LOCAL GOVERNMENT - DEVELOPING SOCIAL CAPITAL UNDER AUSTERITY Paul Hayes Leeds Beckett University

WHAT IS LOCAL GOVERNMENT ABOUT?  Place  People  Purposeful Outcomes

SOCIAL CAPITAL AS NETWORK(S)  "The pattern and intensity of networks among people and the shared values which arise from those networks" (ONS)  (Most) networks are located in places  (Most) networks contain people  (Most) networks intend to produce purposeful outcomes  (Many) networks are not organisations

THE AUSTERITY CHALLENGE  Some councils will have shrunk by nearly 50% at the end of this decade  Still 1,300 statutory duties on average upper tied authority & need to set annual balanced budgets  Also concentrating minds:  'Graphs of Doom'  Devolution  Economic Growth etc.  Will these pressures distract from developing social capital?

SOCIAL CAPITAL UNDER AUSTERITY - WHY?  Demand management  Community sustainability/cohesion  Prevention  Tackling 'wicked problems'

DEVELOPING SOCIAL CAPITAL UNDER AUSTERITY  Recognising differing strategic priorities but seeking to bring them together e.g. Leeds - "Strong Economy - Compassionate City"  Fairness commissions have delivered positive external challenge and focus on social capital as a positive social outcome e.g Islington, York.  Much good work done pre financial crisis - continue to build on that

BUILDING SOCIAL CAPITAL AS 'FRUGAL INNOVATION'  Partnerships, partnerships, partnerships  Third sector  Community activists and active citizens  Private sector  Think tanks/academia

THINKING PEOPLE *AND* PLACES  Beware of over focus  On geography/particular neighbourhoods  On organisations/pressure groups  On 'problem' individuals

GOING FORWARD  Intelligence - Councils understand both sources and networks of social power in their communities  Linkages - Councils have relationships in place to support or provide opportunities for networks  Partnership - the contribution networks make is understood and valued by councils