Community Support and Capacity Building : Creating Strong and self-reliant Communities Assembly Steering Group 18 th June 2013

Context 1.Reduced public sector funding Council Other public sector including DWP 2.Recession 3.Welfare to Work – Reform 4.Localities Act and Devolution

Developing the operating model Changing Our Council 1. Early focus on work streams, internal processes and one Council approach 2.Less developed: Relationship between the Council and citizens, communities and partners “build capacity of citizens and others, significantly reducing dependencies”

Involving citizens Professional service Professional service with volunteers Professional service with volunteers and service users as active agents Supported self help type activities Independent & self help type activities with no or minimal external support Increasing involvement Decreasing cost Grid 1

Onion rings: Community support scope?

Ambulances (Ring 4) and fences (Ring 1 built by Ring 2)

Budgets Existing community support (Fence services – Inner two rings) Can getting community support right mean we could disinvest in some ambulance services? How do we bring in ‘social investment’

Spend

Defining Co-production

From Deficit to an Asset approach Deficit approachAsset approach Starts with deficiencies and needsStarts with assets in the community Responds to problemsIdentifies opportunities and strengths Provides services to usersInvests in people as citizens Emphasises role of agenciesEmphasises the role of civil society Focuses on individualsFocuses on communities and neighbourhoods Sees people as clients and service usersSees people as citizens and co-producers as something to offer Treats people as passive and ‘done to’Helps people to take control of their lives ‘Fixes people’Supports people to develop their potential Sees programme implementation as answerSees people as the answer

Eg: Adult and Community Services The Changing Lives Programme: outcomes included new framework of LD providers & personalised services ‘Warm Homes- Healthy People’ Commissioning in the Voluntary & Community sectors: Community wellbeing café networks, wellbeing activities, community transport etc Creative Support and NOTHY ‘Positive Minds’ People led partnerships making a difference eg OPP, SDP

Enablers of leadership - Council Management - Health Management - Police - Chamber of commerce - VCS Infrastructure - Partnerships - CD workers - Wardens/ PCSO Political Leaders – Council Leader, Executive, Area Cttees, Ward Members Civic Leaders – includes Hospital Trust Boards, School governors Business Leaders – Networks & groups of business people Good neighbours – Neighbourhood Watch coordinators VCS – Management committees 1. Critical to getting support right: Community leadership

Responsible citizenship and pro-social behaviour Good Neighbours – watching, helping, welcoming Citizens working in groups – Community groups and network support Street & immediate local area Neighbourhoods & communities of interest Fundraisers – Raising funds to support active citizens initiatives Regular volunteers – Supporting the delivery of public services Engaged customers & citizens – contributing to delivering better outcomes District Governance – Representing communities Communities & business together Supporting public service delivery district wide Exploring ‘co-production’ options district wide District wide, Areas, Neighbourhoods & communities of interest 2. Critical to getting community support right: Involving Active Citizens

3. Critical to getting support right: Engagement -Theme, People and Place

Challenges Metrics – difficult to establish Outcomes might be slow to realise Where are savings in the whole system? Who will benefit the most? Disinvesting - politically problematic Leaps of faith