Involving Communities workshop Empowering front-line services

Involving Communities workshop

Empowering front-line services

Outline of the session• Welcome and introductions

• The case for change

• Your experience of services as a citizen

• How can we better engage with residents?

• Making it a reality - case study from Superintendent Richard James followed by discussion

• What is our role in making this happen?

• Next steps

• Lunch

Why do we need to change the way we work with communities?

Public expectations rising

• 24/7 delivery and support, instant response• New technology – way in which we live lives and do

business• One point of contact• Knowledge management• More for less, better value for money• Dependence on the state to pick up the pieces,

because we have always done it!

Your experience as a resident

• Where have you experienced positive/negative interactions with public services?

• What are the factors that make these experiences positive/negative?

From citizens having a voice to having a role

Council decides Council takes action

Council and community decide

Council takes action

Council and community decide

Council and community take action

THEN

NOW?

Asset-mapping with older people

New approaches

• Asset mapping – individual and community assets

• Focus on social capital and resources not deficits and limitations e.g. Mrs Smith in Torbay, or Taylor family in Surrey

• Invest in understanding communities and how best to engage them

Some examples

• KeyRing Living Support Networks - vulnerable adults who need some support to live safely in the community and are also prepared to offer help to others

• Solihull’s Environment Champions - tackle the community’s problem with littering, vandalism and other environmental crimes

• Upper Horfield’s Pride of Place Initiative: 36 street representatives; projects where public service providers and the community work together to improve quality of life and increase social cohesion

From Governance International http://www.govint.org/good-practice/case-studies/

Why do relationships matter?

• They enable co-production & behaviour change e.g.– Patients who have good experience with healthcare

provider more likely to engage in positive behaviour change

• They lead to better service outcomes e.g.– Relationship with adviser key factor in moving

someone into work– Pupil’s relationship with teacher correlated with

academic success

Source: Deep Value, Community Links: 2011

Relationship as InterestCommon Interests

New Interests

New ResourcesCommon Resources

Relationship as Resource

Interests

Resources

Commitment

Interests

Resources

What is a relationship?

Source: Marshall Ganz

Relational services: Shared Lives

• Adult requiring support or accommodation moves in with a registered carer

• Opportunity to become part of each other’s lives

• Creates opportunity for reciprocity and therefore a genuine relationship

Relational services: Circle

• Membership organisations for people over 50• Enables them to ‘do the stuff they want to do

in way that they want to do it’• Members request support, host events,

connect with others• Support provided by volunteer and paid

Helpers• ‘the secret sauce is relationships’

Unlocking individual capacity

• Change the conversation– Active contributers not passive recipients– Invest time and energy

• Asset based approaches

• Motivating individuals– incentivise positive behaviour– Reciprocation e.g. timebanks– Relationships/social networks

Unlocking community capacity

• Facilitate individuals to come together• Focus on and invest in volunteering• Public sector agencies as convenor• Support volunteers to run things for

themselves• Give people the tools – materials, advice,

training and confidence

Unlocking public service capacity

• Money – budget consultations, funding community led projects

• Buildings – community use• Officers – different roles, as enablers and

facilitators, new behaviours, involving local people, freed up to make decisions

• Place based rather than service based – resources and support at very local level

• Elected members – accountability, broker negotiations, new skills?

Top 10 ingredients for public services

Change the conversationProvide citizens with advice, skills and confidence Follow the energyPut elected members in frontBuild long term relationships with third sectorBe flexible about who does whatKeep hold of the boring stuffBe aware that variation can look like unfairnessLoosen up but act responsiblyEstablish a positive narrative

What first steps can we take to make these approaches our default ways of working?

• What do we need to do?

• What might get in the way? How will we overcome these barriers?

• What/who will help us?

Your role

As senior managers/influencers/networkers

• What is your role in making this happen?

• How can you support front line staff to work differently?

• Next steps…..