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0 Community Action Network (CAN) Developing Premises Through Social Entrepreneurship Brian Burgess.

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Presentation on theme: "0 Community Action Network (CAN) Developing Premises Through Social Entrepreneurship Brian Burgess."— Presentation transcript:

1 0 Community Action Network (CAN) Developing Premises Through Social Entrepreneurship Brian Burgess

2 1 Social Entrepreneurs Problem solving New culture of working Disciplines of business High quality innovative solutions All societies – all backgrounds Create new alliances Utilise diverse partnerships Recognise and enlist skills and resources

3 2 Bromley by Bow – a church and a park

4 3 Bromley by Bow - Healthy Living Centre

5 4 Community Engagement

6 5 Typical GPs Premises?

7 6 Elegant Security

8 7 A Tranquil Entrance

9 8 A Single Reception Area

10 9 Creative use of Art

11 10 Community Cafe

12 11 Budgets can be used to develop social enterprise

13 12 A Communiversity

14 13 Bromley by Bow - Concepts The principles The design philosophy The role of art and creativity Integration Community ownership and participation The social enterprise culture Organic organisation cultures and environments

15 14 Bromley by Bow - Principles People before structures Mutuality in partnerships Creativity Lateral thinking High quality design environment Integration and diversity Entrepreneurialism - opportunism Pragmatism before ideology Flexibility: flexible spaces and culture Generosity Welcoming environments and culture Celebration of health Community ownership, not just participation Blurring the boundaries in traditional community, statutory and private sector relationships Trust

16 15 St Matthews Estate Statistics Population 4,500 persons 2nd most poverty stricken estate in U.K. (Paycheck CACI 96 & 99 & 2001) 80% of household incomes are less than £10,400 Unemployment rate 33% (NOMIS 9/99) Transient Population - evacuees & refugees 33% of children registered with learning problems Primary School has a 54% turnover annually (2002) 30 languages spoken in the Primary School © Lennox

17 16 Prince Philip House - services available Primary Health Care Team GP Surgery Police Office Mental Health services Community Drug and Alcohol Services Community Dentistry Speech & Language Therapy Services Community Physiotherapy Opticians Podiatry Services Paediatric Services Neighbourhood coordinator for the Primary Care Trust Ethnic Minorities Opportunities Project Refugee & Asylum Support Somalian Advice & Support Swahili Advice & Support Health Action Zone Team Community Health Liaison Officer The University of Leicester Information Advice & Guidance Services The Teaching Centre Community Rooms St Matthews Charitable Enterprise Trust Coffee Bar / Play Area The Learning for Better Health Research Project © Lennox

18 17 Sure Start Tenants Association Churches St Matthews Area Forum Youth Workers LCC: Environ- ment & Leisure Services Childrens Action Group Pharmacist Housing Office Links between local organisations Primary School Prince Philip House SRB Projects © Lennox

19 18 Priority Groups Economic Regeneration Leicester City Council Community Development Workers Co-ordinating Group Prince Philip House St Matthews Charity University of Leicester Business-in-the- Community Eastern Leicester Primary Care Trust Eastern Leicester PCT Regional and National Bodies Community Safety Young Peoples Forum Early Years Forum Local Strategic Partnership AREA FORUM & Tenants Association © Lennox

20 19 St Matthews Estate Statistics © Lennox Domestic Burglaries Quality of Life Survey 1996 2002 > 400 < 40 2002 65% of people interviewed were satisfied or very satisfied with living on the St Matthews Estate.

21 20 St Matthews Estate Statistics Housing Voids Waiting List for Housing © Lennox 1996 2002 > 40 < 20 Nil >1000

22 21 St Matthews Estate Statistics © Lennox Primary School SATS (ranking in Leicester) Turnover of pupils 2000 2002 43 rd 17 th 73% 54%

23 22 Conclusion success correlates with achieving a culture of community engagement – active not passive structured workforce engagement new working partnerships Universities Charities Business-in-the-Community Public Sector initiatives constantly evolving to reflect changing needs BUT outcomes need to be translated into public health gain © Lennox

24 23 Community Action Network Mutual learning and support network for social entrepreneurs People, not processes and paperwork Catalysts not committees Action not argument Partnerships not politics Using state of the art technology as a tool for communication CAN backs people who have the passion and drive to make things happen

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