Transcript

Engaging and empowering communities LONDON - Creating the conditions - national perspective Leadership

Funding/commissioning/resources

Evidence/metrics/measures

Strategic/policy Operational/Practice

Co-production / partnerships/networks

Share at CEO level

Enthuse and motivate others

Strong leadership/raise aspirations/be honest

Lead agency to promote, share, advocate

Leadership to give strong voice, critique

There are effective, charismatic leaders with great vision but still unable to change mindset of those around them. Why?: need to create space: for experiment/trust/safety.

Community leader/coordinator

Ring-fence money for transition

Ring-fenced funding for capacity building

budgets-silo’s need greater joined up approach

Knowledge of other funds to be communicated

Agreed % of CCG and LA budgets to help build CC and dedicated funding for CD

Funders willing to gamble on different projects/funders to value different things

Knowledge of how best to use funding

Dedicated funding pot

Greater understanding of what the vol sector does at a national

Work with NIHR to build evidence

Sharing evidence base

Evidence of impact of health

Change the metrics so wellbeing counts

Consistent outcomes framework

Measurement for social capital

Standardardised tool to assess effectiveness of our approaches.

Lots and lots of evidence proving its impact

Alignment of NHSE, PHE health and social care policies

City devolution bill

Make this part of mainstream not add on

Understand how culture change can happen – SCIE/PHE research/ thinking on this?

What are the risks of change? How does this compare to the risk of making no changes?

A national narrative to help the public understand the complexity involved eg info and advice.

Map what is currently happening and connect people

Individuals know what they want. Shouldn’t strip assets.

A change in narrative – asset based now deficit based

Stop siloing and labelling people

Cascade training and awareness eg tools for front line staff

Create networks to share experience and learn about what works including evidence

Sharing platform/national networking

Ensure services and support are co-designed and co-produced

Bring in other bodies, eg, HCA, Lottery, Age Action Alliance, LEP, Future of Ageing etc

Middle management can block this stuff.

Is there permission and incentive to take a ‘leap of faith’ and risks from a national perspective?

Community leader/coordinator to bring micro communities togethers – linking in with NHS, social care

Clearer line of accountability to local people, eg, Healthwatch.

level – not a free service. Funding over 3 – 5 years.

Distribution of resources

Commissioning should be led by advance care planning with the service user at the heart

Health and social care budgets

Share the practical stuff as well as the theory

Social capital language is not there yet – still measurement oriented

Introduce a right to peer support

Framework for asset based JSNA’s that leads to change

Start with children, YP and families to promote inclusion/prevent social isolation

Data protections/Health and Safety – blockers to working together

Health providers like hospital and mental health service to be supported to undertake community capacity work

LONDON – Local perspective Leadership Funding/commissioning/resou

rces Evidence/metrics/measures

Strategic/policy Operational/Practice

Co-production / partnerships

Self imposed bureaucracy, aversion to any form of risk

Stat sector ‘don’t own’. Get out of the way…

Leadership and bravery across all sectors

Role of Health and Wellbeing Boards

Local leaders – key ‘skilled’ people

LEPs

Keeping faith with the plan and not getting distracted

Aspire towards meaningful, local flexible leadership

Sometimes need to build friendships between leaders

Local leaders – key skilled people

Share resources/fairness

Look at role of social finance in the new system to build the case for change

Participatory budgeting

Innovation grants

Community approaches in local health contracts

Stories/examples of where things have worked

Measuring, sharing and promoting social value

Build on evidence case

Share good practice

Stories/examples of where things have worked

Measuring, sharing and promoting (encouraging) social value

BCC to have broader remit – not just deprived neighbourhoods

Community capacity deserts in deprived communities

Focus on wellbeing – is Care Act a driver?

Asset based approach in everything we do. Everyone has something to offer

Flexible support

Personalisation – choice and control

Change of mindsets on the ground about personalisation

Information, information, Information,

Getting out/promoting awareness in local community – how can access services.

Finding out what communities want – empowering them to take ownership on delivering eg neighbourhood plans.

Build a base of voluntary agencies

Traction needs to come from ‘real people’ and different layers of experience. Insight should be recognised in co-production

We may all have conditions but some have complex conditions and this should inform wider [discussion]

How to engage the NHS locally? “ trusted partners”

Collaboration between different areas ie mental health, dementia

‘Mutual’ integration – move away from a health dominated agenda

Building relationships based upon trust, honesty and openness

Aim for inclusion

Contribute to national mapping of current activity

How can here be support for bottom up – local initiatives, feeding into national picture?

How can independence and voice of local orgs be maintained when financially depressed

.

Engaging and empowering communities MANCHESTER - Creating the conditions - national perspective

Leadership

Funding/commissioning/resources

Evidence/ metrics/measures

Strategic/policy Operational/Practice

Co-production / partnerships/networks

Cross govt action on BCC

Where is the leadership?

Work on the middle as well as top down (management)

Create an infrastructure nationally – enables community

Cash specifically for BCC – given to a local level

Redistribute funds from acute to community – date to be radical, to be abrasive and need new models of commissioning involving local people

Ringfence BCC funding

Need balance of what constitutes evidence – data/research, practice, people’s voice and experience

Share best practice on peer support

Develop co-production in policy making process

Provide clarity on information sharing

Total place?

Change the dynamics around GP services – many problems people take to GPs are social/economic

.

Need to deal with institutional protectionism – organisations need to work cooperatively both nationally and locally

Change culture from ‘you’re my patient’ to ‘I’m your practitioner’

….(Procurement, regs – cqc /risk)

Emphasis on employers contribution (Tesco example)

Leadership and monitoring

Where have community budgets gone?

Change focus form balancing books to commissioning for outcomes for local people

Tie into funding (BCC?)

Incentivise collaboration rather than competition

Commissioning deadlines can be a barrier/new model of commissioning involving local people/commissioning for outcomes/

Need smaller more community focused approach to commissioning/need longer term approach

Invest in creative housing solutions, self build, co-housing etc

Invest in peer support

Act in a way that is true to the evidence base

Need new metrics

Needs to think about what is being measured and how-real quality.

National data systems that include social and community social and community factors, wellbeing

Easy to adapt the language but not change practice

MANCHESTER – Local Perspective

Leadership

Funding/commissioning/resources

Evidence/metrics/measures

Strategic/policy Operational/Practice

Co-production / partnerships

Strengthen role of H&WB’s.

Harnessing the big local personalities to galvanise local communities

Engage with health and wellbeing boards

Incentivise collaboration

Micro commissioning hasn’t been given the opportunity to flourish

Require Public Health to invest in this. Continue with ringfence

Topslice LA budget for PH initiatives

How to share funding across community assets

Raise importance/urgency = KPI’s

Change the language we use around public health prevention work – need to understand how to get message across, commissioning isn’t always aligned to the reality of people’s lives

Needs to stop being paternalistic eg NHS ‘managing peer support’/ self help groups

Put in early support

More local events to enable informal networks

Get social workers to know about communities

Support peer networks

Vanguard programme

Achieving self care – Blackburn with Darwen

Work with what’s already there – don’t create new roles in one organisation when they already exist in others.

Training the workforce

Utilising prompt cards

Mapping people and assets within our communities

Include people from different communities/groups in discussions

Encourage a more proactive approach – whole of PHE family

Communities – coproduction. Part of decision making in what is funded

Public Health integral to everything the local authority does

Community circles/community connectors

Good networks and foundations that we can build on

Working together for change

Need to stop seeing things as public service provision ‘no luncheon club’ but ‘weatherspoons meet up’. Language

Engaging and empowering communities NEWCASTLE - Creating the conditions - national perspective

Leadership

Funding/commissioning/resources

Evidence/ metrics/measures

Strategic/policy Operational/Practice

Co-production / partnerships

Do it because it matters not because you think it will save £’s

It isn’t a tokenistic project by project agenda- it is about culture change (including new ways for org/people development

Use localism to challenge central decisions and drive action in communities and local areas

Vital to shift the power held by organisations esp. NHS and professional structure/hierarchies.

No investment at local level. Asset mapping leads to people getting connected and current resources full.

Stop financial cuts – invest in communities (first area where services are cut)

Funding that considers assets/protective factors not just need and programmes that address assets not just need

More funding! (for the right things)

Holistic funding streams

More balance of what constitutes evidence- data/research, practice, people’s voice and experience

Joint dots to evidence and outcomes to value assets

Measuring /targets for evidence of quality process not just narrative

Prioritise equity for all regional outcomes

National data systems that include social and community factors,

Private sector businesses (employers) need to understand and utilise employment of those with disabilities and support needs as PR opportunity. (B&Q and older people.) Invest/incentivise a more diverse workforce.

Language – ‘life package’ NOT ‘care package’

Stop our ‘voluntarising’ day to day good neighbourliness into a service

Build the skills of capacity builders. ABCD is more than change of job title

Develop and think about geographic work to develop ‘community capacity’

Community development to be includes in GP, nursing etc training?

Be informed from local expertise

NEED TO CHALLENGE THEIR EVIDENCE.

Work on the middle as well as top down and bottom up. This is where the blocks are

Reverse austerity – be clear, don’t abuse the terms.

Collective national commitment (vision, guidance, outcomes, evidence, policy, programmes, strategy,insight, marketing with all sectors)

Political will for true social justice

Could CCG’s be more ‘mandated’ to do community development?

Integration messages should be broader than health and social care (eg housing, 3rd sector)

Longer time than 5 year cycles – takes time

Investment in community development

Put health and social care budgets together

Focus on prevention/shift from acute – 5 -10 year transformation fund, sign off %

Commissioning is moving to larger more formal contracts. Should be smaller more community focused.

Commissioning is too short term. Need long term settlement/outcomes measurements

Fair timescales and expectation

Levers with CCG’s: what they commission/voice in commissioning groups/relationship with providers and CVS

Reverse austerity – be clear, don’t abuse the terms

wellbeing not just resilience

Need to think about what is being measured and how – real quality

Could we/should we legislate/enforce voting?

Take the risk out volunteering and social actions eg litigation. In US, volunteering gives you points towards college entrance and employment

Help to translate evidence to all audiences in the narrative

Policy context already appears supportive

Raising awareness of ALL agencies responsibilities under Care Act

NEWCASTLE – Local perspective

Leadership

Funding/commissioning/resources

Evidence/metrics/measures

Strategic/policy Operational/Practice

Co-production / partnerships

Local politicians becoming more collaborative – eg, training programme for elected members in ABCD

H&WB Board participation and CVS

Flavour of the month prioritising

Devolution

Build collaboration into commissioning

Bottom up approach rather than commissioners determination

Closer work with LA commissioning on asset based approaches

Building relationships so commissioners know the people/orgs affected

Invest! Stat agencies starting to act as enablers.

Use data based on assets/positive, protective factors for health and wellbeing

Process of local evidence-base creation

Tension between organisation sustainability and immediate priority/targets

Prevention – VCS save PHC work

Use localism BUT choose reps carefully and avoid the usual suspects

Translate evidence into local narrative for different audiences

Quality improvement build in

Who helps and who should navigate the system? Continual process

Lots of different initiatives that we are all trying to develop drive the same directions ‘capacity building’ ‘localism’ etc. Why are people not getting together?

Consider different way to engage communities with democratic processes eg devolution in Scotland

Only the minority vote in the current system

Inconsistency of services drive by short –term funding

Awareness raising of what is already out there – professionals and public

Education for communities – bring back community development workers

Less about party politics more about causes and what local commissioners care about

Reach those who don’t need/won’t/use services – no relationship with commissioners

Encourage communities to coalesce around issues eg HS2 in West Midlands

Genuine professional and community consultation

Genuine CCG engagement needs to happen

Competing agendas from different agencies

Ask, listen and involve local communities

Better communication: CCG=VCS=SSD

VCS Alliance to be the partner

Engaging and empowering communities BIRMINGHAM - Creating the conditions - national perspective

Leadership

Funding/commissioning/resources

Evidence/metrics/measures

Strategic/policy Operational/Practice

Co-production / partnerships

Mandate HWB’s to map and support community centres

Mandatory that 3rd sector sit on HWB’s

How can people volunteer without affecting benefits?

Cross party discussion

Identify/remove barriers

Citizen expert

Leaders have genuine conversations (not test own ideas) that enable communities to set

Securing investment in “places to meet” community centres, libraries etc

Consider ring fenced budget

Invest in communities

Money to follow the rhetoric (outside established mechanism)

Recognition that volunteers have a cost attached, eg training

Mandate CCG’s to commission this type of work

Longer term contracts

Flexibility within contracts

Evidence that would make co-production work

Methodology = coproduction - how it would look

Create proportionate/effective measurement systems of community centred activity – value stories

Light touch Assurance

Continue national programme to collect evidence/support development

Right language

Common messages – explore at national level

National platform for standardised information useful to local community leaders eg rural community council, village hall advisor, funding advisors.

Good practice guide

Better communication of key messages and support

Work bottom up not top down

Listen!!

Are we over professionalising life? More affluent areas to get involved. Are we storing up huge health problems for the future?

Campaign to encourage people to help others

People volunteer (5 days) per year to help others

More skills sharing

agenda of what is important to them

Leaders accept the solutions communities create

Allow creativity

More trusting

Joined up government departments/agenda

Building community capacity not a substitute for services

Right representation on HWB’s

FYFV community engagement a priority

There are the right words, eg, localism but they don’t release the power for implementation

Politicians to really understand their communities

Relax how we measure outcomes – be more creative

Share stories – what works

Education (PHSE)

Encourage volunteering nationally

Support available for everyone

Encourage community support

Other currency to support (timebanking)

Stop measures that determine/direct intervention

Embed as integral to behaviour – not an add on to business

More trusting

Less jargon

Don’t duplicate

Recognise lead in time/planning

National bodies need to get connected with communities

Reduce bureaucracy (H&S, Safeguarding)

Keep out of it

BIRMINGHAM – Local perspective

Leadership

Funding/commissioning/resources

Evidence/metrics/measures

Strategic/policy Operational/Practice

Co-production / partnerships

Give freedom to be creative

Leaders have genuine conversations that enable local communities to set agenda

Leaders accept the solutions communities create

Linking to Health and Wellbeing in locality

Right representation on HWBB’s – make things happen the right way

Buy-in from local leaders

Create budget to support that is not always attached to measures

Pooling resources and share information

Pull evidence of local delivery to build the case to H&WB

Identify/share examples (the power of peoples stories)

Stories to inform decision making

Balance of quantitative and qualitative. Share learning/knowledge/skills

Create proportionate/effective measurement systems of community activity – value stories

Recognise long term – incremental measures

Do properly – don’t react

Don’t focus on process, focus on people

Identify and remove barriers

Generate more capacity in businesses for thinking

Stope measures that determine/direct intervention

Do it well or not at all.

Feedback: ‘you said’ – ‘this happened’

More skills sharing

No wrong door – shared understanding and common local language re community capacity building

Use public buildings as resource

Build confidence in communities to talk

Organisations working more closely together

Trust

What Isaac said, “we process” to death – invest in the people

Light touch assurance

Seek innovation/permission to create catalyst

Challenge local thinking – community centred not community based.

People not processes

Acknowledging the skills of people

Accepting challenge

Freedom of choice

Adequate time for things to happen

Central and well managed resource for information guidance and advice.

Listen to the communities/individuals:

don’t pay lip service

listen before decisions made

Experts by experience

Facilitate local action

Finding the “right person” to have the conversation

Challenging community attitude/expectation

Sharing of local resources:

Volunteers

Transport

Buildings

Involvement of community individuals in service design in the locality