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Community Support and Capacity Building : Creating Strong and self-reliant Communities

Community Support and Capacity Building : Creating Strong and self-reliant Communities. Assembly Steering Group 18 th June 2013. Context. Reduced public sector funding Council Other public sector including DWP Recession Welfare to Work – Reform Localities Act and Devolution.

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Community Support and Capacity Building : Creating Strong and self-reliant Communities

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

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

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

  4. Involving citizens Increasing involvement Decreasing cost 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 Grid 1

  5. Onion rings: Community support scope?

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

  7. 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’

  8. Spend

  9. Defining Co-production

  10. From Deficit to an Asset approach

  11. 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

  12. 1. Critical to getting support right: Community leadership 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 VCS – Management committees Good neighbours – Neighbourhood Watch coordinators

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

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

  15. 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

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