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"You can't solve a problem on the same level that it was created. You have to rise above it to the next level."Albert Einstein
Swindon
Growing and regenerating
Trust & Public Understanding
Increasing and Changing Demand
Money
Demographic changeMajor policy changes - Council Tax support - Welfare to Work - Localism - Health & Social care reforms - Academies - Localisation of Business Rate
Our challenge
10-year?
Page 7
Q5. Do you agree or disagree that you can influence decisions affecting your local area?
A third believe they can currently influence decisions
Base All valid responses (2012 - 3154, 2008 - 3692) Source : Ipsos MORI
% satisfied
35%
27%
Gender
Age
Localities
Men (14% v 7% women); From North Central and
Town Centre (13% and 16% respectively);
Dissatisfied with the local area (41% v 1% satisfied);
Do not believe the Council offers good value for money (31%);
Feel they cannot influence decisions (16% v 4% who feel they can); and
Do not feel informed (16% v 2% who do)
Q14. To what extent do you trust Swindon Borough Council?
Only half trust the Council
Base All valid responses (3603) Source : Ipsos MORI
“room, opportunity and encouragement for voluntary action in seeking new
ways of social advance…services of a kind that often money cannot buy”
Helping communities do more for themselves
Developing meaningful conversations
Local communities involved in setting and delivering priorities
Service delivery that is more locally sensitive
More meaningful engagement with people and communities
A greater sense of community
“We are much more likely to act our way into a new way of thinking than to think our way into a new way of acting.” Karl Weick, American organisational theorist
Embracing experimentation
Stronger Together
We will work alongside our communities to:build healthy and resilient communities to reduce
vulnerability and the resulting long-term dependency focus our collective resources to secure the most cost-
effective priority outcomesensure innovative solutions by developing a rich and
diverse market of community, voluntary, private and public sector providers
shape Swindon’s future and grow a strong local economy
meet our statutory duties in a way that supports safer, stronger and creative communities
Our Purpose
There needs to be an appropriate balance between citizens’ rights and responsibilities
Vibrant local democracy is essential and it must be exercised responsibly and appropriately
We must always respond to need, but we must also recognise, when we design services, that people have capabilities that can help to reduce long term dependency
Invitation is more powerful than intervention – it opens up greater possibilities to work together
The behaviours of leaders are the most powerful catalyst for change but can also be the biggest barrier to change
Our Underpinning Assumptions
A genuine partnership based on trust between public service providers and Swindon’s communities will result in more resilient communities
Investing more of our resources into root causes will help reduce long term vulnerability and dependency and represents better value for residents and service users
A ‘One Swindon’ commitment to achieving agreed outcomes between people and organisations will enable us all to achieve far more than we could on our own
The decisions we make will be more appropriate and effective if we use data, both quantitative and qualitative
Learning is a fundamental part of everything we do and we recognise the important role it plays in helping people realise their aspirations.
Our Underpinning Assumptions cont…
Working alongside communities to better understand and prioritise needs, create capacity and broker local solutions
Shaping and defining outcomes for local people, and building the framework for delivery
CE
Cabinet
Local People & Communities
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Mixed market of community, voluntary, private and public providers
From… To…
Macro Organisation Design
We recognised that the organisation would need to move from being organised by service to being organised in a way that puts people & communities at the heart of what we do
Commissioning
Locality
Local People &
Communities
Delivery
Seek to respond to demand
Offer ‘our’ solutionsShaped to optimise funds
Our ‘organisation’ is a significant determinant of services providedCorporate agenda is at the heart of what we do
Seek to influence and shape demand
create solutions togetherShaped to optimise outcomes (within clear
financial framework)
Services are determined by a rich body of evidence, data and professional insight.
Locality is at the heart of what we do
Solutions delivered through multiple functions, in silosRespond to presenting issues…. focus on issue resolution
Join up at Corporate plan level
Solutions coordinated in LocalityRespond to insights based on the ‘whole picture’ … balanced investment in prevention as well as issue
resolution
Creates dependency
We set priorities and deliver services and support Communities influence priorities, contribute to delivery and share responsibility for outcomes
Builds capability and capacity
Join up between locality and corporate level – decision is taken at the most appropriate level
Traditional Rhythm In the Future
13
We worked with ...... 12 families
15
Whole family18 year timeline
The 80/20 splitOne worker’s time
16
Tuesday, 15 June 2010
12 14%face-to-face
12%indirect
74% admin
Maintaining the Status Quo
£250,000 spent in direct costseach year on engaging with,reporting on and monitoring afamily in chronic crisis
Of that £250,000 nothing isinvested in:
- opportunities for change- building capabilities- building support networks
Stage 0 – Invitation Stage 1 – Aspirations Stage 2 – Capabilities Stage 3 – Opportunities
Families are revealingtheir true potentialand having thatrecognised andreinforced by theteam
Families are findingout about theprogramme
Committing Potential Dreams Action Seeking New Outcomes Networks
Families are findingout about the team,and whether theyconnect with themFamilies are deciding
whether to commit tothe programme
Families discover theunderlying theme totheir desires and startseeking thosequalities in their dailyactivties, friendships,
work, and familyrelationships
Families create a BIGplan. In these weeksthey explore thevalues and capacitiesthey want to develop
Families test thingsout on their own for astructured period oftime, and reflect withthe team
Families learn how toidentify theexperiences that willhelp them createwhat they want in life
Families areengaging inoutward-focusedactivities such as localgardening, helpingneighbours,
volunteering
Families startexperiencing thebenefits of theirchanged behavioursand are telling othersabout it
Families are talkingabout the success ofthe programme anda desire to finish
Families openthemselves to newrelationships andbuilding networksbeyond their currentfriendship circles
Families are doingmuch more forthemselves now anddo not want the teamto engage as often
1
Invitation
4
Revealing
5
Hopes &
2
Connecting &
Families start torecognise what theydo in their lives thatthey want to stop,and own what doesnot support them as
a family. They engagewith the team inchanging aspects oftheir environmentand the way they live.
3
Engagement
6
Family in
7
Opportunity
8
Experiencing
9
Contribution
10
Building Social
11
Independence
12
Exit
The LIFE Programme is an opportunity for familiesto build new lives. It is for families who feel thaton their own they cannot bring about the changethat they desire and that current circumstancesget in the way of anything changing.
LIFE is a constant throughoutfamilies’ ups and downs.
building new Livesfor Individuals & Familiesto Enjoy
Enjoying family life inthe community you
live in
By the end of theprogramme, families areseeking less help from LIFE
The Four Capabilities
Valuing Myself Being LovingDesigning a Life that I Value Being the Change
The Fundamentals
Building Valuable Relationships Offering an Open Invitation Living within the Community Being Family- Led Development not Fixing A Team not a Key Worker Co-building Capabilities Safeguarding and Promoting the Welfare of Children at all Times
Essence of Life in PracticeFocus on change and outcomesA developmental programme
Building capabilities of individuals in families through coaching
Holistic family workingA team not a key worker
A real relationship – co creation/productionReducing the bureaucracy – live recording
Neighbourhood fund – to build local engagement and enhance involvement in decision-making.
Big Conversation – to inform wider public about the challenges ahead and involve them in the debate – deliberative democracy.
Build trust, respect and relationships – listen to people in their communities to build trust and change the relationship between decision-makers and citizens.
Local & personal capacity building – a plethora of local projects to build resilience and reduce demand on services.
Local Partnerships – bringing One Swindon to life locally by joining up services in communities to serve people better.
Our agenda for locality working
•Not prescriptive in outcome but a systematic process for linking personal development, local action and wider society influence
•Open agenda – focussed on the person and uses strengths, not the problem or data
•Challenges blame culture
•Builds trust and develops community ownership
A sustainable future…Engaging people at the grass roots to build their capacity, so they can start to take action locally, develops their stake in the way the area is run. Using this strategy the actions of networks of hundreds and sometimes thousands of local people impact on lives and communities socially, environmentally, culturally and economically.
Building the networks capacity and supporting people to engage with agencies increases their employment opportunities and employability and ability to develop projects. It helps the agencies to deliver public services more effectively and in line with people’s concerns and aspirations for their area.
Encouraging people to start to shape the delivery of their services and encouraging enterprising and locally led solutions engenders a can do attitude that challenges dependency culture. People rely less on intervention and start to tackle issues for themselves.
In summary…Develop a strategy that gets to the root cause
Listen 1:1 and build trust, respect and relationships
Develop active networks that link people locally, regionally and nationally
Transform people’s attitude to the state and agencies through action and reflection
Facilitate. Don’t do anything for anyone they can do for themselves Reflect on your own role and your impact.
People must be more positively and concretely engaged in understanding the kinds of dilemmas which exist at every level -not just globally and nationally but on a neighbourhood level too.
People cannot persist in having a cynical consumerist approach to politics and decision making in which excessive demands are impossible to meet - they need to understand the underlying conflicts.
PolicyPracticePoliticsInnovationLeadershipOrganisation
development (OD)Transformation