data. If successful, Nesta plan to run a longer programme to create permanent ODAs in several UK cities. 5. Conclusions and recommendations The current level of growth will continue to put pressure on Cardiff s public services, and it will be particularly difficult to manage this during a period of prolonged public sector austerity. New ways of doing things will be needed. However, it is apparent that there are some major opportunities, as well as challenges, for Cardiff to not only lead the way for Wales but also within the UK: there are few mature city-level, challenge-focussed innovations hubs anywhere in the world; there are none in the UK. By developing an innovation hub to support the work of the PSB, Cardiff would have a unique opportunity to lever in external resources to solve complex challenges as some European cities and US have done. 9
During the course of this initial scoping study, a wide range of sources of expertise, funding and infrastructure resources that could support an innovation hub were identified (e.g. Y Lab, the Cardiff University Social Science Research Park, the Life Sciences Hub, the Future Cities Catapult, the Nesta ODA pilots, etc.). This suggests that a small initial, annual investment by PSB partners in a hub team could lead to significant long-term savings for the partner organisations in priority areas. All PSB members saw high value in piloting a new co-working hub for multi-agency innovation teams to address well-being priorities and provide a focal point for engaging the public, frontline staff, external experts and funders in innovation. Supported by external experts, these teams could use a challenge-based methodology to engage with these problems more effectively. This model of convening multi-agency innovation teams from partners current staff was perceived as addressing some of the most acute problems faced by the PSB at present, such as: limited new resources; internal organisational constraints on innovation; a lack of joint R&D capacity; and, too few opportunities to connect frontline staff and external expertise at present. Based on this preliminary report, the following next steps are recommend to the PSB in order for them to pilot an innovation hub for Cardiff: Informed by the Assessment of Local Well-being, adopt 1 or 2 multi-agency priorities for challenged-driven innovation projects in 2017; Identify an appropriate physical space to co-locate challenge-driven innovation teams in 2017 (e.g. Tramshed Tech in Riverside or another co-working space); Convene the innovation teams, drawing on existing staff from multiple partner organisations; Identify the resources to support a core team of 2-3 hub staff to work with innovation teams, including via partnership working with Cardiff University, Nesta and other organisations; Engage other key stakeholders (e.g. Future Generations Commissioner s Office, the Future Cities Catapult, etc.) to support longer term funding and sustainability. A final report and recommendations about an operating model for an innovation hub will be presented to all Public Services Board members in January 2017 following feedback and further guidance in November 2016. 10
Appendix: List of PSB members consulted August October 2016 (alphabetical order, n=11) Phil Bale, Leader of City of Cardiff Council David Bents, Deputy Chief Fire Officer, South Wales Fire & Rescue Service Mark Brace, Assistant Police and Crime Commissioner, Police and Crime Commissioner for South Wales Adam Cairns, Chief Executive, Cardiff and Vale University Health Board Abigail Harris, Director of Planning, Cardiff and Vale University Health Board Victoria Harris, Local Delivery Unit Head, Wales Community Rehabilitation Company Sheila Hendrickson-Brown, Chief Executive, Cardiff Third Sector Council Sharon Hopkins, Director of Public Health, Cardiff and Vale University Health Board Stephen Jones, Superintendent, South Wales Police Sarah McGill, Director (Communities, Housing and Customer Service), City of Cardiff Council Gareth O Shea, Executive Director for Operations (South Wales), Natural Resources Wales 11