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 decidesCouncil 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
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 Interest Common Interests New Interests New Resources Common 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 conversation Provide citizens with advice, skills and confidence Follow the energy Put elected members in front Build long term relationships with third sector Be flexible about who does what Keep hold of the boring stuff Be aware that variation can look like unfairness Loosen up but act responsibly Establish 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?