ABSTRACT
This chapter defines, explores and comments on service systems design, integration and implementation in a public sector context. Public sector service systems draw together many aspects of systems thinking, value co-creation,multiple stakeholders view of value, expectation management and scarcity of resources which is increasingly high on the agenda.The chapter expands these themes using the experiences of a team of Managers, clinicians, nurses and professional services in a case study, which documented the transition of separate contraception and sexual health (CASH) and genito-urinary medicine (GUM) into a newly commissioned ‘one stop’ service concept. The experiences of this team, provides a rich picture of the challenges in the
health and well-being sector, and explores implications for service operations in the redesign of service concepts, the integration of services and the needs of the professionals delivering that service.The work explored the views of health staff,when they were required to deliver a new model of service, which created a single specialist integrated sexual health service.This change had been initiated to transform services. The new service brought together staff from six organisations, and the disciplines of genitor-urinary medicine and contraception services. The model required clinical staff to have training in the skills of a related
specialism to their own, so that users have access to all sexual health services in one place, at one time and to be assessed by one clinician. The chapter concludes with implications for service design practice, value co-
creation and the management of stakeholders with multiple views.
