| Timestamp | Your Course ID | Exercise One: Suggest four ways you/your organisation can mitigate these “harms”. | Take a specific issue/theme you are currently working on (not dementia) and list at least 6 community drivers. | Using the issue/theme you have selected, describe three community responses that are alternatives to the traditional services/programmes other councils have commissioned. | What headings/sub-heading would you put in an outline of a Commissioning Framework to align it to ABCD Principles? | Assignments for each module will be shared with others on your course to share learning and will be visible to administrators, but will not be used for any other purpose. Do you consent to your answers being shared? |
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| yorkcommissioning1 | - Create a two step process. Step 1 - Engage with the community to understand what the community states it requires help with utilising community asset maps to inform intelligence Step 2 - Amend grant proposal to reflect the views of the community - Do not commission based on numbers of 'clients' . Rather emphasise the distance travelled , outcomes and reciprocity. Reflect opportunity to take part in community building - Ensure there is a community mapping exercise prior to commissioning to enable community based solutions to be taken into consideration, in respect of any identified gaps. Community building opportunity - Ensure outcomes include building community connections with people and community groups. Recognise in reporting contributions the wider capacity being built within community and the citizen space and how neighbourhood associations and relational capital are strengthened . | Ageing Well - Age Friendly York - The unique competencies and capabilities of Older People as active citizens. The Age Friendly agenda provides an important 'voice' for older citizens - The unique competencies and capabilities of older people, their families and carers, reflecting the 'core economy' to enable older people to be recognised as valuable not vulnerable. Eg Homeshare, GoodGym - The unique competencies and capabilities of older citizens to connect with neighbours and communities through neighbourhood associations e.g mutual aid and community hubs - The unique competencies and capabilities of key VCSE orgs to support ageing well, we have a range of VCSE orgs supporting this agenda. For eg a number of themed forums have been developed to enable all older people's voices to be heard. These are enhanced by organisations including OCAY, AWOC, Age UK, Older People's Assembely -The unique competencies and capabilities of the private sector through organisations including York Cares to help promote employer supported volunteering to share skills and build capacity of organisations supporting older citizens. E.g Social Connections during covid, Experience Counts, working with Make it York to broaden reach of cultural commissioning to help address social isolation - Age Friendly York acts as a partnership utilising the WHO tool to bring partners together with a common vision and approach to supporting older people to live well as active contributing citizens, the ethos is founded in active citizenship and associated values. The 'social vision' social enterprise has supported the reach of the many initiatives associated with Age Friendly York, broadening connection and opportunities for participation | 1. York Age Friendly Citizens Group, is a 100 plus strong group of older citizen's who have come together to help shape the Age Friendly action plan through lived experience 2. Take a Seat initiative provides valuable rest points for older citizens, however 'bumping spaces' for intergenerational mixing are also more available, alongside creating a culture within the city that is more welcoming and inclusive. 3. Local Area Coordination ethos of supporting people as valuable contributing citizens is founded in the power of connecting and relationships. Often the people who would have had services commissioned for them, become the real assets, supporting their peers through good friendship, information and advice | 1. Enabling people to help people through creating compassionate, caring and connected communities need to become core organising principles for local government and civil society, anchored in a common set of values. 2. Reflecting ABCD, the Council’s approach is to place ward and neighbourhood level working at the heart of building resilient communities, recognising that local people are best placed to understand and find solutions to the particular needs of their communities. At a ward level the council has increasingly devolved resources for local decision-making, enabling ward members to lead ward teams in delivery of well-informed local priorities The council’s approach to supporting resilient communities means: - Working with partners to build community capacity, supporting the growth of social networks and social action, bringing all sectors together in projects that deliver on local priorities. - Taking a “asset / strengths based” approach, starting from the positive resources and skills found in individuals and communities rather than from problems. - Ensuring that people have appropriate advice and information to keep them resilient, independent, happy and healthy. - Supporting people and communities to find the help they need to maintain their resilience and independence and participate fully in community life. - Working with partners to intervene early with those at risk of losing their independence or with escalating levels of need. - Ensuring that, where people have longer-term support needs, they also benefit fully from the resources and skills found in their communities and we help them to develop networks and relationships. Where it is necessary to supplement these with services, these are aimed at supporting independence and delivered in a personalised way. Reflecting the 'Market Position Statement' : Our commissioning intentions / what this means for providers: Asset based practice enabled by asset based commissioning: Asset-based practice aims to make more effective and efficient use of the total assets of people, communities and organisations. It does this not by reducing the role of the state and transferring the burden to people and communities. Instead, it redefines the role of the state and its relationship to people and communities. It explicitly recognises the roles that people and communities play in achieving outcomes both as co-producers alongside organisations, and through personal and community self-help. As co-producers, people and communities are involved as equals in day-to-day decision-making. This changes what both practitioners and people and communities do to co-produce outcomes. Enabling people and communities, together with organisations, to become equal co-commissioners and co-producers, and also via self-help, make best complementary use of all assets to improve whole life and community outcomes Establishing a clear strategic direction starting from the goal of playing a part in improving lives and communities. The focus is on redesigning services to maximise well-being and sustainability including enabling community and individual self-help. This is a shift from a narrow focus on only improving specific service responses to perceived need within public service resources and silo delivery areas -towards a broader and more sustainable vision and direction A determination to release all local assets-public services (specialist and universal), citizen, community, commercial etc. With a broader strategic vision, it is necessary and desirable to look much wider than existing public service resources, exploring a wide range of assets and considering how synergy and alignment can be achieved. How can public service capacity support and help unlock other assets? A starting aim to use public service resources to support, enable, build from and add to citizen and community initiative and action. Shifting from the “professional gift model” to add to community action rather than replace it, use professional skills in support of it and to play appropriate roles Co-produce and deliver a range of activity to support wellbeing and sustainability. Including action at all commissioning levels with communities, citizens, professionals/workers and support providers. This includes desired results, how to achieve them, making them happen, learning. Building from the broad strategy and using a wider range of assets to take specific coproduced actions at different levels to achieve positive change. 3. A network of trusted individuals and groups helping to co-design the community hubs. This will enable new spaces for citizen action and support to evolve. This could potentially be referred to as a 'neighbourhood network' learning from Leeds - Encouraging community and social action through the refresh of the People Helping People strategy for the city - Expansion of the LAC programme - Maintaining the ward grants programme with a greater focus on neighbourhood priorities and how these might be addressed through community and social action - A more cohesive community through development of intergenerational initiatives recognising the true asset is the relationship or friendship between young and old citizens. Planning to partner with the Cares Family on this. - Use of 'happy to chat' benches as a recognised bumping space and tool to enable supportive conversations to flourish and our culture of compassion and connection to become the new normal 4. The business case has already been made through work undertaken in ASC reflecting the 'community operating model' and subsequent creation of the new Communities and Prevention Team and associated ethos and vision paper. Plans to scale up and expand recognised ABCD approaches including LAC and community hubs, TLAP rainbow of community centred approaches providing valuable opportunities for the citizen space to flourish, are a shared priority for the city. Ongoing work is taking place with colleagues in commissioning and procurement to modify our grants and commissioning frameworks to reflect ABCD and the social value act. 5. There are some existing evaluation frameworks linked to initiatives including LAC, Health Champions, Social prescribing. However we are continuing to collaborate with partners on an imaginative layered stories project which will tell the story of impact for individuals at a personal, organisational, community and system level. We hope to codesign a ABCD outcomes framework through the course. 6. Initiatives such as LAC have a 'reflective practice' approach built into the high fidelity nature of the model. We are hoping to expand this learning across the new Communities and Prevention Service, for example team meetings and supervision to consider RP more deliberately. This is seen as the obvious next step to follow the ABCD course, which we will explore through a 'whole service time out' and subsequent team meetings, as a values based approach to practice. We also hope to link into the 'cultural values assessment' being led by the MCN. | Yes | |
| yorkcommissioning1 | 1) • Through good relationships • By understanding what is important to citizens • By reviewing the experience of previous support / services working in this area • By unlearning / starting with a blank sheet 2) • By influencing, modelling and sharing good practice of ABCD • Encouraging others to see the big picture • Not creating dependency • Support people to live their best lives • Play the facilitator not the provider 3) • Be open to seeing possibilities • Spot opportunities • Be flexible • Work through a wider lens. • Immerse yourself in the community. | - See list. It is the same for Community Hubs. | • Desires of communities and individuals • Build on assets and strengths • Everybody working together Examples of community responses: • Community hubs • Move the masses • Interconnectedness of networks | 1 Mission - To support people to live well, be connected and feel valued within their local community. 2 Objectives and goals - Improve social networks and interactions - People have what they need to live a healthy and happy life - Individuals feel empowered and motivated to bring about change - Individuals have autonomy to act 3. As identified in Step 2 4/5 Business case / measure impact - Examples of good practise and success in other locations / authorities - Stories, case studies - Social value measures (and similar) - Measure success against intended outcomes (that were co-produced with communities earlier in the process) 6 Reflective practice - Build in time and opportunity to reflect - Seek critical friends - Invite feedback beyond those directly involved | No | |
| yorkcommissioning1 | 1 through good relationships 2 by understanding what is important to citizens 3 By reviewing the experience of previous support/services working in this area 4 By unlearning/starting with a blank sheet | 1 By influencing, modelling and sharing good practice of ABCD 2 Encouraging others to see the big picture 3 Not creating dependency 4 support people to live their best lives 5 play the facilitator not the provider | 1 desires of communities and individuals 2 build on assets and strengths 3 everybody working together examples include community hubs, move the masses, interconnectedness of networks | 1 Mission - To support people to live well, be connected and feel valued within their local communities 2 Objectives and goals - improve social networks and interactions - people have what they need to luce a healthy happy life - individuals feel empowered and motivated to bring about change - individuals have autonomy to act 3 as identified in step 2 4/5 business case/measure impact - examples of good practice and success in other locations/ authorities - case studies and stories - social value measures (and similar) - measure success against intended outcomes (that were co-produced with communities earlier in the process) 6 reflective practice - build in time and opportunity to reflect - seek critical friends - invite feedback beyond those directly involved | Yes | |
| yorkcommissioning1 | Task completed by PR, SF, RK, MW, BV, EW, MC, and ID. 1. Engagement – get out into the community and find out what is already happening, make as easy and accessible to all, asset mapping, look at all different ways this can be achieved. Community events, local ward meetings etc. 2. Conversations - initially should be about what the community already does, what it does well following an asset based approach and finding out what individuals and the community want. 3. Commissioning process – having local people being involved from start to finish, third sector organisations as part of the collaboration. Colleagues mentioned that from experience this can be a difficult process, cause confusion and how the panel can remain impartial. Tang Hall Big Local have done this. 4. Being aware of previous commissions and the impact it has had / reflecting on previous evaluation reports / cross checking with the community and organisations that the concept is progressing in a positive way. Additional considerations: having support available for people to engage, upskilling the local community, peer support groups to share skills and don’t assume that local interventions are inferior. | Theme – Disability. The unique competencies of: 1. Disabled People – Having an appreciation for their lived experience, avoiding the commissioning of generic solutions, knowing how they want to live their lives and that they are involved in the decision making. 2. Families – the support network around disabled people and being aware of their challenges and needs. The belief that opportunities are there for / to: 3. Co-production – bringing all organisations, individuals and families together to co-produce a solution to the issues raised. 4. Capacity Building – third sector organisations and individuals. 5. Business Engagement – reduce the barriers to disabled people in terms of engaging with their community. 6. Reducing inequalities – so that changes are made, so that people are more independent within their community and reduce dependency on statutory services. | We found this difficult to answer so we have used some examples of when the local authority / other organisation have not considered the needs of disabled people and what they have done to support themselves / raised concerns. 1. Our City Festival Example – Disabled People organising transportation to be able to attend the Festival. 2. Foot Streets and Blue Badges in City Centre – Disabled people met together, voiced their needs, contacted the press, organised a demonstration and expressed for the local authority to ‘work with us not without us’. 3. Disabled Go / Access Able Website for Venues accessibility – Disabled people accessing community venues and showing how these venues are accessible to all. Additional example Covid 19 Community Response – community groups supporting disabled people to deliver shopping. | 1. Mission – purpose – why we are doing this? 2. Objectives and Goals – what impact are we hoping to achieve? 3. Community Drivers - who and what? 4. Business Case – use examples of similar good practice, trial, learn and reflect on other ABCD examples. 5. Evaluation – to include improvements in mental health, use of stories, reduced number of people accessing statutory services, soft outcomes to include: feelings, emotions, quality of life, feeling safe, and impact on existing assets etc. 6. Reflective Practice – what worked, what didn’t?, did you feel involved?, limitations did we achieve an ABCD based solution? if you were to do this again what would you do differently? etc. | Yes | |
| yorkcommissioning1 | Collaborative answer from PR, SF, RK, MW, BV, EW, MC, and ID. 1. Engagement – get out into the community and find out what is already happening, make as easy and accessible to all, asset mapping, look at all different ways this can be achieved. Community events, local ward meetings etc. 2. Conversations - initially should be about what the community already does, what it does well following an asset based approach and finding out what individuals and the community want. 3. Commissioning process – having local people being involved from start to finish, third sector organisations as part of the collaboration. Colleagues mentioned that from experience this can be a difficult process, cause confusion and how the panel can remain impartial. Tang Hall Big Local have done this. 4. Being aware of previous commissions and the impact it has had / reflecting on previous evaluation reports / cross checking with the community and organisations that the concept is progressing in a positive way. Additional considerations: having support available for people to engage, upskilling the local community, peer support groups to share skills and don’t assume that local interventions are inferior. | Theme – Disability. The unique competencies of: 1. Disabled People – Having an appreciation for their lived experience, avoiding the commissioning of generic solutions, knowing how they want to live their lives and that they are involved in the decision making. 2. Families – the support network around disabled people and being aware of their challenges and needs. The belief that opportunities are there for / to: 3. Co-production – bringing all organisations, individuals and families together to co-produce a solution to the issues raised. 4. Capacity Building – third sector organisations and individuals. 5. Business Engagement – reduce the barriers to disabled people in terms of engaging with their community. 6. Reducing inequalities – so that changes are made, so that people are more independent within their community and reduce dependency on statutory services. | We found this difficult to answer so we have used some examples of when the local authority / other organisation have not considered the needs of disabled people and what they have done to support themselves / raised concerns. 1. Our City Festival Example – Disabled People organising transportation to be able to attend the Festival. 2. Foot Streets and Blue Badges in City Centre – Disabled people met together, voiced their needs, contacted the press, organised a demonstration and expressed for the local authority to ‘work with us not without us’. 3. Disabled Go / Access Able Website for Venues accessibility – Disabled people accessing community venues and showing how these venues are accessible to all. Additional example - Covid 19 Community Response – community groups supporting disabled people to deliver shopping. | 1. Mission – purpose – why we are doing this? 2. Objectives and Goals – what impact are we hoping to achieve? 3. Community Drivers - who and what? 4. Business Case – use examples of similar good practice, trial, learn and reflect on other ABCD examples. 5. Evaluation – to include improvements in mental health, use of stories, reduced number of people accessing statutory services, soft outcomes to include: feelings, emotions, quality of life, feeling safe, and impact on existing assets etc. 6. Reflective Practice – what worked, what didn’t?, did you feel involved?, limitations did we achieve an ABCD based solution? if you were to do this again what would you do differently? etc. | Yes | |
| yorkcommissioning1 | • Through good relationships • By understanding what is important to citizens • By influencing, modelling and sharing good practice of ABCD • Play the facilitator not the provider | We think these would be similar to those listed for dementia | • Community hubs • Move the masses • Interconnectedness of networks e.g. volunteers for Health Champions also working as part of Move Mates | 1 Mission - To support people to live well, be connected and feel valued within their local community. 2 Objectives and goals - Improve social networks and interactions - People have what they need to live a healthy and happy life - Individuals feel empowered and motivated to bring about change - Individuals have autonomy to act 3. As identified in Step 2 4/5 Business case / measure impact - Examples of good practise and success in other locations / authorities - Stories, case studies - Social value measures (and similar) - Measure success against intended outcomes (that were co-produced with communities earlier in the process) 6 Reflective practice - Build in time and opportunity to reflect - Seek critical friends - Invite feedback beyond those directly involved | Yes | |
| yorkcommissioning1 | involve the community in commissioning support existing assets in the community asset map invest in people | Food Poverty | food share meals on legs storage space provided by local authority citizens delivering and collecting foodshare | equality in partners micro commissioning | Yes | |
| yorkcommissioning1 | Joint answer with Jo Micheli | Yes | ||||
| yorkcommissioning1 | 1) • Through good relationships • By understanding what is important to citizens • By reviewing the experience of previous support / services working in this area • By unlearning / starting with a blank sheet 2) • By influencing, modelling and sharing good practice of ABCD • Encouraging others to see the big picture • Not creating dependency • Support people to live their best lives • Play the facilitator not the provider 3) • Be open to seeing possibilities • Spot opportunities • Be flexible • Work through a wider lens. • Immerse yourself in the community. | Desires of communities , clubs and individuals Build on assets and Knowledge Finding the person / people working together , Neighbourhood building together, good hosts Know your community Third Sector workers | Community Hubs Local clubs with passion for change Identifying and enabling all members in the community. Support to develop skills and competencies | 1 Aims - To support people to live well, be connected enabling all members of the community , including the poorest and most disadvantaged . 2 Objectives and goals - Improve social networks and interactions - Greater control of their own lives to live a healthy and happy life - Individuals feel empowered and motivated to bring about change - Communities owning and implementing plans and change. 3. Community workers , council , third sector, private 4/5 Business case / measure impact - Examples of good practise and success in other locations / authorities - Stories, case studies - Social value measures (and similar) - Measure success against intended outcomes (that were co-produced with communities earlier in the process) 6 Reflective practice - Build in time and opportunity to reflect - Seek critical friends - Invite feedback beyond those directly involved | Yes | |
| yorkcommissioning1 | 1. Ensure continued community involvement in the process with a focus on sustainable projects that do not create need/expectation that will result in further pressure on existing services. 2. Avoid labels and assumptions about the community that would hold back the development of projects in an organic way, which make best use of existing skills and interests of the community. 3. Be aware of outside organisations that may not have local interests at heart or those that may not understand the community in which they are looking to work. 4. Respect community solutions without bias. Learn to step back! | Reference to Holiday Hunger programmes for Young People (specifically for those 13+ years) 1. Community Assets - buildings! Where can be available, where is currently used and what other resources are currently un-used. 2. Young people themselves - engage and consult on what they would like to do, what are their skills and interests. Create a working group to be the main driver that decides on how a project can be rolled out, encourage the group to make the connections and build relationships with the rest of the community. 3. Schools. Many useful resources and existing relationships that can be developed. Key to publicising projects. 4. Local business. Many local business already donates to food share projects. 5. Existing food share projects that can engage volunteers and storage, already existing relationships to food providers and the community. 6. Local Cllrs/Ward Teams - opportunity to engage with community members and young people they would not normally meet. Potential for further funding? | Current services involve providers delivering to the community in terms of activities and food. Community responses could include: 1. Working group of young people to be provided with a funding pot that they decide for themselves what project they want to deliver. They make the connections, relationships and deliver on the project themselves. (Consider skills, talents and interests of the group) 2. Community Food Share volunteers and community members are facilitated to make the existing food share open to young people within the holiday period who could be involved of all elements of the project. 3. Schools alongside parents/volunteers to create their own provision specific to their community. Funding is made available and projects facilitated by the commissioners. | Reference to HAF Grant Ref: GRNXMASHAF21 Include/develop current specification and response questions to include:- 1. An openness to suggestions from community groups and schools as to how they want to deliver a project relevant to their local community. Ensure that applicants understand and consult with local parents and children. 2. Encourage use of local assets and resources. Involve local businesses who have a continued interest in positive engagement with the local community. 3. Do not be prescriptive on who can put forward an idea. Encourage organisations to act as umbrellas for residents who would like to offer something. | Yes | |
| newcastlecc | 1) Ensure local communities lead the service design with us 2) Move away from onerous KPIs/ measures/ clauses that aren't of practical use or value to local people. Streamline and only include those that are important 3) Clarify the context in which the commissioned service will operate, the principles by which it should interact with people, communities and other services/ institutions 4) Ensure that wellbeing outcomes are front and centre to the commissioning arrangement | Autism 1) the unique competencies of autistic people to have fulfilled and vivacious lives 2) the unique competencies of employers to harness the skills and talents of autistic people to create thriving jobs that benefit the local economy 3) the unique competencies of communities to understand how they can create an autism friendly environment that benefits everyone, not just autistic people 4) the unique competencies of the public sector to work with autistic people to design responses (not just services) that enable autistic people to have better health outcomes and live the lives they want to live 5) the unique competencies of the VCS to promote autism friendly spaces and create exciting opportunities to bring people together 6) the unique competencies of schools to support families and young autistic people to understand their strengths and how they can embrace them | 1) peer networks 2) alternative approaches to recruitment e.g. hackathons and T Levels 3) talking therapies through community groups rather than a GP | Purpose Community objectives Community drivers/ context Impact and outcomes Community voice Funding | Yes | |
| newcastlecc | • Co-produce a vision or mission which embeds personal, family and community assets to all commissioning intentions within the area • Asset based commissioning – ensure organisations focus on sustainability of community, work as a system collaboratively, help individual's realise their potential and offer skills/knowledge • Ensure co-production is at the heart of transformation for the area and ensure equity of power in commissioning, experts by experience • Empower the individual through small sparks projects, ensuring the infrastructure is there to support the community, connect the dots, share history and strengths of the area, to bring the neighbourhood together and feel proud of where they are from etc • Commission local organisations which are knowledgeable and focussed on success of the community rather than their own success | 1. Competencies of individuals on self care and self support, understanding the system and where to go for support, e.g. pharmacies, practices, community hall etc. Being active, enjoying friendship groups, supporting each other 2. Competencies of key neighbourhood activists to understand health system and support offered in community such as community champions, Social Prescribing Link Worker, Care Co-ordinators, Health and Wellbeing Coach, PPG Group Members/Chairs, Patient Forum Groups to sign post and act as connectors. This also ties into competencies of key practice staff to understand the roles of the key activists and who they are and competencies of carers, understanding support available to them via institutional support systems, support offered by the community in a less formal manner 3. Competencies and knowledge of voluntary sector organisations which offer support, advice and guidance to people in the area to live well 4. Private organisations such as care home and home care providers etc to give something back and offer support to residents who may want to upskill and start a career in the care industry 5. Local schools to work well with the community offering their assets such as use of gyms and welcome the community to use facilities out of school hours. 6. Work with larger organisations such as Newcastle Foundation to deliver sporting activities, supporting mental health improvement, Newcastle Eagles offer walks to local community, raise awareness of their health and wellbeing offer. | 1. GP Practice/Primary Care Network to look at alternative community assets to deliver health clinics/care sessions in the community, offering advice support and assistance, bringing a range of support services to the community hall for health checks, podiatry services, LTC annual health checks, weight management etc Whilst practices are local, maybe they could be made even more local by utilising health hubs, working in partnership with voluntary sector, private sector (weight watchers) to bring about change, health improvement, promote self care and awareness of key health messages promoted through working as a partnership. 2. Working with local community groups to empower at a grass roots level local projects where funding if provided without performance and monitoring of spend. 3. Empowering the individuals – self care advocates trained up and speak to own peer groups to support health and wellbeing, e.g. signs and symptoms of cancer. Training required, materials required, empowerment and belief that this will work. | Vision / Mission Empower the local community to live happy and healthy lives in a community that fosters self-care and support. Objectives I. Bring together health partners to work holistically II. Use the skills and knowledge of local people and community assets to promote healthy lifestyles III. Local people feel empowered to make healthy lifestyle choices e,g. diet, exercise IV. Local people know when, where and from whom to seek support / advice re health concerns V. Health services are available in the community Community Drivers • The skills and knowledge of local people – e.g . mums supporting new mums. Lever skills and knowledge of health professionals living/working in the local community • Voluntary Sector - Competencies and knowledge of voluntary sector organisations which offer support, advice and guidance to people in the area to live well • Private Sector assets – e.g gyms, weight watchers to enable communities to come together and support each other to become more active, fit and healthy. Support economic growth via job fayres to support local jobs and encourage young people to become involved, gain experience and secure local job opportunities • Public sector assets – e.g. Health hubs, School facilities to support living well in the community offering their assets such as use of sports halls, equipment, gyms and welcome the community to use facilities out of school hours. • Community assets – e.g. Walking groups, running clubs, community centres – acting as local health hubs, working with GP Practices to deliver key health messages throughout the year Evaluation Work with community champions and listen to people and community 'stories' to evaluate impact. Critical Reflection • Sustainability of projects and community interactions. • More people engage with health services to stay well, i.e. health screening/immunisations • Knowledge, skills, assets stay within the community and flourish. | Yes | |
| newcastlecc | • Co-produce a vision or mission which embeds personal, family and community assets to all commissioning intentions within the area • Asset based commissioning – ensure organisations focus on sustainability of community, work as a system collaboratively, help individual's realise their potential and offer skills/knowledge • Ensure co-production is at the heart of transformation for the area and ensure equity of power in commissioning, experts by experience • Empower the individual through small sparks projects, ensuring the infrastructure is there to support the community, connect the dots, share history and strengths of the area, to bring the neighbourhood together and feel proud of where they are from etc • Commission local organisations which are knowledgeable and focussed on success of the community rather than their own success | 1. Competencies of individuals on self care and self support, understanding the system and where to go for support, e.g. pharmacies, practices, community hall etc. Being active, enjoying friendship groups, supporting each other 2. Competencies of key neighbourhood activists to understand health system and support offered in community such as community champions, Social Prescribing Link Worker, Care Co-ordinators, Health and Wellbeing Coach, PPG Group Members/Chairs, Patient Forum Groups to sign post and act as connectors. This also ties into competencies of key practice staff to understand the roles of the key activists and who they are and competencies of carers, understanding support available to them via institutional support systems, support offered by the community in a less formal manner 3. Competencies and knowledge of voluntary sector organisations which offer support, advice and guidance to people in the area to live well 4. Private organisations such as care home and home care providers etc to give something back and offer support to residents who may want to upskill and start a career in the care industry 5. Local schools to work well with the community offering their assets such as use of gyms and welcome the community to use facilities out of school hours. 6. Work with larger organisations such as Newcastle Foundation to deliver sporting activities, supporting mental health improvement, Newcastle Eagles offer walks to local community, raise awareness of their health and wellbeing offer. | • GP Practice/Primary Care Network to look at alternative community assets to deliver health clinics/care sessions in the community, offering advice support and assistance, bringing a range of support services to the community hall for health checks, podiatry services, LTC annual health checks, weight management etc Whilst practices are local, maybe they could be made even more local by utilising health hubs, working in partnership with voluntary sector, private sector (weight watchers) to bring about change, health improvement, promote self care and awareness of key health messages promoted through working as a partnership. • Working with local community groups to empower at a grass roots level local projects where funding if provided without performance and monitoring of spend. • Empowering the individuals – self care advocates trained up and speak to own peer groups to support health and wellbeing, e.g. signs and symptoms of cancer. Training required, materials required, empowerment and belief that this will work. | Vision / Mission Empower the local community to live happy and healthy lives in a community that fosters self-care and support. Objectives I. Bring together health partners to work holistically II. Use the skills and knowledge of local people and community assets to promote healthy lifestyles III. Local people feel empowered to make healthy lifestyle choices e,g. diet, exercise IV. Local people know when, where and from whom to seek support / advice re health concerns V. Health services are available in the community Community Drivers • The skills and knowledge of local people – e.g . mums supporting new mums. Lever skills and knowledge of health professionals living/working in the local community • Voluntary Sector - Competencies and knowledge of voluntary sector organisations which offer support, advice and guidance to people in the area to live well • Private Sector assets – e.g gyms, weight watchers to enable communities to come together and support each other to become more active, fit and healthy. Support economic growth via job fayres to support local jobs and encourage young people to become involved, gain experience and secure local job opportunities • Public sector assets – e.g. Health hubs, School facilities to support living well in the community offering their assets such as use of sports halls, equipment, gyms and welcome the community to use facilities out of school hours. • Community assets – e.g. Walking groups, running clubs, community centres – acting as local health hubs, working with GP Practices to deliver key health messages throughout the year Evaluation Work with community champions and listen to people and community 'stories' to evaluate impact. Critical Reflection • Sustainability of projects and community interactions. • More people engage with health services to stay well, i.e. health screening/immunisations • Knowledge, skills, assets stay within the community and flourish. | Yes | |
| newcastlecc | Develop different relationships change where the decisions are made commission community alternatives not services change the conversation - recognise people not organisations | the unique competencies of people with a learning disability to live the life they want to live the strength of ambitions people with a learning disability have to live their life the richness (including sometimes the sadness) of people with a learning disability's experiences whilst trying to live the life they want to live the strength of their supporters / emotional connections the strength within our communities to support people with a learning disability to live the life they want to live. the wish to celebrate peoples diversity within our local communities | - Shared Lives approach - promoting social connectedness / keyring - helping aspiring entrepreneurs with learning disabilities to establish into micro businesses | a shared vison - a solid foundation based on trust A Shared purpose - satisfying the ambitions of the people within the community Social value and beyond Empowerment Inclusive and equitable Focus on outcomes - KPI - Do you feel Needy or Needed | Yes | |
| newcastlecc | • Co-produce a vision or mission which embeds personal, family and community assets to all commissioning intentions within the area • Asset based commissioning – ensure organisations focus on sustainability of community, work as a system collaboratively, help individual's realise their potential and offer skills/knowledge • Ensure co-production is at the heart of transformation for the area and ensure equity of power in commissioning, experts by experience • Empower the individual through small sparks projects, ensuring the infrastructure is there to support the community, connect the dots, share history and strengths of the area, to bring the neighbourhood together and feel proud of where they are from etc • Commission local organisations which are knowledgeable and focused on success of the community rather than their own success | 1. Competencies of individuals on self care and self support, understanding the system and where to go for support, e.g. pharmacies, practices, community hall etc. Being active, enjoying friendship groups, supporting each other 2. Competencies of key neighbourhood activists to understand health system and support offered in community such as community champions, Social Prescribing Link Worker, Care Co-ordinators, Health and Wellbeing Coach, PPG Group Members/Chairs, Patient Forum Groups to sign post and act as connectors. This also ties into competencies of key practice staff to understand the roles of the key activists and who they are and competencies of carers, understanding support available to them via institutional support systems, support offered by the community in a less formal manner 3. Competencies and knowledge of voluntary sector organisations which offer support, advice and guidance to people in the area to live well 4. Private organisations such as care home and home care providers etc to give something back and offer support to residents who may want to upskill and start a career in the care industry 5. Local schools to work well with the community offering their assets such as use of gyms and welcome the community to use facilities out of school hours. 6. Work with larger organisations such as Newcastle Foundation to deliver sporting activities, supporting mental health improvement, Newcastle Eagles offer walks to local community, raise awareness of their health and wellbeing offer. | • GP Practice/Primary Care Network to look at alternative community assets to deliver health clinics/care sessions in the community, offering advice support and assistance, bringing a range of support services to the community hall for health checks, podiatry services, LTC annual health checks, weight management etc Whilst practices are local, maybe they could be made even more local by utilising health hubs, working in partnership with voluntary sector, private sector (weight watchers) to bring about change, health improvement, promote self care and awareness of key health messages promoted through working as a partnership. • Working with local community groups to empower at a grass roots level local projects where funding if provided without performance and monitoring of spend. • Empowering the individuals – self care advocates trained up and speak to own peer groups to support health and wellbeing, e.g. signs and symptoms of cancer. Training required, materials required, empowerment and belief that this will work. | Vision / Mission Empower the local community to live happy and healthy lives in a community that fosters self-care and support. Objectives I. Bring together health partners to work holistically II. Use the skills and knowledge of local people and community assets to promote healthy lifestyles III. Local people feel empowered to make healthy lifestyle choices e,g. diet, exercise IV. Local people know when, where and from whom to seek support / advice re health concerns V. Health services are available in the community Community Drivers • The skills and knowledge of local people – e.g . mums supporting new mums. Lever skills and knowledge of health professionals living/working in the local community • Voluntary Sector - Competencies and knowledge of voluntary sector organisations which offer support, advice and guidance to people in the area to live well • Private Sector assets – e.g gyms, weight watchers to enable communities to come together and support each other to become more active, fit and healthy. Support economic growth via job fayres to support local jobs and encourage young people to become involved, gain experience and secure local job opportunities • Public sector assets – e.g. Health hubs, School facilities to support living well in the community offering their assets such as use of sports halls, equipment, gyms and welcome the community to use facilities out of school hours. • Community assets – e.g. Walking groups, running clubs, community centres – acting as local health hubs, working with GP Practices to deliver key health messages throughout the year Evaluation Work with community champions and listen to people and community 'stories' to evaluate impact. Critical Reflection • Sustainability of projects and community interactions. • More people engage with health services to stay well, i.e. health screening/immunisations • Knowledge, skills, assets stay within the community and flourish. | Yes | |
| newcastlecc | 1. Ask residents what do they want from their community 2. Map out the current community based assets in partnership with communities 3. Relinquish the 'Power' ... work with communities to enable them to make the difference 4. Support and celebrate achievements collectively. | Long Term Conditions (LTC) Management 1. The ability for people with LTC to live well active lives for longer 2. The ability for friends and family to support people with LTC to live well active lives 3. To successfully build knowledge in communities to support people with LTC to live well active lives 4. To engage with the 3rd sector to build capacity for them to advocate with people who have LTC to live well active lives 5. To invest in community based local providers to identify spaces and services that will enhance the lives of people with LTC to live well active lives 6. Co-production with local communities and public sector to realise the infrastructure required to support people with LTC to live well active lives for longer 7. Build trusting authentic partnerships within communities that allows for collaboration and co-operation to flourish. | 1. Literacy sessions - do people and their families have the necessary reading skills to understand the information provided to enable them to own their condition and care for themselves. 2. Utilise local community premises (café, hairdressers etc..) to engage with communities in their own space to help support them in managing their own health condition. 3. Share the skills and knowledge needed to raise awareness and build competencies amongst the community that will support people with LTC to live well active lives for longer | Purpose Methodology Overview - current state Drivers for change Aims of the project Objectives to be achieved Future state Community considerations Financial consideration Evaluation and review Re-evaluation cycle Recommendations | Yes | |
| newcastlecc | Listen and engage our communities, what is currently happening better able to support citizen led approaches Ensure knowledge of what assets currently exists, how might these be strengthened Encourage informal networks...formal services complement rather than seek to control Commission on trust...communities as experts - utilise small sparks funding to support initiatives for change | Recognise and celebrate the uniqueness within our Newcastle neighbourhoods, the assets, identities as we seek to rebalance the relationship between formal services and the people we serve Recognise relationships built on trust and shared sense of direction , shared leadership, finding our way together to co-create culture of community The uniqueness of our communities to recognise their own strengths, connections and tell us what would make them stronger Acknowledge everybody has needs, emphasis on capabilities, gifts and talents as we move forward together with shared sense of purpose Celebrate successes within our communities / power of good news stories / mutual aid groups and areas where social action has made a difference within a community.. | Seeking out new ways of commissioning services - partnership pilot community connectors working alongside VCS / people with learning disabilities as paid experts by experience to have a conversation not assessment / connecting people with a learning disability into their communities, interests and passions - community rather than statutory options Focus on grant giving through small sparks funding - investing in community creativity Capacity building programme of activity for older people, what can we create together | Seeking to unlock community led initiatives, ideas and resources through small sparks grant giving Objectives and goals to support the health, wealth and wellbeing of our communities through citizen led initiatives. The uniqueness of our communities to recognise their own strengths, connections and tell us what would make them stronger Small Sparks investment as a vehicle to support community empowerment, self-help, Evaluate, emphasis on qualitative data - peoples stories, perceptions, how connected do they feel, inclusivity/ celebrate softer outcomes rather than outputs. Co-learning and reflective peer-led conversations / ask the communities themselves | Yes | |
| newcastlecc | TEST - Mick | Yes | ||||
| newcastlecc | TEST - Mick | TEST - Mick | TEST - Mick | TEST - Mick | Yes | |
| newcastlecc | Bring neighbours together regularly. Use community researchers from the streets on which they live to explore what's affecting people's lives. Find reasons to celebrate and bring joy. Give the 'floor' to subject matter experts from the community as a way of opening up debate and dialogue. | Poverty - 1) The conditions required to reach a tipping point whereby a community can lift itself out of poverty 2) The determining factors in creating a truly inclusive economy 3) The access to knowledge and skills in creating, managing, maintaining and accruing wealth 4) The opportunities for inward investment into a neighbourhood 5) Peer pressure in neighbourhoods 6) external perceptions of an area | Community Land/ Asset Transfers, Credit Unions, Sustainable housing. | Commissioning principles These commissioning principles have been formulated from the overarching approach to Asset Based Community Development. They provide a basis for good commissioning decisions for support services. Principle 1 - Commission services according to need Assess need through analysis of the themes emerging from robust evidence collated from community listening. Draw together forum-style events to find out what it is that the community considers to be the most important aspects in their lives and what it is they would buy if given the money to use as they wish. Use demographic and other data to target communities and groups that find it hard to access support, or have suffered the greatest impact. Find out this information by being present and visible in the community and talking to people. Speak with well known community anchors – those who have been active over many years in the community as a community member. Commissioning decisions must be based on a good understanding both of the current and future needs of individuals, and whether those needs are being met by existing provision. If understanding of people’s needs is poor then the design and delivery of services is unlikely to meet their needs and achieve the outcomes required. Principle 2 - Understand the local commissioning environment Develop an understanding of all commissioning bodies’ roles and aligned strategies. Ensure best use of resources to build capacity and achieve the highest quality of services. Understand the commissioner’s role in ensuring that anything procured should work with people from the inside out. What are the boundaries of responsibilities of all stake holders. Consider also the pathway for individuals and the importance of shared intelligence emanating from the community themselves. Avoiding the endless ‘referral’ technique. A good understanding of the local landscape and the assets of an area is needed to ensure provision is co-ordinated, existing resources are utilised, best practice is shared and communities are at the centre of all decisions. Commissioning should also consider an intergenerational approach and not separate people by difference but rather unite people by common ground. Principle 3 – Put neighbourhoods at the centre of commissioning Make neighbourhoods safer, better connected and better able to define and respond to their own issues. Ensure long-term improvements to the fabric of communities and emphasise the importance of emotional wellbeing. Ensure complex needs are taken into account. Ensure the communities are always within communications (nothing about us without us if for us) and that all procurements run smoothly while also considering ways in which success can be measured. (communities and neighbourhoods will have a view on this) Every one has different experiences, reactions and needs. Commissioners should ensure that services are flexible and responsive to this. Principle 4 – Services should be bespoke, unique to that neighbourhood and locally led by the people who live there and should involve multi-agency/ multi working with the best of the best. Improve partnership working. Involve, engage and empower communities to seek, design and deliver services. Look to commission services which work across agencies. Talk to sector experts not just as bidders but as providers of knowledge. Take the approach that it takes a village to raise a child. Take a truly holistic approach. | Yes | |
| newcastlecc | Co produce any specification with the people using the services Use Social Value to promote and require supporting communities - not just size of Lot but also purpose and values of organisations - consider community impact and opportunities, e.g recruitment, net zero Use the evaluation criteria to explore the bidder's understanding of community assets and their value Include flexibility so the specification can be learning led - moving away from quantative metrics | - Home care and the unique competencies of: - People to know what support will really make a difference - Families and friends to bring their real understanding of both the person and the contribution to support they make without even thinking about it - it's not support it's just what they do! - Front line staff to have a load of knowledge about the people they work with and the neighborhoods they work into - most live locally! - Small local VCS organisations to be able to offer local and connotative support that see people as contributing to their communities rather than a bundle of diagnoses - the Council to be brave enough to use a not insignificant amount of funding to do something in a different way! | - taking some funding which is currently used for "time and task" activity to develop a small sparks programme - define a geography and fund providers to support people in it rather than fund individual packages - ask local VCS providers what they would need to work differently with commissioned providers | 1 - staying in your own home and community 2 and 3 - recognising people's strengths, skills and assets - supporting people to feel part of and have pride in their neighborhoods, stronger social capital - what on the doorstep - help us work out what needs to be on the door step asset mapping to understand the activity in local communities that ordinarily doesn't get funded - see if it needs try to help - and - if not - stay clear! 4 - follow the money and show where we can get the best bang for our buck! Use it to open the door to change 5 - people's impression of any difference made; their voice and stories. providers responses to the relationships they have with people, in the communities they work and with the Council 6 - don't link it to performace or cash! Be open about both challenging and receiving challenge. Agree what needs to happen and then make sure it does | Yes | |
| newcastlecc | Ask these questions. Engage with communities to inform commissioning decisions. Shift KPIs to reward these behaviours. Be explicit about these values. | The knowledge of families to know what they need. The assets within a family. The commitment of the family to support one another. The assets already around the family - school etc. The assets existing in the community. The social networks parents have with one another. | Link workers which connect people with assets. Investment in peer mentors. Investment in community infrastructure - like family hubs. - | Desired outcome - based around community Impact. The role of the organisation- a different approach. The value- in terms of social impact. | Yes | |
| newcastlecc | As a VCS development agency, we do not fit a traditional commissioner or provider role in the system. However, when supporting/brokering work with VCS organisations and their commissioners we can provide constructive challenge and promote the following 'tests' 1. before you start have you looked at what works locally 2.How overtly are we working with stakeholders on objectives and 'what matters most'. What is really required? is a 'commissioned service' the answer 3. Co- produce/commission for learning and sustainable impact not just traditional KPI's, including numbers 'in receipt of service' 4 Build in community engagement and involvement to commissioning process | maternal mental health service- project aimed a prototyping local linkwork/peer support for young mums during the perinatal period through to baby’s 2nd birthday 1. unique competencies of individual mum/mum to be 2. unique competencies of her partner should she have one and family 3 unique competencies of friends particularly those with lived experience 4. Unique competencies of VCS facilitated peer support 5.unique competencies of VCS facilitated link worker to help connect her with local assets, support and advice 6.unique competencies of primary care and specialist maternity and MMHS | 1.Harnessing mutual support of local mums via community connectors 2.Embed peer support into earliest point of Maternity and MMHS pathway 3.develop bespoke support packages via social prescribing link workers | • Mission – ‘Commissioning People and places for health and wealth creation’ • Objectives & Goals - 1. what matters most has become the priority though co-production 2. Local assets and capacity have been mobilised. 3 Local control and freedom to act maximised 4. Sustainable initiative 5. Embedded and integrated with related service provision • Community drivers -individual, family, community • Business case – Building around individual, family and community capacity and assets will act as a ’pre-service’ offer reducing demand, but will also act as complimentary support for those that are utilising the ‘service’ to maximise their capacity/resilience when no longer receiving • Evaluating impact and learning – this will be embedded throughout utilising appreciative inquiry with an understanding that “there is no standardised programme which is “best practice” for all times and in all places. In complex environments “what works” is the continuous process of learning and adaptation” * * https://www.humanlearning.systems/overview/ | Yes | |
| newcastlecc | 1. Challenge organisations the are seeking more resource to ask what it would look like for parts (or all) of their organisation to long be needed (because our communities no longer need them. Ask them to imagine how they can work towards that reality. 2. Challenge ourselves to move away from defining need and talking about addressing 'unmet need' when designing services 3. Set an expectation that before we commission new services we look at existing assets 4. Explore community alternatives in a genuine way (not just asking VCSE organisations to represent community alternatives) | Mental health: 1. The unique competencies of people living with mental health conditions to live well 2. The unique competencies of people who have recovered from mental health conditions to live well themselves and support those living with present mental health presentations to live well - e.g. through peer support work 3. The unique competencies of communities to create environments where mental health is not stigmatised and environments are supportive and safe for people living with mental health conditions. 4. The unique capacity of the VCSE sector to provide connections, capacity building and enhancing community competencies around mental health support that enables autonomy and participation for people living with mental health. 5. The unique competencies of the public sector to commission and provide patient-centred services for people with mental health - e.g. specialised advice, assessment, treatment, crisis response; to invest in community infrastructure, housing, services, programmes and spaces that support the autonomy and choice of people with mental health, including supported living. 6. The unique competencies of the private sector to provide jobs, leisure and recreation and other opportunities for people who live with mental health challenges to live full and productive lives. | 1. Work with people who have lived or live with mental health challenges to understand what enables them to live well and work with them to create those conditions, spaces or opportunities. 2. Work with families whose family member has experienced a mental health crisis to understand what might have been available to them to avoid such a crisis and work with them to design a community response to prevent escalation in the future 3. Commission services that build connects amongst people who experience poor mental health as well as those who don't define themselves that way. | Heading: Mental health is an issue for everyone: we all need real connection to sustain or improve our mental health. | Yes | |
| newcastlecc | Focus on outcomes not outputs (what difference vs. how much); Use flexible funding models (where services are required) that enables the person to choose how to use it and not be limited to a menu of providers that we decide; Commission infrastructure that allows communities to find their own solutions; understand the communities we are trying to support. | Home Care: 1. Local knowledge of care providers that are tied in to the community they serve (organisations and staff); 2. The ability of family and friends to support the person to access their community; 3. VCS organisations' ability to identify and respond to the support that people want in order to live in their own home. 4. The ability of public sector organisations to work together to create the infrastructure at a local level that will reduce the need for formal services. 5. The ability of people to advocate for themselves (or to be supported to advocate for themselves) to express what it is they want to achieve to have a good life. 6. | 1. "Support" groups - knit and natter, community gardening, shed clubs etc.; 2. Accessible public realm; 3. Informal support from neighbours - check ins | What do we want to achieve (high level mission)? What already exists? What have people ("stakeholders") told us? Where are the gaps and opportunities? What will we do? How will we do it? What are the measures of success? | Yes | |
| newcastlecc | Think and plan for the long term Allow time/capacity to build trust and relationships Allow flexibility which ensures that where services/interventions are needed they are appropriate and enhance the skills/capacities of individuals and their support networks Develop monitoring/evaluation systems which create learning opportunities and tell stories of change | My theme is housing and ensuring that older people live in quality housing. The competencies of older people to understand what makes a good quality home and to engage in the difficult conversations when change is needed. The competencies of families to understand when someone's home is no longer a good place to be and their capacity to engage in understanding how to effect change. The competencies of the third sector to provide safe spaces for informed conversation about what change might look like and to support the change through access to practical support The competencies of the public sector to commission/provide services and support that enable people to make change and their capacity to lobby for changes in policy The competencies of the private sector to innovate and provide new solutions (both new build and retrofit) which are available in the mainstream (not just bespoke/niche) Housing is complex. Partnerships are key. The competencies of cross sector partnerships to understand and act on their combined capacity to support change and improvement. | Care and Repair services which provide small but innovative solutions: discharge from hospital support schemes which enable quick responses when someone's home is the block on being discharged from hospital (Manchester) practical support to enable someone to move house (Manchester) ethical loan schemes to support adaptation/improvements (Salford) | Commissioning through an ABCD lens enables us to draw on a wide range of assets, starting with older people and their families, to ensure that older people in our city live in good quality housing. Five changes: Older people live in quality housing which is accessible and a good place to live. Older people and their families are supported to explore housing options which suit their circumstances There are community spaces/networks where older people are encouraged and supported to have conversations about planning ahead and given practical support Public sector has a vision for older people's housing and leads cross-sector partnerships which enable all sectors to contribute to innovation Public and private sectors develop a range of practical services Community drivers Older people want to live in quality homes. What this means is different for everyone. Start by understanding what this means for people and the range of support needed to achieve this. Poor quality homes impact on health and wellbeing and the knock on demand for health and care services. There are boat loads of evidence which show this. Understand how this can be mitigated and the appropriate interventions required. Business Case As above, there is a enormous amount of data which shows the impact of poor quality of homes on health and wellbeing. It's compelling! The solutions lie in a partnership approach as no single agency can deliver this and no single agency benefits. The system-wide benefits, and most importantly the impact on people's quality of life, need to be articulated more loudly to drive change. Understand the relevance of quality housing in later life to other agendas e.g. climate change/ net zero and make the connections. Impact Understand that it is long term change. Collect stories of immediate, local impact. Collect data on trends of older people's satisfaction with home and neighbourhood Data on use of health and care services (not sure how easy this will be to do as demand on the services will not necessarily go down given the ageing population, but how appropriately the services are used should change i.e. less housing related issues being presented). Critical Reflection Use the partnership group to regularly reflect and review progress and enable the flexibility to drive change. Draw in academic research capacity to help to capture and analyse trends and impact. | Yes | |
| newcastlecc | Step One: Do No Harm Co-produce a vision or mission which embeds personal, family and community assets to all commissioning intentions within the area Asset based commissioning – ensure organisations focus on sustainability of community, work as a system collaboratively, help individual's realise their potential and offer skills/knowledge Ensure co-production is at the heart of transformation for the area and ensure equity of power in commissioning, experts by experience Empower the individual through small sparks projects, ensuring the infrastructure is there to support the community, connect the dots, share history and strengths of the area, to bring the neighbourhood together and feel proud of where they are from etc Commission local organisations which are knowledgeable and focussed on success of the community rather than their own success | Theme: GP Practices working with Neighbourhoods, 6 key drivers: Competencies of individuals on self care and self support, understanding the system and where to go for support, e.g. pharmacies, practices, community hall etc. Being active, enjoying friendship groups, supporting each other Competencies of key neighbourhood activists to understand health system and support offered in community such as community champions, Social Prescribing Link Worker, Care Co-ordinators, Health and Wellbeing Coach, PPG Group Members/Chairs, Patient Forum Groups to sign post and act as connectors. This also ties into competencies of key practice staff to understand the roles of the key activists and who they are and competencies of carers, understanding support available to them via institutional support systems, support offered by the community in a less formal manner Competencies and knowledge of voluntary sector organisations which offer support, advice and guidance to people in the area to live well Private organisations such as care home and home care providers etc to give something back and offer support to residents who may want to upskill and start a career in the care industry Local schools to work well with the community offering their assets such as use of gyms and welcome the community to use facilities out of school hours. Work with larger organisations such as Newcastle Foundation to deliver sporting activities, supporting mental health improvement, Newcastle Eagles offer walks to local community, raise awareness of their health and wellbeing offer. | Three community responses GP Practice/Primary Care Network to look at alternative community assets to deliver health clinics/care sessions in the community, offering advice support and assistance, bringing a range of support services to the community hall for health checks, podiatry services, LTC annual health checks, weight management etc Whilst practices are local, maybe they could be made even more local by utilising health hubs, working in partnership with voluntary sector, private sector (weight watchers) to bring about change, health improvement, promote self care and awareness of key health messages promoted through working as a partnership. Working with local community groups to empower at a grass roots level local projects where funding if provided without performance and monitoring of spend. Empowering the individuals – self care advocates trained up and speak to own peer groups to support health and wellbeing, e.g. signs and symptoms of cancer. Training required, materials required, empowerment and belief that this will work. | Vision / Mission Empower the local community to live happy and healthy lives in a community that fosters self-care and support. Objectives Bring together health partners to work holistically Use the skills and knowledge of local people and community assets to promote healthy lifestyles Local people feel empowered to make healthy lifestyle choices e,g. diet, exercise Local people know when, where and from whom to seek support / advice re health concerns Health services are available in the community Community Drivers The skills and knowledge of local people – e.g . mums supporting new mums. Lever skills and knowledge of health professionals living/working in the local community Voluntary Sector - Competencies and knowledge of voluntary sector organisations which offer support, advice and guidance to people in the area to live well Private Sector assets – e.g gyms, weight watchers to enable communities to come together and support each other to become more active, fit and healthy. Support economic growth via job fayres to support local jobs and encourage young people to become involved, gain experience and secure local job opportunities Public sector assets – e.g. Health hubs, School facilities to support living well in the community offering their assets such as use of sports halls, equipment, gyms and welcome the community to use facilities out of school hours. Community assets – e.g. Walking groups, running clubs, community centres – acting as local health hubs, working with GP Practices to deliver key health messages throughout the year Evaluation Work with community champions and listen to people and community 'stories' to evaluate impact. Critical Reflection Sustainability of projects and community interactions. More people engage with health services to stay well, i.e. health screening/immunisations Knowledge, skills, assets stay within the community and flourish. | Yes | |
| newcastlecc | Ensure that any commissioned services have detailed engagement with communities to encompass community assets. Empower communities to "look after their own" to help patients adjust from commissioned services to local support. Promote the ABCD approach at a senior level. No decision about me, without me. | Opportunity, Goals, Community Assets, Support required to build on Community Assets, Impact Evaluation | Yes | |||
| yorkcommissioning2 | work with people with lived experience to ensure any service commissioned is what is actually needed. Work alongside the community to develop community approaches to alternative to a commissioned service. Work alongside the community and those who will use any community alternative to develop a programme that they people want. Enable communities / individuals to commission for themselves by using personal budgets in different ways | Learning Disabilities -day services. The unique competencies of families and circles of support to support those with learning disabilities to live their best lives. The unique competencies of the person's local community (neigbourhood) to come together to co-create conditions for people with learning disabilities to be part of their local community - to fully participate and not just present. The unique competencies of the third sector to build capacity for people with learning disabilities to come together to form friendship groups, social engagement opportunties etc. The unique competencies of the public sector to provide and / or commission person centred services within the communities that people live in rather than being taken out of their communities for a 'service'. The unique competencies for the private sector through contract specifications requiring and monitoring added value building on strengths based work. The unique competencies to build networks and cooperative partnerships to co-produce learning disability friendly communities across York. | Ensuring the community is ready for people with learning disabilities to be truly part of the communities in which they live by working with the community to build up the capacity. Work with families and those with learning disabilities to develop an approach they would want to be delivered. Work with independent providers to ensure they are ready to work in different ways. | strength based approaches, working alongside people and their families/friends, community involvement | Yes | |
| yorkcommissioning2 | Yes | |||||
| yorkcommissioning2 | Victim Support is offered through a commissioned service, and could inadvertently decommission the potential social network that surrounds that victim, which could provide long-term support. Could this dependency on the service based interventions diminish the community capacity to rebuild confidence in feeling safe in their local community, provide extended social network through local clubs? These harms could be mitigated through; asking the person what do they need to feel safe and resilient; identifying the persons personal strengths to keep safe; identifying their family and friends that can provide a supportive social network; identifying opportunities in the community that will help rebuild personal/social/community confidence; | Community Connectors - Volunteers support people that come to the attention of the police to build personal and community resilience; 1. Identify the competencies of the individual to stay well - such as access/interest in exercise/ engaging in social network/ meditation 2. Ensure that the competencies of the families and friends are considered within helping the person to stay well. Ask the person 'who they want to contact'. Often officers make assumptions of peoples safe places/connections 3. Identify the unique competencies within the local community that are available to support people to stay well such as access to; leisure centres; clubs; education; libraries 4. Identify the unique competencies of the VCSE sector to provide support to keep well such as; specialised support groups; community arts and crafts; volunteering opportunities; debt support; AA 5. Identify the unique competencies of the public sector that work in person centred ways such as; The Local Area Coordinators; Health Champions; access to specific health and well-being activities ; provide healthy environments/ green spaces 6. Identify the unique competencies of the private sector to provide access to healthy food, health and well-being services and goods | 1. Subsidises access to yoga/ meditation classes/ sports/ leisure activities 2. Clear signposting to access meaningful activities; volunteering/walking clubs/craft clubs 3. Community centre open door community coffee mornings | 1. Mission: To harness the communities assets that realise locals people health and well-being 2. Objectives; Increase peoples feelings of belonging to their local community; increase access to opportunities for peoples health and well-being; increase in peoples connections within their local community; increase in peoples health and well-being; increase in peoples knowledge of opportunities available in their local community 3. citizen-led; Relationship oriented; community and place based assets 4. Through enabling access to community assets to help people stay well, there will be less demand on services including the police, due to the decrease in social isolation and increase in personal and community resilience. Supporting people to stay well over the long-term rather than short. 5. Initial bench marking and follow up that will evaluate; 1. peoples perception of a sense of belonging to their local community; number of local opportunities; number of social connections; perception of well-being and social isolation; knowledge to access opportunities 6. Speak to people and community assets involved to understand the changes from their perceptive. Gather data from services to see if there has been a decrease | Yes | |
| yorkcommissioning2 | 1. Establish an integrated commissioning plan that has at its heart: Co-production and co-commissioning - drawing on the assets already available in communities and co-production of outcomes framework with local people and providers Strong relationships and greater collaboration across health, care and VCSE with opportunities for providers to form alliances 2. Devolve commissioning processes to neighbourhood level working with local communities via integrated neighbourhood teams 3. Greater insight beyond traditional data to get a real understanding of how resources can be used 4. Move to new contracts that provide greater transparency and accountability for community services provision, as well as greater incentives for providers to improve services - rather than rolling contracts over indefinitely without exploring alternatives. Population health approaches that focus on prevention and pathways of care for certain populations, using contracting models that bring different providers together. Commissioning for long-term outcomes that focus on wellbeing and long term social value - focus on prevention. | Mental Health Safe Haven. 1. For people experiencing mental distress to have the opportunity for an out of hours welcoming, safe, supportive, comfortable and non-clinical place that promotes independence and opportunities for recovery 2. A co-commissioned and co-designed service which has a clear focus on person-centred recovery and community based pathways of care 3. Voluntary sector alliance that facilitates delivery by a broad spectrum of partner organisations that support people in their community 4. Health, mental health and social care services intervene earlier to prevent escalation and direct people to a broad range of appropriate provision 5. Social contact with peer support workers 6. People with mental illness are encouraged to think about their personal strengths, abilities and the changes they can make in their lives - to take control, reach their goals and achieve improved mental wellbeing 7. Building capacity within community-based services to reduce demand and release capacity from the acute sector and in-patient beds 8. Collaborative use of community assets 9. Support for carers in or supporting someone through a mental health crisis | 1.Service co-produced, designed and commissioned that values the capacity, skills, knowledge in communities and promotes community networks, relationships and friendships 2. Focus on prevention and asset based community development to address inequalities 3. Voluntary Sector Alliance | York Safe Haven; asset based commissioning framework: Focusing on what makes us stronger together | Yes | |
| yorkcommissioning2 | 1) Provide opportunities for the people we support to take part in decision making when agreeing processes and procedures 2) Coordinate activities outside of the service, and in the community 3) Engagement with the families and friends of the people we support and use them as a strength to build on where appropriate 4) Digital inclusion, so that the people we support can feel more connected | 1) Support staff to work in a person led way, through coaching and reflective practice 2) Create opportunities for staff to coordinate activities with the people we support 3) Create a narrative in the projects that support strength based working (PTS) 4) Reduce bureaucracy and red tape to give staff more space for strength based working 5) Understanding of mental capacity through training, support client choice 6) Actively encourage the people we support to coordinate their own activities | 1) Personal Transition Service (PTS) 2) Mental Health Housing First 3) Stories Project (voice of the people who experience homelessness) | 1) Community led commissioning (whole systems review) 2) A resettlement pathway that is broad, diverse and effective 3) Options for people who experience homelessness i.e. 'own front door' philosophy 4) Impact of resettlement services on communities to inform design | No | |
| yorkcommissioning2 | Advice service provision: - recognise the value of informal advice - identify members of the community who are trusted for advice and information and identify ways to acknowledge and support that role - recognise that voluntary organisations can also be seen as 'other' and part of the establishment - establish a commitment to inclusive practice, supporting and empowering residents to know how advice is accessed and built upon | Advice service: - the unique competencies of people in the community who impart knowledge and information - the unique competencies of people who volunteer and offer their time and energy to support initiatives and organisations - the unique competencies of community anchors to promote the value of knowing your rights and responsibilities and how to access support - the unique competencies of voluntary organisations to engage with the community, develop volunteers' skills and confidence and to provide effective advice services - the unique competencies of statutory authorities to commission appropriate services, based on awareness of the needs of their communities - the unique competencies of private organisations to support voluntary service provision (eg. pro bono services from solicitors, refreshments for promotional work) | Advice service: - advice clinics run with community input - to support joint responses to local issues, identified when a number of residents come for advice (eg. around litter or complaints about a service). - localised training offer to encourage more volunteers from the community - 'pop up' advice clinics tagged to different community events - not related to money or advice (eg. environmental day) | Community knowledge: strengthening what we know and sharing it with others | Yes | |
| yorkcommissioning2 | 1. identify ways that young people using our services have the choice of how to engage with them. 2. keep the dialogue with young people open and responsive to their needs and aspirations. 3. Take time to look at what's strong not wrong and who the influencers are within their community 4. Identify what would make a good life for them. | Local authority has a unique competency to commission person centred sexual health services Unique competencies of the Young People to take control of their sexual health Unique competencies of schools to support young people to make the choices that are right for them Connectedness of families and friends to support young people, to make considered lifestyle choices for themselves Unique competencies of Local Area Coordinators to support asset mapping in areas of high teenage pregnancy. Identify the community connectors and the unique contribution they bring - likely to be people not involved in health service provision. | Commissioning sexual health services has been done in collaboration with other services that provide support but not with our local area coordinators or via volunteers, people helping people project - maybe more community involvement? Letting go of the traditional 'medical model' of providing sexual health care, giving citizens a voice I'm honestly not sure but maybe having a conversation with our community assets to involve then in shaping the service, finding out what matters to the young people? | Looking at what is strong not wrong - traditionally we start from, highest rates of teenage conceptions, abortions - data. So maybe a subheading of Assets - based on the 6 assets for ABCD? What capabilities do residents have, what local associations are out there, neighbourhood institutions, exchange and stories? How do we enable health? How can we develop a service that is not just about delivery to but delivery alongside... Who has a vested interest in this area - including families, who we don't engage with - we ask service users but not their wider 'community'. | Yes | |
| yorkcommissioning2 | 1. Believe in individuals and communities and trust that they know best what is good for them, and will help them live a better life. 2.Support individuals and communities to recognise their strengths/assets as building blocks for a better life - focussing on what's strong to help address what maybe wrong. 3. Promote and encourage the adoption of ABCD approach across the 'whole system' as a way of developing a shared agenda/culture that will help reduce silo-working 4. Do not feel obliged to have the answers, but be comfortable working alongside individuals and communities to find the answers that will work for them. | 1. The unique competencies of people with severe mental illness (SMI) to live well in the community. 2. The unique competencies of families and friends of people with SMI to live well themselves and to support family members and friends with SMI to live well in the community. 3. The unique competencies of communities (including neighbours, local shops and services) to co-create the conditions with people with SMI and their families/friends to live well in their communities. 4. The unique competencies of the VCSE sector to provide capacity building, community development and advocacy support to individuals, families, and communities to live well with SMI. 5. The unique competencies of the Public Sector to provide and/or commission person centred services that can support people with SMI if/when they need more support to help them live well; community building infrastructure; and relevant supports that enable autonomy and participation. 6. The unique competencies of the Private Sector to provide ethical services/support, economic growth and job opportunities that add value to the strengths of individuals, families, and communities in living well with SMI. 7. The unique competencies of intentional cooperative partnerships across the other six levers to combine strengths to co-produce friendly communities that value the contribution and gifts of people with SMI living in their community. | 1. Individuals and communities increasing their understanding and awareness of SMI to better support people with SMI living in their community to live well. 2. VCSE organisations working alongside people with SMI and their families/friends to develop the things that will help them be connected and live a good life in their community, be that activities (e.g. art, culture, sport), volunteering, or supported employment, etc. 3. Personal budgets for people with SMI to give them the ability to design support specifically for themselves. | Yes | ||
| yorkcommissioning2 | Right people involved, sharing power dynamics, transparency with each other, minimise silos | Poverty of opportunity is the theme Open communication No wrong answer question, simply new learning Respecting people's unseen wisdoms Inclusivity, no barriers to join No entry level criteria No target outcomes, just learning Open mentoring from emerging areas of community | No criteria to. join No exit times No restrictive barriers Fair representation Understand people's behaviours do not define or label them | I need help with this in the learning spaces I'd suggest : Welcoming discussion Clear description of role, purpose Who is there, support Are the right people involved Who's missing from the table What does progress look like Inform its experimental, no right or wrong outcome It's flexible and changeable as we progress | Yes | |
| yorkcommissioning2 | Start with an asset map rather than a needs analysis - what have we got, what can the community bring Spend more time in communities - talking to people, understanding the strengths and opportunities. Think about flexible approaches to funding - grants, start up/sparks funding Remember that in order to change practice - people need space and time to practice in new ways | The unique competencies of people who are living with, or have lived with, mental ill health The unique competencies of families and carers or people who are living with, or have lived with, mental ill health The unique competencies of communities to co-create the conditions with people with mental ill health to live well and to live a good life - to create communities where mental health is a shared concern and is better understood and supported The voluntary and community sectors' ability to capacity build and to co-produce the support, activities, networks that people need in order to stay well and to live a good life The private sector - to provide jobs and opportunities that recognise the unique strengths of individuals and are shaped and flexed to allow individuals to reach their potential. Also to embed a shared culture and community within their workforces. | Invest in employing community builder roles and use start up/spark type funding Create community 'spaces' alongside communities - employ peer supporters who have an instrumental role in shaping these spaces Create a flexible funding pot and allow communities to shape the priorities/how this should be spent | Yes | ||
| 11/01/2021 10:33 AM | yorkcommissioning2 | Show honesty and integrity over what services can be provided without over promising and under delivering becoming part of the problem. Ensure that multiple lenses are looked through when considering options especially ABCD lens! Work in partnership and avoid a competitive mindset Challenge commissioners on what they put forward and be part of the development | unique competencies of individuals facing multiple disadvantage their assets and talents as people Unique competencies of professionals with experience The public sector having the opportunity to commission differently (even if it is to make savings) Unique competencies of peer support/recovery community within the city Unique competencies of creative organizations/sector to support with changing the narrative around multiple disadvantage The ability of the Community sector to provide timely support as required and relive burden on statutory services | Grouping all contracts together and tendering for one whole system contract Developmental contracts where the provider takes a lead Removal of all targets/KPIS/end dates | Thriving not just surviving (Why) Connection not fixing (How) Values and principles (How) Do no harm (How) Change not measurement (Long term dreaming) | Yes |
| 11/01/2021 10:56 AM | yorkcommissioning2 | 1) Use strengths/asset based approach in assessing and support planning. Encourage and incorporate personal/family assets into support planning - with individual's consent, work alongside their family/friends/community too rather than exclude them from the support package.. 2) Service need to move away from the view that "the more clients referred to us, the better for the service". Service need to be adaptable and flex with clients who move on to successful outcomes. Use good practice and lessons learnt to embed flexible commissioning - change the service to support clients in a different way if needed without fear of failing to meet the KPIs or achieving fixed outcomes. We need to change that mindset of "we need more clients to prove that our service is needed" to "our service is effective, it is no longer needed so what can we do next to support the shaping of the community we live in so that our service is never needed again?" 3) Network with local community resources and build reciprocal relationships - be innovative in exploring options with clients rather than offer clients a limited selection of existing services with whom we already work with. 4) Remove outcome based commissioning - while it seems person-centred, it is deceptive in that it causes services to become fixated on achieving these outcomes, regardless of whether it is what clients actually want on an individual basis. Outcomes based approach in working is in fact for the benefit of the commissioners rather than the individual accessing the service. Commissioners need to let go of the reins and trust the service and individuals within the service to achieve their clients' self defined outcomes whatever they may be. | People who are living with complex needs to live as they choose to live. Carers/families to support these people and to be supported themselves. Communities - neighbours and community resources to develop compassion toward people who are living with complex needs and to open up their spaces to be safe spaces for people - to become an inclusive community. 3rd Sector - to advocate client defined outcomes and to be an ally for clients in being heard as people with experiential expertise in living with complex needs. Local Authority - to ensure that services are person centred and asset based. Health Services - to co-produce with individuals their outcomes without putting pressure on individuals about social expectations of recovery. Private sector - local businesses to be flexible in creating employment opportunities for people living with complex needs, thus empowering individuals to participate and contribute to the community they are living in without tokenism. | No | ||
| 11/08/2021 09:29 AM | yorkcommissioning2 | commission community connectors, strengths base approach(what's strong not wrong) built of needs identified by the community, co design and shared responsibilities for developments ,shared evaluation and learning, focuss deliberately on community alternatives | people and families know what will help tp prevent crisis and support people during crisis, families know what support they need to support a family member in crisis, VCSE know what will help people in crisis, specialist services are able to offer support and supervision for people supporting people with a crisis, other agancies know the importance of supporting people in crisis | local community hubs, training and support for people and families, on line support,perr support for individuals and families | Asset mapping, community connectors, community drivers, what do we want to change and achieve, How will we evaluate and ensure ongoing learning | Yes |
| 03/08/2022 09:51 AM | birmingham | Co-Production / Consultations with communities / Recruit local citizens to commissioning panels / recruit organisations / businesses / people embedded within the communities to act as a vehicle to connect with citizens | People with hearing loss: 1) Utilising third sector organisations to conduct capacity building function (Deaf Plus; BID; RNID) 2) Engaging local infrastructure; schools; post offices; GP practices to be part of the conversation to input to support people with hearing loss to live well 3) Public sector; Public Health to commission and invest in services to building capacity in the community (for e.g. ensuring GP services and clinics have relevant hearing loops; technology that enables people with hearing loss are accommodated for. Simple things like when the receptionist /GP calls out your name - this is overlooked by people who do not have hearing loss issues.) | 1) Engaging local citizens who are able to sign / BSL users / volunteers who can be part of a resource pool / part of commissioning panels 2) Build capacity in the communities via third sector to build confidence / skills and resilience who could support the wider hearing loss community through groups / forums / activities | Yes | |
| 03/08/2022 10:20 AM | birmingham | Whatsapp groups * | No | |||
| 03/10/2022 11:50 AM | birmingham | 1. Have a local neighbourhood-based organisation [such as our NNS] that focuses on mapping assets / building relationships, so we know "what is strong" locally. This might be individual active citizens, or it might be groups, activities, places, or groups. It may also be provider organisations that are well connected locally and trusted. Make sure this mapping is shared and updated and that any commissioning activity complements and support it rather than replacing or 'crushing' it. 2. commission in a way that discourages providers from trying to dominate the market or outgrow other organisations. Our Prevention First outcome framework does this because it requires all provider to be connected to a network of asset and services and to actively support citizens to connect to these. Also, we actively encourage partnership and sharing of skills between providers via a provider network that we attend with them. we have a promoted a culture where there is more for providers to gain from reciprocity than from competition. Also focus on prevention outcomes for individual and ask for evidence via citizen stories of difference / impact 3. One of the ways in which we mitigated against the historic tendency to always promote institutional / service based responses is a change in how Adult's Social Work teams now interact with citizens asking for help. The implementation of Three Conversations means a greater focus on spending time listening to people tell us what their hopes and dreams are as opposed to assessment based on form filling / testing eligibility. Conversation 1 is about listening to people and then connecting / introducing them to things that interest them / improve their lives / are local - this automatically ensure that community-based solutions are prioritised and considered first. Services / institutional options are considered only when there is no other viable option. There is more to do to change the culture to one of strength-based & community focused conversations - especially across the rest of the public sector. But we only have control of this change of practice / culture in adult social work – however I believe we are trying to influence this more strategically. 4. Avoid commissioning so that individual have sole responsibility / or giving control to institutions - All the points above will mitigate against this - particularly the change of SW practice to strength based / community focused response to people asking for help. Some people with high levels of care need chose to take personal control of their care and support e.g., DP / Personal Budgets. This can be a very positive and powerful, but this should not exclude them from have other aspects of their life where they find a community solution - e.g., they might need skilled personal care but want to participate in a community arts activity alongside other citizens. Sometimes citizens need institutional care because they cannot maintain their own safety / risk of harm to themselves or others etc. But these institutions should be commissioned in a way where they connect their resident to local communities e.g., share their buildings, minibuses, skills & activities with other local citizens. This can be promoted through social value contracts that are monitored by commissioners. | Community drivers for change – focus on promoting the strengths of the Deaf Community in Birmingham [specifically profoundly deaf BSL users] 1. The unique competencies and skills of Deaf people to live a good life and to support other citizens both Deaf and hearing people and to contribute economically. 2. The shared experience and bounds of language and culture for Deaf people in Birmingham 3. The desire of hearing family and friends to live in an integrated and inclusive way alongside their Deaf relatives and friends 4. The interest of neighbours and local businesses in understanding BSL culture and language and including Deaf people in the wider community. [e.g., positive impact of Rose Ayling-Ellis leading to big rise in demand for BSL training] 5. The skills and expertise in the voluntary sector organisations that have supported the Deaf community for many years and have the skills to support and promote capacity building. 6. Commitment of Adult SC to commission community building infrastructure 7. Commitment of the private sector to develop inclusive services and provide job opportunities 8. The opportunity for all seven drivers for change to interact with each other in a way that coproduces the best outcomes. | 1. Working with Deaf people within their household to develop their confidence and ability to access, activities, help and support that they want to lead a good life. Alongside this to promote an appreciation of the strength of deaf people within their own families / homes / friendship groups. 2. Deaf BSL citizens educating 'hearing' citizens, relevant local assets, and private sector services about how better to include Deaf people – explore as possible source of income generation for the deaf community 3. Birmingham’s Deaf community, with development support, to provide peer support / a welcome to deaf migrants / asylum seekers arriving in Birmingham [apparently there are a significant number] who are totally new to the City, feel lost and excluded and may also use International Sign Language rather than BSL. | 1. Mission / why? – The Deaf community tell us they feel excluded, marginalised and are lacking opportunities, we believe, with the right support, they can use their own strengths to significantly improve their lives. 2. Objectives and Goals – a. For Deaf people living in a hearing household to be included, understood, and respected by the rest of their family. b. For Deaf people to develop the activities, groups and places that interest them, where they feel welcome and safe. c. For Deaf people to share their knowledge, skills, and culture with the hearing community in order to develop more integrated and inclusive communities. 3. Community drivers supported: 1. The unique competencies of Deaf people to live a good life and to support other citizens both Deaf and hearing, and to contribute economically. 2. The shared experience and bounds of language and culture for Deaf people in Birmingham 3. The desire of hearing family and friends to live in an integrated and inclusive way alongside their Deaf relatives and friends 4. The interest of neighbours and local businesses in understanding BSL culture and language and including Deaf people in the wider community. 5. The skills and expertise in the voluntary sector organisations that have supported the Deaf community for many years and have the skills to support and promote capacity building. 6. Commitment of Adult SC to commission community building infrastructure Business case – Current Health & wellbeing profile data for Birmingham Deaf Community [if exists?] Evidence of current impact on community e.g., failure to access NHS, experiencing discrimination, economic including low employment levels, educational attainment, and benefits entitlement Outline of proposed activities / project + outcomes anticipated Evaluation methodology Options appraisal – do nothing, do part of this, deliver whole proposal Evaluate impact – Stories of difference from Deaf & Hearing participants Numbers and stories of inclusive groups, activities, places created Before and after project wellbeing score for each Deaf citizen Numbers, descriptions, impact stories of Deaf awareness training delivered by Deaf people Reflective Practice – Commissioners visit some of activities / groups and chat to beneficiaries Include reflection on project in reports to our commissioning board Use person centred evaluation tool – potentially via workshop with group of beneficiaries | Yes |
| 03/10/2022 12:07 PM | birmingham | listen to the community with the intention to improve and incorporate their views in a meaningful way don't commission services to tick a box, if you have commissioned a service, make sure it's thoroughly audited to ensure it's meeting the needs stop being so empathetic towards primary care (GP's), yes they play a major role in the health economy and patient care but it's a business and they don't lose out financially especially larger Practices. GP's need to cooperate to make the ABCD model work commission services that aids primary care to identify community resources (where possible) and record them as they speak to patients | My role is not to commission services, so it's a bit difficult to answer the question. With the recent conversations I have had with NNS, Charitable trusts, councils (Bham and Sutton), Age concern, Dementia stood out for me coincidentally as there is a lot of work going on in the community in pockets/silos but parties don't necessarily want to collaborate and have better outcomes for the citizens of that locality. I don't see my organisation as a barrier but I also believe we don't do enough to make these collaborations work, the politics, dynamics, red tape and ticking the box exercise is quite frustrating. | I have never worked in a council and am new (started mid Jan) to my role, so still learning what's commissioned/not commissioned, who the players are and what services are out there. I come from a primary care background which is very clinically focussed with elements of social prescribing embedded. | Mission: Commissioning through the lens of ABCD gives a Community "Cake" (Nurture Development) Objectives: To achieve better relationships and the right care with a person centred approach To value the existing skills/knowledge in the community (street) for a stronger neighbourhood To support smaller business in the neighbourhood To reduce social isolation by being aware of the citizens around our neighbourhood and provide local support/awareness Community drivers: Local knowledge of neighbours, find out about voluntary sector and what already exists to strengthen it, identify groups Business case: by providing examples of successful work that has happened across the world and specifically nationally to make it more relevant. Show efficiencies and cost effectiveness of the approach, research on local data and present the existing strengths of the community. Evaluate: start small and evaluate by looking at the database and connections formed followed by measuring the referrals received and outcome of a percentage of it if numbers are too big. Identify success and failures, ensure a "lessons learnt" is completed and improvement made in future. Critical Reflection would form part of the lessons learnt and this will be completed with the working group as required and relevant. | No |
| 03/11/2022 10:42 AM | birmingham | Enable community connector to develop compassionate conversation locally, invest in growth of the community hubs, allow for community based capacity building. encourage and strengthen outcomes based approach within communities. | The building blocks for Neighbourhood Networks: 1. COMMUNITY ASSET MAPPING Finding out what assets - groups, activities, services - are in the area 2.WORKING WITH COMMUNITY BASED PROFESSIONALS Supporting strengths based practice of social workers and others by connecting them to community assets 3. LOCAL MARKETING & ENGAGEMENT PLANS NNS promote themselves to local organisations 4. NETWORKING EVENTS Building partnerships and local trust with citizens, assets, local professionals & NNS teams: strengthening the local system 5.COPRODUCTION Citizens are involved in steering groups, grant panels, gap analysis and developing local solutions 6. LOCAL GOVERNANCE Constituency Partnership Steering Group: Local stakeholders (citizens, community based professionals, councillors) shaping the work of their NNS 7. GAP ANALYSIS Ongoing conversations with citizens and other partners about what is needed in the area and seeking to address this 8. CAPACITY BUILDING SUPPORT Supporting local assets to develop through training & support 9. GRANTS PROCESS Managing and allocating a small grants fund to help local assets meet gaps 10. EVALUATION of OUTCOMES Development through evaluation of outcomes, obtaining citizen and stakeholder feedback | Asset Mapping – more resources need to be put into this. NNS will need to do have a renewed focus on asset mapping especially if extension to younger disabled adults takes place. Connect to Support is a good resource but need to be promote more so it gets the use it deserves. Coproduction [citizens with lived experience] - Need to look at how coproduction can work more effectively and what parts of the NNS it should focus on. The pandemic has held back plans to develop coproduction for many of the leads due to difficulties recruiting citizens and need to do everything online. The citizens spoken to were keen to share their lived experience by helping with things like gap analysis and grants panels. One response stated it would be good to see the scheme helping people with disabilities to start their own groups and be actively engaged with leading the local work. A recommendation that community organisations who are planning a project pass ideas through a community citizens panel in each area - before getting to grant stage. Partnership with Social worker [and other professionals] – Social workers and social prescribers should be more widely engaged with citizens, not just those with care and support needs, this can't be left to community organisations solely. Post Pandemic work needed to get social workers back out in the community, it feels like this has gone backwards. Social workers acknowledge that after the pandemic – “Work needs to be done in getting social workers back out in the Community.” Capacity Building & Gap Analysis - Need to develop capacity building offer to enable more 1-1 support and guidance for assets in terms of governance and business development. It would be good if we had more resource within the NNS team to offer this level of support because it is very time intensive and we only have small teams. Better communication channels are needed with minority communities in Birmingham. Don’t make the mistake of amalgamating ‘BAME’ people together to make it easier for organisation to provide support; we still need to respond to those individual and cultural needs. We need more support/awareness work to encourage smaller community groups to get involved in the NNS. Social workers acknowledge the importance of their contribution to gap analysis; “…lot of work needs to be done there and SW need to be feeding in what they learn from discussions with citizens.” Another social worker comments that, “Citizens are telling us things that they want; they could be part of fun ways of interacting and learning from each other like the speed networking events. This allows for great ideas to go into the planning.” | Everyone Has Gifts with rare exception; people can contribute and want to contribute. Gifts must be discovered. Relationships Build a Community see them, make them, and utilize them. An intentional effort to build and nourish relationships is the core of ABCD and of all community building. Citizens at the Center, it is essential to engage the wider community as actors (citizens) not just as recipients of services (clients). Leaders Involve Others as Active Members of the Community. Leaders from the wider community of voluntary associations, congregations, neighborhoods, and local business, can engage others from their sector. This “following” is based on trust, influence, and relationship. People Care About Something agencies and neighborhood groups often complain about apathy. Apathy is a sign of bad listening. People in communities are motivated to act. The challenge is to discover what their motivation is. Motivation to Act must be identified. People act on certain themes they feel strongly about, such as; concerns to address, dreams to realize, and personal talents to contribute. Every community is filled with invisible “motivation for action”. Listen for it. Listening Conversation – one-on-one dialogue or small group conversations are ways of discovering motivation and invite participation. Forms, surveys and asset maps can be useful to guide intentional listening and relationship building. | No |
| 03/11/2022 11:13 AM | birmingham | To consult with wider community to see what they would like to see in their community on a regular basis. Commission third sector service to undertake the training and mentorship of the new groups and community assets to ensure they survive and develop and reach the wider community package of training designed to educate and inform community members of their potential, and the contribution they can make by taking on leading roles in their community Encourage commissioners and financial departments to see see community assets as partners and develop a relationship of co-production | Working with the homelessness, the first driver would be to ensure they are aware of services that can contribute to their health and well-being ensuring they are able to access basic needs, enabling them to take the first steps to changing that situation within the community if this is their wish. this will contribute to a friendlier more homonymous community and a productive community. Competencies and ability to access services that could contribute to improving their own lives empowering them. E.G Local authority to encourage the use of alternative currencies can be used to by clothing and food rather than giving money that might be used to obtain substances, charities should be encouraged to accept alternative currencies rather giving goods for free this will encourage a boosted local economy that supports local organisations and people. Encourage partnerships to promote change into action, by commissioning both the third sector and the private sector to invest in their communities, building better lives and lowering crime and building integrated and supportive communities. | not know at this point need to research | 1. to empower communities and to empower community members to have a voice and to turn that voice into action 2. To offer more choice around services and service delivery. To build greater community cohesion. To encourage partnership working and more community participation by citizen's 3. to build better lives by support those in need, to build safer neighbourhoods for those living and working, building better quality of life for citizen's that allows them more autonomy. 4. Would reduce the number of crisis presentations in the community, increase the health and well-being of the whole community, potentially creating a hostile environment for criminal activity 5. Commission third sector services to gather data, conduct surveys, work with partners in health, social care, police etc. 6. we would invite this partly from the community and also by assessing outcomes, e.g number of crisis presentations, crime rates, community feedback etc. | Yes |
| birmingham | Commissioning needs to be co-produced and co-designed in a strength-based way, recognising the family/personal and community assets as the lane 1 of the approach. EIA needs to be completed Evidence new as well as returning citizens that the organisation works with, that way it gives an idea of how many new citizens are engaged. Always request case studies/stories of difference to see how impactful and strength-based the intervention was. Enable creative approach rather than command and control approach. Include monitoring around community connections and not just their own service/activity. Enable innovation, flexibility, coaching approach to support the citizen to be empowered and flourish themselves | Bereavement Friendships, relationships, networks of the person grieving – best and most important approach to supporting a bereaved person Generic public service led businesses, those friends/networks mentioned above – compassionate conversations Peer to peer, citizen led activities, things to do, places to go to locally – on the door step, readily accessible and well visible so that the person can just drop in. Not necessarily bereavement ones either Local community organisations, places of worship, healing gardens Specialist services for the small % who need further input – counselling, psychology Taking an overall view of all the above and starting with these in mind | Allowing for flexibility in the way the initiatives are run, enabling citizens to identify challenges, collectively responding to those without being overly prescribed; allowing for communities to access support where they needed in terms of understanding how to support someone going through bereavement, so that they are enabled themselves to take on the role of a support function rather than service led; map bereavement support to know what's being delivered in the city; collaborate and build relationships/networks preventing from silo working; take the 3 lane approach | Yes | ||
| birmingham | 1. Understand the personal, family and community assets in the context of what you are trying to achieve. This can allow you to build upon what is strong and avoid 'decommissioning'. 2. Ensure that specifications for commissioned work are suitable for a wide range of providers and less reliant on key performance indicators that are more suited to service-based interventions. 3. Share best practice on community alternatives to alter the mindset of institutional and programmatic interventions. 4. Alter the language to use the term 'community' more than service user, citizen or resident. | Digital inclusion and its impact on health and wellbeing, resulting from digital innovation (project in early stages): 1. Unique gifts and competencies of people who are perceived to be digitally excluded. 2. Unique gifts and competencies of families of those who are digitally excluded who can support those to gain skills and stay connected. 3. Unique gifts of communities to support those who are digitally excluded (e.g. sharing online information in person). 4. Unique gifts and competencies of the third sector to build capacity to support those who are perceived to be digitally excluded (e.g. third sector organisations providing education courses on using tablets). 5. Unique gifts and competencies of the public sector to provide services that support those perceived to be digitally excluded. 6. Unique gifts and competencies of the private sector to provide services suited to the strengths of this community. | If the aim is to research and understand the impact of digital exclusion on health and wellbeing in an era of digital innovation (big data, AI, PHM, telemedicine, applications in public health): 1. Using a variety of community organisations (e.g. those working with older adults) to research digital inclusion by understanding the strengths of people who are not currently online. 2. Training (and paying) community connectors to act as community researchers to understand the strengths of people who are not currently online. 3. Start a reverse-mentoring type scheme and via a (paid) facilitator, connecting people who are digitally included to those who are perceived to be digitally excluded. | Draft 1. Vision a. Purpose b. Principles for Action c. Objectives and Goals 2. Community Insight a. Aspirations b. Assets c. Drivers 3. Planning and Design a. The Opportunity b. Citizen Voice c. What is Success? 4. Monitoring and Evaluation a. Citizens Voice and Stories b. Outcomes c. Reflection and Learning | Yes | |
| alqasimi | 1. Map and identify community competencies, gifts, capacities, needs and assets of individuals, associations and local organizations 2. Develop the connection with community through building new relationships and strengthening and expanding existing ones 3. Involve community in the creation of their own community vision and plan 4. Secure investments and resources needed from outside the community to drive community development programs | Theme: The absence of a center or club in the neighborhood for the people to spend their free time in a meaningful and educational way away from electronic devices and games Drivers: 1. The unique competencies of children and adolescents to spend their free time in an entertaining and useful educational manner 2. The unique competencies of families to maintain the health and development of their children skills and capabilities 3. The unique competencies of societies to create conditions for more effective use of children and adolescents free time and ensuring the improve of quality of life 5. The public sector's unique competencies to provide and/or commission person-centered services; community building infrastructure; and appropriate support that allows independence and participation The unique competencies of the private sector in providing ethical services/products that contribute to the development of skills and capabilities 7. The unique competencies of collaborative partnerships to support individual and community development programs and activities | Community talent festival Community talent club E-platform for community talents | Mission Objectives and goals Community drivers Business case - Collect community stories - Forming community team - Mapping: o Identifying Community needs o Identifying assets inventory (gifts, skills, talents and resources) o Identifying opportunities o Identifying associations o Identifying Community functions - Building connections - Assess and evaluate: o Setting KPIs o Results collection (performance measures, surveys) - Reflection: o Interviews/ focus groups | Yes | |
| alqasimi | • Applying online support session that ensure the privacy of those being served from the employee • Help in Qualification initiative in professional and commercial work for the prisoner • Awareness of the role, impact and returns of community support | “ex-prisoner” 1. The ex-prisoner 2. The family member of ex-prisoner 3. The correctional facilities 4. The consultant in private sector 5. The government to support ex-prisoner having careers 6. The neighbors and how they will treat with ex-prisoner | • Hiring ex-prisoner from some private organization • Offer free online study from some college for prisoner to complete their education • Some consulter give free support for the ex-prisoner | 1. Mission: Qualifying graduates of penal institutions to be part of society 2. Objectives & Goals: • Non-return of the former prisoner to the penal institutions • Employment of ex-prisoners • Community acceptance of the ex-prisoners 3. community drivers: Ministry of social development. Religion houses. Private consulters. 4. how: Business agreements with drivers 5. KPI for the previous goals 6. matching the results with future initiative to make sure of Sustainability. | Yes | |
| alqasimi. Kaltham | 1-hazard specific control activities such as flood levees or bushfire mitigation strategies. 2-design improvements to infrastructure or services. 3-land use planning and design decisions that avoid developments and community infrastructure in areas prone to hazards. | INEQUALITY AND MARGINALIZATION “Inequality” is an easy, but sometimes misleading term used to describe the systemic barriers leaving groups of people without a voice or representation within their communities. For a population to escape poverty, all groups must be involved in the decision-making process — especially when it comes to having a say in the things that determine your place in society. Some of these may be obvious, but in other situations, it can be subtle. CONFLICT Conflict is one of the most common forms of risk driving poverty today. Large-scale, protracted violence that we’ve seen in areas like Syria can grind society to a halt, destroying infrastructure and causing people to flee (often with nothing but the clothes on their backs) HUNGER, MALNUTRITION, AND STUNTING You might think that poverty causes hunger (and you would be right!), but hunger is also a cause — and maintainer — of poverty. If a person doesn’t get enough food, they’ll lack the strength and energy needed to work (or their immune system will weaken from malnutrition and leave them more susceptible to illness that prevents them from getting to work). Extreme poverty and poor health often go hand in hand. In countries where health systems are weak, easily preventable and treatable illnesses like malaria, diarrhea, and respiratory infections can be fatal — especially for young children. LACK OF EDUCATION Not every person without an education is living in extreme poverty. But most of the extremely poor don’t have an education LACK OF JOBS OR LIVELIHOODS This might seem like a no-brainer: Without a job or a livelihood, people will face poverty. Dwindling access to productive land (often due to conflict, overpopulation, or climate change) and overexploitation of resources like fish or minerals puts increasing pressure on many traditional livelihoods. | Providing schools, even if they are small, for education Create job opportunities, even if they are simple Providing food at cheap prices | Yes | ||
| alqasimi | Maintain accurate data based, allocate clear accountabilities, share responsibilities and transparent communication. | Competency of the person, availability of resources, initiative driven, support from others | Share resources and responsibilities and evaluate impact. | Needs to understand this more | Yes | |
| alqasimi | Understanding the main assets and needs of the org. Focus on its own people, connect more with the community to understand their main needs | I’m currently working to go paperless in the office. Below are the main drivers: awareness of the consequences- strong connection- alignment and understanding of the end goal. New mindset - willing to change and have better life. | Use of technology, introduce sub committee to review the initiatives- connect with partners to share their experiences | 1, 2, 5 are the main headings and the rest are sub headings | Yes | |
| alqasimi | Automating all services / new generation leadership / Preserve confidential documents / team work between all sections | Lack of awareness for the new generation with heritage: 1) School visits to explain heritage to students 2) Periodic events that support the heritage of the community 3) A complete heritage program for students 4) Co-work with famous institutions to publish and aware the new generation 5) Innovative projects to support heritage aspect 6) Issuing small books on the heritage | 1) Co-work with famous institutions to publish and aware the new generation 2) Periodic events that support the heritage of the community 3) A complete heritage program for students | What is your future vision for Commissioning Framework ? | Yes | |
| alqasimi | Meetings can be held with members of the community or institution to raise awareness of the importance of this type of program in contributing effectively to society. Clarify through the workshops the importance of these cooperative programs in solving problems or damages in society. To bear full and complete responsibility, which is self-sufficiency for individuals according to the needs of their small communities. | Subject: Contribute to providing recreational services and activities for children in the neighborhood. Discuss the people of the neighborhood on this subject and that it will be useful to the people of the neighborhood. Choosing a suitable land to donate to this type of activity. Donate money and time and choose the right people for the organization. Make a simple party for individuals after completing the achievement and celebrate it with the children. | Awareness of the importance of this work for all neighborhood members. Share ideas with the neighborhood council. Brainstorming to think of a solution. Contribution, whether in time, money or organization. | المشاركة التي تمثل نموذج أساسي و هي مسؤولية مشتركة في مجتمعة ، أن تكون مشاركتها في المشاركة في واحدة من الأفراد. | Yes | |
| alqasimi | 1- address the problem 2- analyze facts and result 3- act effectively 4- support accountability | innocent prisoner / 1-his/her family 2- neighborhoods 3- media 4- government (criminal recode) 5- job opportunity in private sector 6- psychological effect | acceptance approach get them more involve in the community / support them by provide therapy sessions / support in their work or business | No | ||
| alqasimi | Yes | |||||
| birmingham | Research, discuss, collaborate, codesign, empower, devolve | Local arts organisations to co-create activities and services which add value to the community, empowered by community voice and direction - translate 'what would make a great day' into reality on the ground Local amenities to co-create creative spaces / allow creativity within their resources Participants and audiences to drive cultural activities they would like to see in their communities Larger organisations to embed in localities and truly integrate into the cultural landscape, directed by residents BCC to commission activities which support cultural autonomy in localities | residents leading on creating their own unique cultural language and landscape, facilitated by public services, third sector, local arts organisations and resources, not led by them. | Your cultural landscape, your way | Yes | |
| 05/11/2022 08:44 AM | surrey | Strengths-based practice in social care, grant programmes, peer-led programmes to build confidence around things like Direct Payments, asset mapping prior to developing a tender | Surely you could just rewrite these "unique competencies" for any condition or situation by just substituting the word "dementia" with any other condition or criteria?! | My unique theme would be supporting people with additional needs into long-term employment. Three community responses include: 1) Community parents - using community volunteers to take on the parent type role of encouraging and helping someone as they start a new job e.g. making sure their shirt is ironed, they have lunch for their first day, someone asks them how it went etc 2) Vocational/Provider collaborations - charity sector support organisations working alongside private companies to provide an entry level vocational programme to help meet the business' skills demand, help people with additional needs train for the sector and provide a recruitment pathway 3) Peer social care workers - involving people with lived experience in supporting individuals with strengths-based care planning to encourage and support them to build their confidence in living life to the full | User voice Common understanding of need (based on statutory info as well as feedback from residents and representative groups) Current VCFS provision Expressions of interest from VCFS to deliver desired outcomes/meet needs Outline of opportunities to contribute so everyone can see a role they can play Support required by VCFS to meet local needs | No |
| surrey | Start with connecting with people in the community - and discovering their strengths and what they want to change. Facilitate those with similar interests coming together to explore what can be acheived together. Finding out what people and groups need to facilitate their response. Collectively identify where they need institutions to do things and understand what these are. | The competencies of children and young people with mental health to live well. The competencies of teachers, child carers etc to have positive mental wellbeing strategies and to support children/yp with theirs. The competencies of parents/guardians/grandparents to have positive mental wellbeing strategies and to support children/yp with theirs. The competencies of groups of parents with children with similar needs to come together to build collective capacity and safe spaces and activities to support ch/yp mental wellbeing. The competencies of the voluntary and faith and community sector to provide safe spaces and trusted groups/activities etc which children/yp can connect with to build resilience and support their mental wellbeing. The competencies of the public sector and commissioned services to provide a range of accessible services including online, in person, groups, activities to provide services to support and boost mental wellbeing. The competencies of multiple private providers offering a range of flexible services which meet dffering needs such as mentoring, counselling, animal therapy, arts, specialist sessions to accomodate children and yp to enable them to boost their mental wellbeing | Animal therapy activities and spaces - initiated by private providers or schools or communities of parents etc. Special interest groups run by clubs and organisations such as childrens yoga at a leisure facility or a craft group in a school to encourage conections and relationship building time in a quiet environment. A womens and young women's group with whatsapp and monthly social and interest acitivities (initiated by some parents and grown to include some staff) to promote peer connections and support and knowledge sharing | Yes | ||
| surrey | Through co-design and co-production, any commission undertaken is based on and strengthens personal, family and community assets Challenge the assumption that service provision is the answer, by ensuring that SLAs and procurement processes include KPIs which foster collaborative, person-centred approach, including sign-posting Commissioning an approach in support of delivery of an overarching outcome Work with community providers to co-produce the SLA and ensure everyone has a role to play in performance review and development to respond to emerging needs of communities. | MH awareness in communities following the pandemic The prevalence of MH and the personal experiences of a high number of residents The experiences of people living with MH conditions and the support they would like to see Individuals living well with mental health challenges The families of people living with mental health challenges The unique competencies of the community, voluntary and faith sector The community assets which support prevention of ill health, including housing, leisure facilities, learning facilities, jobs & employment, physical activity. | ABCD Approach to MH Commissioning Mission: - Mental Health services are under pressure – there are long waiting lists. Community support is important to help people in addition to the formal system. - Low level mental health is prevalent in communities and preventative support could be offered - People with MH conditions experience stigma and exclusion – community awareness and support for those with complex or enduring conditions is needed to enable people to live well with their conditions Objectives: - Increase social inclusion of people with MH diagnoses - Increase community awareness of MH - Capacity to support mental and emotional wellbeing - Timely presentation for support - Improve experience for people living with mental health challenges. - Save monies for treatment to enable reinvestment in community and for those who need care Community Drivers: - MH awareness in communities following the pandemic - The prevalence of MH and the personal experiences of a high number of residents - The experiences of people living with MH conditions and the support they would like to see - Individuals living well with mental health challenges - The families of people living with mental health challenges - The unique competencies of the community, voluntary and faith sector - The community assets which support prevention of ill health, including housing, leisure facilities, learning facilities, jobs & employment, physical activity. Business Case: - Prevalence, increasing following COVID19, early support and prevention provides an opportunity to mitigate - Benchmarked working examples from other Councils illustrating community investment to save, prevention/community. - Evidence base for communities to increase connection reduction loneliness/isolation which has a clear impact impact on psychological factors which relate to health seeking behaviour which includes healthy lifestyles, physiological impacts (cardiovascular health), mental health. - Reduced cost of high impact A&E usage by supporting timely access - Employment/economic effects of time off with stress etc Evaluate: - Self-reported wellbeing/loneliness/isolation - Qualitative measure - Community led activity/Social Capital - Social return on investment/Social Value (Review tools from across the Country to develop a best practice measure) - Impact on services/Acute care - Long term Surreyindex Reflection: - Co-design process from the process including; communities, VCFS, stat partners. Clearly defined mechanisms for two-way communications, feedback loop: “Ask, you Said, We heard, we did, Ask again” - Independent MH forum - Community Networks - Local Community Partner networks (CVS) | Yes | ||
| surrey | 1) Placed based networks to ensure alignment of policies and approach between different services and organisations to mitigate displacement and silo working 2) Involve people a co-commissioners and co-producers so people are involved in the process of commissioning and deciding what is commissioned 3) Take into account assets and people within a community to build on what's there and co-produce based on value and not start from scratch, don’t just consult but collaborate 4) Provide the right contribution at the right time to support the community to deliver their own response to the challenges they face - e.g social isolation - providing space or facilities, health and safety support. 5) Provide what is relevant response not just a statutory response. | The competencies of people with autism to live well. The competencies of family members, carers and teachers to support people with autism to live well. The competencies of community settings, shops and services to positively support people with autism. The competencies of the voluntary and faith and community sector to provide safe spaces and trusted groups/activities etc which autistic people can connect with to build resilience and support their mental wellbeing. The competencies of the public sector and commissioned services to provide a range of accessible services including online, in person, groups, activities to provide services to support and boost people with autism The competencies of multiple private providers offering a range of flexible services which meet differing needs such as mentoring, counselling, arts, specialist sessions to accommodate autism as part of a wider offer | 1) Social stories as a way of providing information and communication that are agreed in collaboration with autistic people and support groups 2) Autistic people and support groups informing the design of community buildings and spaces and how these can be part of flexible designs for lots of community services. 3) Engage with autistic people and support groups about their interests to then facilitate events/activities that are relevant to them which enables them to build stronger ties with the rest of the community | Ambition / Mission Outcomes - want to achieve Community strengths Community Drivers for change Ideas for co-production/ new services Insight and evidence from communities to support change Resources required to deliver change (including support) Evidence and evaluation of impact | Yes | |
| surrey | 1. Set up placed based networks to ensure alignment of policies and approach between different services and organisations to mitigate displacement and silo working. 2. Involve people as co-commissioners and co-producers so people are involved in the process of commissioning and deciding what is commissioned 3. Take into account assets and people within a community to build on what's there and co-produce based on value and not start from scratch, don’t just consult but collaborate. 4. Provide the right contribution at the right time to support the community to deliver their own response to the challenges they face - e.g. social isolation - providing space or facilities, health and safety support. 5. Provide what is relevant response not just a statutory response. | The competencies of people with autism to live well. The competencies of family members, carers and teachers to support people with autism to live well. The competencies of community settings, shops and services to positively support people with autism. The competencies of the voluntary and faith and community sector to provide safe spaces and trusted groups/activities etc which autistic people can connect with to build resilience and support their mental wellbeing. The competencies of the public sector and commissioned services to provide a range of accessible services including online, in person, groups, activities to provide services to support and boost people with autism The competencies of multiple private providers offering a range of flexible services which meet differing needs such as mentoring, counselling, arts, specialist sessions to accommodate autism as part of a wider offer. | 1. Social stories as a way of providing information and communication that are agreed in collaboration with autistic people and support groups 2. autistic people and support groups informing the design of community buildings and spaces and how these can be part of flexible designs for lots of community services. 3. Engage with autistic people and support groups about their interests to then facilitate events/activities that are relevant to them which enables them to build stronger ties with the rest of the community. | • Ambition / Mission • Outcomes - what you want to achieve • Community strengths • Community Drivers for change • Ideas for co-production/ new services • Insight and evidence from communities to support change • Resources required to deliver change (including support) • Evidence and evaluation of impact | Yes | |
| surrey | Advocate for creative personal care and health indicative budgets based on people's outcome goals ( but people are fearful of direct payments in Surrey due to negative experiences as seen as cost cutting); fundraise and allocate resources to Coproduction user-led groups; use community anchor position more pro-actively to build connections and shared resources; work with community sector on meaningful and relevant impact reporting | Competencies of people with learning disability to lead aspiring lives; Competencies of people with learning disabilities to run their own community organisations: competencies of people with learning disabilities to make a wider positive contribution to their own communities; competencies of the local businesses to employ people with learning disabilities; Competencies of people with learning disabilities to lead local peer-led support activities; competencies of organisations working along side people with learning disabilities to combine strengths. | Commissioning on outcome based indicative budgets to individuals or community organisations ( not that new but transformative); local people-led inclusive planning days to identify priority transformative investments; investments in peer led support led by people with learning disabilities. | Why - for people with learning disabilities to lead investment in self, peers and community so cab lead full aspiring lives Goals - More people with learning disabilities in paid work; Relevant dynamic inclusive communities; greater peer-led support; reduced institutional services and commissioning for people with learning disabilities; more inclusive community events for everyone. Community drivers - local people with learning disabilities setting strategic priorities; local people connecting deeper and in more meaningful ways; peer-run activity supporting each other; Business Case - people with learning disabilities experiencing less health inequalities; people with learning disabilities living well; people with learning disabilities running peer activities and support with better outcomes for independence and fuller connections and networks; enriched inclusive communities; more people with learning disabilities working; less public money spent on keeping people dependent and institutionalised. How - people coming together to shape investment on their aspirational priorities on health and care, community, and work. Impact - social stories, evaluation of outcomes, reduction health inequalities, more people in paid work: inclusive accessible communities. Critical reflection - values based, people led; transparency; learning; innovation; | Yes | |
| surrey | Encourage officers to connect with local places and communities through their work to really understand the power and assets that exist in local communities and to challenge the point around community alternatives being inferior – we aim to do this in a number of ways inc different kinds of roles. Create community sparks funds (instead of just traditional grant giving) with no or low strings attached and delegate any management to the local community Commission help and support roles that walk alongside people and support them to build their confidence and capacity to pursue whatever their good life is (not what our expectation might be) - we aim to do this through local area coordination Make ourselves aware through development programmes, reflection etc that these harms are real. Ask communities to give us feedback. Tune into stories of these harms openly. Listen to their stories directly, not our versions of them. Support relationship/trust-based commissioning. Include communities in the steps towards decision making where possible to have advance insight and shape thinking/commissions | The unique competencies of individuals to create their own health and wellbeing through a pursuit of their version of a good life The unique competencies of families, friends and carers to support each other to create health as part of their good life (through the impact of friendship and psychosocial factors in health choices) The unique competencies of the local neighbourhood (and all assets in it) to support all those in it to create health (eg through participation, association, shared endeavour, rights) The unique competencies of the vcse to support associations, participation, support and advocacy for health creation The unique competencies of public agencies to commission and support community led health creation, use their convening and facilitation role sensitively, and frame all policies through the lens of justice, health and equality (eg impact of built env, welfare, education, community wealth building, social value) The unique competencies of the private sector to support neighbourhood wealth building, productive work and social impact | Community story telling by and of those in the neighbourhood (rather than just agency led data analysis) Community peer to peer support groups led by those living in the neighbourhood, taking whatever shape they take Community using public spaces / facilities to run events (with endorsement and / or transfers of ownership if needed from agencies) | Commissioning framework for neighbourhood health inequalities Mission: ensure better conditions for neighbourhood communities to create stronger health and wellbeing Goals: For community: eg increase possibilities for social participation, bridging relationships, community interdependence, community led plans For individuals: long term healthy life expectancy, in meantime confidence and capacity For agencies: eg Invest in above. Equitable access to core services and inclusivity designed in. Delegation of decision making to more local level. Staff and leaders have stronger skills in health creation and ABCD Focus: where, a basis for where efforts from agencies may be focused eg key neighbourhoods Methods eg asset mapping, commissioning, training and capacity building, funding innovation Roles eg community activists, vcse, different agency roles (community Dev, link workers, local area coordinators), commissioners, local politicians Social and financial case. Eg impacts from other national examples, local examples. Hard clinical evidence. Evaluation and learning - at individual, community and system level. Learning methods - at community level btw those working and living. At agency level re conditions. Oversight. Community level accountability. Avoid perverse impacts of top down oversight. Use of stories and warm data. Framing - strength based celebrate community not deprived and needy | Yes | |
| surrey | Active Listening – individuals, families, user forums and representative groups Iterative process – allowing space for reflection whilst developing solutions Not jumping to solutions or scaling up too quickly Depth and Breadth of listening – one story isn’t enough – community with different strands/views which may all need to be heard | Desire for different types of employment Willingness to help with different types of tasks Desire for people to support others in their communities and to give back/ look after people they are connected to in their community Competency of ASC to commission regulated care alongside competency of community to provide friendships/social connection Opportunity to provide seamless blend where regulated and community-led support flow together Unique role of communities in addressing loneliness, which an "organisation" simply cannot provide | Hybrid blend of community and regulated support that suits the person and the community they live in Social model of disability and not medicalising – normalising have social connections and people you can call on Generating economic opportunities for communities (e.g. with being able to receive and use direct payments) | Outcomes: Qualitative outcomes for people, people’s stories What's already there: Measures of strength/stability in the care and support market both regulated and informal community-led support, Willingness to help with different types of tasks, Desire for people to support others in their communities and to give back/ look after people they are connected to in their community Financial Impacts: Financial benefits for LA paired with costs to un-funded communities – economic opportunities for communities (e.g. with being able to receive and use direct payments) Active Listening: user voice and learning from individuals, families, user forums and representative groups Iterative Commissioning Plan: allowing space for reflection whilst developing solutions | Yes | |
| surrey | Where we play an intermediary role between charities and the public sector, to flag up these issues with both sides. To raise awareness that commissioning charities rather than giving personalised budgets reduces agency and scope. e.g. grandad being paid to have a cleaner so that he has time to support a family with a child with additional needs at a weekend rather than a paid service. Continue to drive up adoption of Time for Kids principles - including every child needs an adult that they trust. Continue to drive up adoption of SAIL - Surrey Appreciative Inquiry and Learning to help everyone to really understand people's lives and needs. | Children's Emotional Wellbeing 1. The unique competencies of children and young people to understand and look after their own emotional wellbeing 2. The unique competencies of the families of children and young people to look after their own emotional wellbeing and to support children and young people’s emotional wellbeing. 3. The unique competencies of schools to co-create the conditions to enhance the emotional wellbeing of children, young people and their families. 4. The unique competencies of local communities to co-create the conditions to enhance the emotional wellbeing of children, young people and their families. 5. The unique competencies of the third sector to provide capacity building, community development and advocacy support to enable children, young people and their families to be emotionally well, including the Time for Kids principles – e.g. every child needs an adult that they trust, every child needs a place where they belong and shine, we should all believe in the kid and what they can achieve. Principles - Time for Kids (time4kids.org) 6. The unique competencies of the Public Sector to provide and/or commission person centred services, community building infrastructure and relevant supports that enable emotional wellbeing. Again, following the Time for Kids principles. Implementation of the Thrive model. 7. The unique competencies of the Private Sector to look after their employees in a compassionate and family friendly way so that employees can look after the children and young people in their lives. 8. The unique competencies of collaborative people and organisations to bring together the other competencies. | 1. Children and young people friendly spaces and places that combine activities that children love doing with emotional support. E.g. football and youth work; drama and youth work, etc. 2. Peer mentoring groups that enable young people to meet with other young people experiencing similar issues to them. 3. Home visits with pets to young people who are having emotional difficulties and not wanting to go out | Five Changes hoping to achieve 1. Children and young people experiencing emotional difficulties have people and places to turn to in their local communities when they are experiencing emotional challenges. 2. Children and young people are experiencing the Time for Kids Principles Principles - Time for Kids (time4kids.org) e.g. every child has learned to tell their story and hope (T4K principles). 3. Parents and carers helped with their own emotional wellbeing and their own challenges so that they are in a better position to support children and young people. 4. Improved emotional wellbeing of the whole population through children and young people being given more of an understanding and of tools to stay emotionally well. An understanding of what really brings happiness – human relations and meaning in your life – not material goods and physical looks. 5. ? Community Drivers we will seek to support and precipitate Using the unique competencies of children and young people to understand and look after their own emotional wellbeing and the unique competencies of the third sector to provide capacity building, community development and advocacy support we will aim to ensure that every child has a place where they belong and shine and have the opportunity to find and build relationships with peers and adults that they can trust. | Yes | |
| surrey | Connecting with people in the community and discovering their strengths and what they see as needing to change Help those with similar interests coming together to explore what can be achieved together. Finding out what people and groups need to facilitate their response. Collectively identify where they need institutions to do things and understand what these are. | The competencies of children and young people with mental health to live well. The ability of teachers, child carers etc to have positive mental wellbeing strategies and to support children/yp with theirs. The ability of parents/guardians/grandparents to have positive mental wellbeing strategies and to support children/yp with theirs. Groups of parents with children with similar needs to come together to build collective capacity and safe spaces and activities to support ch/yp mental wellbeing. The voluntary and faith and community sector to provide safe spaces and trusted groups/activities etc which children/yp can connect with to build resilience and support their mental wellbeing. Public sector and commissioned services to provide a range of accessible services including online, in person, groups, activities to provide services to support and boost mental wellbeing. Private providers offering a range of flexible services which meet dffering needs such as mentoring, counselling, animal therapy, arts, specialist sessions to accomodate children and yp to enable them to boost their mental wellbeing | Children's yoga at a leisure facility or a craft group in a school to encourage conections and relationship building time in a quiet environment. women's and young women's group with whatsapp and monthly social and interest acitivities (initiated by some parents and grown to include some staff) to promote peer connections and support and knowledge sharing Local rugby club running groups for children with specific needs | What is strong in the local community? What areas does the local community think could benefit from improvement/ change? Principles, objectives and goals of ABCD commissioning Case for commissioning in this way Evaluation principles How will we know this has made a difference? | Yes | |
| surrey | ABCD Approach to ASC Commissioning Unregulated Care 1. Mission • To not immediately turn to regulated care services when adults may come to us needing care and support and there may be better community-based solutions for the individual • 2. Objectives – 5 changes 1. Robust community-led response to support individuals holistically 2. Diverse range of options and connections, including types of support that doesn’t require formal regulation 3. Greater social inclusion 4. Reciprocity – greater social capital – people have skills and talents to help others 5. Hybrid blend of community and regulated support that suits the person and the community they live in 6. Greater independence and personal resilience 3. Community Drivers • Desire for different types of employment • Willingness to help with different types of tasks • Desire for people to support others in their communities and to give back/ look after people they are connected to in their community • Competency of ASC to commission regulated care alongside competency of community to provide friendships/social connection • Opportunity to provide seamless blend where regulated and community-led support flow together 4. Business Case • Demand failure – can’t solve it in traditional ways – more money or more staff are not always an option • Without this approach we will have to increase the regulated care commissioned, which is a sub-optimal solution for the individual and for the LA in terms of costs • Model is broken – doing nothing isn’t an option - Even all the money in the world won’t solve the workforce challenges faced by the care sector – re-imagining this is crucial • Not forcing dependency on people who may not need it – social model of disability and not medicalising – normalising have social connections and people you can call on • Dual impact – better outcomes for the individual and preventative for those offering help 5. Evaluate • Start small – test and learn approach (learning from Somerset) – grow it iteratively • Quantitative – reduce demand on ASC • Qualitative – better outcomes for people, people’s stories • Measures of strength/stability in the care market • Financial benefits for LA – conscious of not passing on costs to un-funded communities – generating economic opportunities for communities (e.g. with being able to receive and use direct payments) 6. Reflection • Active Listening – individuals, families, user forums and representative groups • Iterative process – allowing space for reflection whilst developing solutions • Not jumping to solutions or scaling up too quickly • Depth and Breadth of listening – one story isn’t enough – community with different strands/views which may all need to be heard • Stakeholder buy in – strategic colleagues, elected members etc – unblocking statutory or bureaucratic barriers | Yes | ||||
| surrey | Placed based networks to ensure alignment of policies and approach between different services and organisations to mitigate displacement and silo working Involve people a co-commissioners and co-producers so people are involved in the process of commissioning and deciding what is commissioned Take into account assets and people within a community to build on what's there and co-produce based on value and not start from scratch, don’t just consult but collaborate Commit (with other services and partners) to working with local people over realistic timescales to engage and connect, listen and co-produce Provide the right contribution at the right time to support the community to deliver their own response to the challenges they face - e.g social isolation - providing space or facilities, health and safety support Provide what is relevant response not just a statutory response. | The competencies of people with autism to live well. The competencies of family members, carers and teachers to support people with autism to live well. The competencies of community settings, shops and services to positively support people with autism. The competencies of the voluntary and faith and community sector to provide safe spaces and trusted groups/activities etc which autistic people can connect with to build resilience and support their mental wellbeing. The competencies of the public sector and commissioned services to provide a range of accessible services including online, in person, groups, activities to provide services to support and boost people with autism The competencies of multiple private providers offering a range of flexible services which meet differing needs such as mentoring, counselling, arts, specialist sessions to accommodate autism as part of a wider offer. | Social stories as a way of providing information and communication that are agreed in collaboration with autistic people and support groups Autistic people and support groups informing the design of community buildings and spaces and how these can be part of flexible designs for lots of community services. Engage with autistic people and support groups about their interests to then facilitate events/activities that are relevant to them which enables them to build stronger ties with the rest of the community | Ambition / Mission Outcomes - want to achieve Community strengths Community Drivers for change Ideas for co-production/ new services Insight and evidence from communities to support change Resources required to deliver change (including support) Evidence and evaluation of impact | Yes | |
| surrey | • Ensure a robust and continually reviewed understanding of local assets to reduce the scope for inadvertent harm – achieved by strong connections with communities. • Work more closely with other local organisations and community representatives to strengthen shared knowledge and help communities and individuals’ voices be effectively heard • Develop staff and political awareness of these potential harms • Encourage case studies and impact reports on community alternatives to build momentum and learning around the positive impact of an ABCD approach | Issue: Demand for community transport The unique competencies of: • People who struggle to access transport to find out and know what options are available to support them locally • Family members to support people to access services through driving them, arranging transport, researching options available or (where appropriate/necessary) to bring the service to the individual (physically or virtually) • Communities to organise good neighbour schemes to provide structured volunteering for local people with cars to transport and support local people who are struggling with transport • The voluntary sector to support communities to organise good neighbour schemes, including to seek and access seed funding; to research and share innovative good practice; and to provide asset based support to local communities to replicate such good practice in their neighbourhoods • The public sector to provide and / or commission community transport services; research and share innovative good practice; and to provide asset based support to local communities to replicate such good practice in their neighbourhoods • The private sector to identify service gaps and develop new services (subject to financial viability / corporate social responsibility drivers) • Intentional cooperative partnerships across the above to combine strengths to develop solutions. | Good Neighbours schemes | Yes | ||
| hounslow | Catherine, Conor and myself considered this whole assignment as though we were looking at the substance misuse services. We have just under two years of the contract left and whilst we have to ensure certain aspects of the service are delivered considering national performance indicators and of course clinical safety/efficacy, we still want to embed the values of ABCD where we can. In terms of the potential harms outlines, some of the ways to mitigate could be: 1. Ask service users about the service delivery. Does the accessibility suit them (ie times, or location), does the way the service operates nurture people's strengths, including their families where appropriate and does it allow people to lead in terms of their own plans and targets? The answers should be yes in terms of personal care planning but as commissioners we don't audit this or see how much autonomy a person has. 2. Ensure there are clear pathways to 'move on' from the service, including pre completion planning. It may be that splitting the contract holders for the main service/recovery provision, or forming an alliance model could also support this. The recovery end of the service needs to bring in as many other community services as possible to help people integrate into the broader community but this should be visible to all from the beginning. We also need to ensure targets aren't incentivising this, which they have done at times. 3. As above, ensure that there is an understanding that the provider are expected to draw on community assets, particularly in terms of the recovery agenda and within the Recovery Day Programme. Bring other link professionals into the programme, laying this out as a clear expectation, such as mental health link workers and community prescribers. Also however, the service and service users could map what else is available that may support them. Of course certain clinical aspects are not replaceable but mutual aid, is and should be promoted as an option for people. 4. Though clinical safety is vital and certain aspects of 'treatment' are more prescribed than others, individuals should be instrumental in goal setting and planning. Plans should be strength based and other than reducing the person's substance use, should relate to what they would like to achieve. Also ensure engagement/reengagement plans are flexible, that we don't simply close cases without fully exploring why and what else we could do to work together. One interesting finding during covid around appetite for risk, was around supervised consumption for those on methadone scripts. It was incredibly difficult to continue with the previous number of service users who required supervision and therefore a full review was carried out and many more people moved on to unsupervised consumption (obviously all within reason). Thus far there has been no fall out from this shift and yet there are many more people taking responsibility for their own dosages, giving them more control, responsibility and autonomy. | Many will be similar to those above: 1. The unique competencies and experiences of people who have addictions (not only those who have fully 'recovered' but many more are in services and whether abstinent or not, are stable in their use). People with lived experience are vital to service delivery. 2. The unique competencies and experiences of families. We need to draw on families to inform better support for individuals and their families. 3. The unique qualities of communities feels harder to foster in terms of substance misuse. However, we should focus on offering the training we normally aim towards tier one professionals to people in the community around drug and alcohol misuse but moreover around stigma, to help address this. The hope would be that we could decrease fear and stigma and by getting more service users involved in broader community events/groups and services, we could continue tackling perceptions and improve community cohesion. 4 The unique competencies of the third sector, particularly around mutual aid but also in terms of community projects, groups and services. 5. The unique competencies of the public sector to provide person centred services and balance the needs of funders/governing bodies, with the needs of the community. 6. The unique competencies of the private sector, particularly around employment and training opportunities. | This feels really difficult to answer in terms of an alternative to traditional treatment services. There is certainly room for improvement but the core clinical aspects and psychosocial supports needs to be in place (even if it is arranged differently) and no,one else other than private organisations offer any true alternative. However, there is the important role of mutual aid. AA/NA can for some be an alternative but for many they provide adjunctive support. In terms of the recovery end of the support, though that could be much more led by service users and based on other community assets available. | 1. Create a person led drug and alcohol recovery service which ensures individual's strengths are integral to their plan, whether that means they focus on abstinence or harm reduction; and support them to connect to local community assets. 2. Greater community cohesion - both for service users in terms of their integration into positive community experiences and in terms of the broader community changing their perceptions around those with addiction; improved autonomy for service users; increased involvement and steer from the families of service users; greater flexibility in the service delivery model, ensuring there is not one stand alone/isolated provider; decreased reliance on evidence based clinical interventions only. 3. All those outlined previously but particularly service users and families. It is often helpful though to draw on professionals/volunteers from key groups. Substance misuse is broad reaching and so needs a broad range of influencer/facilitators involved. 4. Include examples including the Leeds model and include case studies where this approach has worked. It would also be key to assure people that the safety of the service is not in jeopardy and that this approach will only bolster outcomes. I think this really depends on the organisation you work for and their risk for appetite and/or innovation. It feels possible in Hounslow. 5. Before/after surveys around people's feelings of autonomy/connectivity etc could be employed. We would also need to speak to the community players the service and service users connect to. Deep dive academic led research would be fantastic but may not be affordable. 6. Alongside some of the necessary aspects of contract monitoring, it would be good to not only ask the service to host their own normal reflective practice sessions but also to hold quarterly reflective practice sessions with a combination of the service provider, users, commissioners and key community services or individuals. | Yes | |
| hounslow | 1. Move away from target driven KPIs to more outcome focused KPIs. This will allow organisations to innovate more as they’re less restricted. 2. Work with and support existing community organisations to develop and strengthen their work 3. Create a less prescriptive service and move towards one in which the individual determines the solution. 4. Offer grants to existing and new community groups so they can develop and meet the needs of the community. | 1. The unique competencies of people to live well with a healthy weight, with a healthy and active lifestyle; e.g. eating healthy diets and being physically active. 2. The unique competencies of families (including extended members) of people to live well with a healthy weight themselves and to support family members with obesity to live well; e.g. being able to be active with their family members and eat healthily together. 3. The unique competencies of communities (neighbours at street-level and very local shops and services) to co-create the conditions for people and their families to live well with a healthy weight, e.g. local shops selling healthy produce and limiting unhealthy products. 4. The unique competencies of the third sector to provide capacity building, community development and advocacy support to individuals, families and communities to live well with a healthy weight; e.g. providing community exercise groups or community gardens. 5. The unique competencies of the public sector to provide and or commission person centred services; community building infrastructure; and relevant supports that enable autonomy and participation; e.g. creating an environment that promotes physical activity, (e.g. safe and accessible cycle lanes) and a healthy food environment (e.g. restricting hot food takeaways). 6. The unique competencies of the private sector to provide ethical services/products, economic growth and jobs that add value to the strengths of individuals, families and communities in living well with a healthy weight; e.g. affordable and accessible green grocers and healthy takeaway restaurants. Community garden/allotment to produce fresh healthy produce and teach local people skills which they can develop and pass on. Community exercise groups e.g. walking groups to keep local people healthy and active. Community family hubs – include services such as children’s centres and children’s groups where children can be physically active and parents can learn about nutrition. These will be run by community members. | Mission – To reduce obesity levels by creating a community and local environment that promotes healthy behaviours Objectives and goals – Create an environment that allows residents to lead healthy, active and fulfilling lives Community drivers – Give local people and organisations the skills and recourses to be the community drivers Business case – An asset based community development approach will reduce costs long term by developing existing community the skills to allow residents to live healthy lifestyles and maintain a healthy weight. Evaluation – Evaluation based on outcomes, not KPIs Reflective practice in the community – We will work with communities to evaluate and develop their practices to make the community as strong as possible. | Yes | ||
| hounslow | 1)Take time to fully evaluate community alternatives and look to enhance if necessary rather than suggest that it is inferior to institutional interventions 2)Work with the community to raise awareness of commissioning processes so that the community can be an equal partner in the process 3)Work with commissioned organisations on the basis that the issue today should not remain an issue of the future and build some work around project legacy into the process 4)Look for ways to enhance and support community assets rather that commissioning new services which can cause future institutional reliance | 1)The ability for people to age well in the community 2)The ability of the families and supporters of people with frailty to live well themselves and have the ability to continue to provide care and support in the community 3)The ability of the wider neighbourhood/ community to support residents to age well including in shops, GP surgeries, banks and ensure equal access is preserved 4)The ability of the third sector to provide advocacy for those experiencing frailty and their families. 5) The ability of the pubic sector to identify gaps in needed service provision, such as a clinical falls service and work to fill that gap 6)The ability of the public sector, community and third sector to work together to help the delay the onset of frailty in our communities | Communities working together to identify the needs of the frail residents in their neighbourhoods Communities working together to identify services required and how they may be best delivered. Communities bidding for funding to support the local initiatives that they feel will best support their neighbourhoods | 1) Describe how the intended programme is citizen led 2) Describe how the programme will be relationship orientated 3) Describe how the programme will be asset led. Identify what is already strong 4) Describe how the programme can be place based - creating neighbour to neighbour impact 5)Inclusion focused - everyone has a value that they can bring to the programme how can we ensure that residents are not excluded | No | |
| hounslow | 1. Talking and listening to your community 2. Asset mapping 3. Allowing flexibility in commissioning to respond to community 4. Giving power (empowering) to individual rather than institution - using the three lanes analogy | Healthy weight - 1. families, 2. physical asset ie green spaces, leisure centres and healthier environment, 3. faith/cultural groups insights to food attitudes 4. Individual capabilities of healthy weight knowledge 5. School caterers providing healthier school meals 6. Feltham convene project | 1. Family hubs - bring together 2. Community safety- improve measures to local green spaces 3. Business/local shops to offer and promote healthier food access 4. community food growing schemes | Co-creation and coproduction with local community, identifying and mobilising community assets, building social and community networks to improve health and wellbeing | Yes | |
| hounslow | Engage with, listen and understand needs of people we are commissioning services for - recognise their preferred routes into services, locations they travel to that increases accessibility and recognise cultural acceptability of services are essential - plus times when available. Creating services that are parent-like that replaces education and passes responsibility to individuals and families - become a take-over in the interests that responsibility sits with the professionals - assumes people are not mature enough or knowledgeable enough to act for themselves - provide choice. We can invest wisely to maximise public goods - such as libraries, generate community services through handing responsibility for community assets to the community | Community walks and physical activity for people who are older and frail to help reduce social isolation and falls. Awareness training for younger people to be aware of needs of older neighbours, neighbourhood watch programmes for community safety and being alert for older people when they become less visible | Add in sustainability impact assessment with a focus on community self-development | Yes | ||
| hounslow | - Talk to and listen to the community - what support are they asking for? (Rather than identifying 'needs' and trying to 'fix' them) - Work with/support existing community organisations who deliver similar services. Asset mapping to identify and build relationships with these services - Move away from target-driven KPIs to a more 'outcomes' focus (more flexibility in commissioning) - Deliver a less prescriptive service - allow an individual to determine what their solution is (rather than decide for them). Give power to the individual rather than the institution - Offer grants to develop community-led services | - Theme = healthy weight - The unique competencies of people living with obesity to live well with obesity (e.g. knowing how to exercise within their capabilities, eat well, manage stress, etc. - knowledge of their barriers/opportunities that would support them to become healthier) - The unique competencies of families of people living with obesity to support them to live well (e.g. provide childcare whilst they go to an exercise class, cook healthy meals for the family, avoid stigmatising talk around weight/body shaming) - The unique competencies of communities (neighbours, local shops and services) to co-create the conditions with people living with obesity to live well (e.g. fresh fruit/veg available at local shops, local walking groups, faith/cultural groups and their insights on food attitudes) - The unique competencies of the third sector to provide capacity building, community development and advocacy support to individuals, families and communities to live well with obesity (community organisation services e.g. physical activity; support from local groups e.g. church/faith, community centres) - The unique competencies of the public sector to provide and/or commission person-centred services; community building infrastructure; and relevant supports that enable autonomy and participation (e.g. accessible weight management services, access to primary care support, buildings/parks/open spaces for community use, a safe environment i.e. street lighting) - The unique competencies of the private sector to provide ethical services/products, economic growth and jobs that add value to the strengths of individuals, families and communities in living well with obesity (e.g. sports clothing in appropriate sizing, food with clear and non-misleading labels, financial security, school caterers) | - Theme = healthy weight - Increasing access to fresh fruit/veg e.g. in local shops (clearly displayed, affordable)/community gardens - Community hubs that bring together different community services e.g. walking groups, exercise groups (facilitate rather than impose) - Ensure use of safe and clean green space (community clean-ups, neighbourhood watch) | - Rationale and Local Context (why ABCD) - Key Outcomes (broad) - Mission, Objectives & Goals - Principles of the service (avoid writing a prescriptive service, more what should be aimed to achieve) - Utilising local assets ○ Existing assets/asset map ○ Community Drivers (can help co-ordinate co-production of service) - Logframe for monitoring and evaluation (more focus on outcomes, less on outputs/activities. Move away from SMART) - Reflective Practice (template) | Yes | |
| hounslow | Point one: Prior to commissioning any service residents should be engaged with to discuss what services /activities they think would benefit them and how would they like to see them delivered and how could they be involved. Depending on the response services can then be developed in partnership with residents. Point 2: prioritise meeting the outcomes set by residents over maintaining services. If residents can meet the outcome better and more efficiently offer them the opportunity to develop their own service or do things differently. An example of this for me is where many services require a diagnosis of dementia to allow residents to engage however if attending a group and/or activity makes someone happy and improves their wellbeing then does it matter that they have a formal diagnosis to meet our targets? In view of this none of the dementia friendly activities in Hillingdon ever ask people if they have a diagnosis. Point 3: Always start where the resident is. Loom at the community alternative first. In Hayes we have had requests for cycle training from the Hayes Muslim centre. They specifically wanted women only sessions. The cycle team wanted to set up sessions for them however in Hayes there is already an informal group if women running cycling for other women and I suggested that we approach them first as they are already delivering the programme that was requested. Instead of setting up something new all we needed to do was make the connections between groups. Point 4: | Theme: Social Isolation in Older People Community drivers: -The unique skills and stories of each older person and what they have to offer -The unique role of local businesses such as hair dressers and pharmacies in identifying older people who may be socially isolated and offering a social opportunity through their interactions with them -The unique potential for care homes to act as community hubs to bring the outdoor community in to interact with older people and the older people out into the community -The unique role of local authorities to assist in creating opportunities for exchange between different sectors of the community and offering support and training where requested -The unique ability of children and young people to engage with older people -The unique opportunity for the housing sector both private and supported to facilitate inter -generational living spaces | Response one: Me and you project in Care Homes: This project involves piloting an engagement project between a Care Home and a group of young offenders Working with young offenders the project consists in a multi-phase approach: -Phase one: Ask Older people in a Care Home if they are willing to speak to some young people and share their stories. Ask young people (offenders) to visit a carer home and for each young person to 'collect stories' from the older people. This would include who they are, what they did, skills they have, what they like to do..Young people would be offered some training and guidance beforehand. This exchange could be reciprocal if the young people are interested. Young people would then be asked to share what they found out. -Phase two: ask young people to engage with older person to agree on a shared activity together. This might involve different people working together depending on interests -Phase three: young people and older people engage in a shared activity-this could be a range of things from, eating together, to gardening, art, cards, a walk, exercise. It may also be individual activities or a group based on preferences. -Phase four: engage with older people to understand their reflections on the interactions and if this is something they would enjoy doing again and how Engage with young people on their reflections of the interactions and if it is something they would enjoy continuing Sustainability: the project could become an on-going opportunity depending on the willingness of each group to continue participating and what activities they decided to develop together Outcome: generations report feeling better connected increase in wellbeing Response two: Community drivers- ensuring that key community figures have the knowledge to be able to encourage older people to engage with social opportunities. This project stemmed from a piece of work with Black cab drivers where they engaged with us about often collecting people for a drive when they were simply lonely and not going anywhere. The idea of the project was to 'train' local drivers so that they had enough local knowledge of activities and opportunities to be able to offer 'more' than just a ride to lonely customers. Unfortunately, due to covid this project was not completed as the date set to meet drivers was during lockdown. This project could be revived but extending it further to possibly have discussions with hairdressers...Furthermore, there is an opportunity to ask these individuals to collect vital information about what older residents want and need and how we can develop opportunities to respond to this. Outcome: residents are better connected and are empowree with knowledge this leads to an increase in self-reported wellbeing. Response three: Singing for wellbeing: this project was set up in response to the costs often associated with 'formal' singing opportunities such as 'singing for the brain..' The idea was simply to sing together. Residents in coffee mornings requested this as an activity and thus was born singing for wellbeing. Songs were selected by residents and words printed off. The groups just sang regularly together with no real direction. Out of this project opportunities were developed for residents to preform if they wanted to such as singing at the Day of the Older Person in the Pavilions. Outcome: increased sense of wellbeing and belonging | 1. Tackle social isolation in older people through enabling better community connections, opening up opportunities to contribute and facilitating things to look forward to together. 2. Older people will have strong social networks Different generations will be talking to each other The wider community helps to engage with socially isolated older people People look in on their (older) neighbors The local community values the contribution of older people 3. Community driver: Older people (luncheon clubs, care homes, social groups..), businesses (hair dresser, cab drivers, pharmacies), third sector (age UK...), Institutions (GP social prescribers, falls clinics), young people and children (nurseries, schools, youth service, young offenders..), faith leaders and community groups 4. When older people are better connected and have reliable social networks and friends this impacts on their wider health often making them less reliant on services 5. Speaking to older residents, looking at social return on investment, speaking to wider residents and services who are engaged. 6. Anything that does not work we stop doing, listen to feedback, be prepared to constantly change and modify project ideas in response to what people want. Be happy with a moving goal post and never think you have achieved your goal as with every person you might have impacted there will be some else who wants something different and therefore there is a need to have a constant on-going conversation with older people and the wider community and always keep opening it up to new people (this is why I do not like reference groups as they can become stale very quickly..) | Yes | |
| hounslow | During the investigatory stage really listen and note down what people want. what services they would like and who they lie to have around them. Ask your self the question - what is it I am trying to achieve? keep a note of the question and answer. Go back to it throughout the project to ensure you stay on track and don't get side tracked. Research thoroughly and listen with your heart. Ask yourself the question. What would I want for my family/self if you needed services? Focus groups - hold regularly and listen and act on what comes up. Put right before procedures become fixed. | To enable people to stay healthy and maintain their bone health To work alongside charities and community groups who support this work. Supporting them to embrace Asset based working. To raise awareness with the community about bone health. Look into awareness sessions/training. To work with local exercise classes - in person/online to offer affordable strength and balance classes. Working with other professional on a project. Ensuring that they all agree with the mission, process, values and behaviours. | Training for family members Paid trips to the sea - fresh air and exercise Fresh veg vouchers - healthy eating | To enable people to stay fit and active for longer Reduced hospital admission reduction in the number of falls People staying independent for longer People have a choice in how they live Choice to engagement with others at activity classes | No | |
| hounslow | 1. Work with and support existing networks, organisations and services related to breastfeeding work to enhance their offer/work so that no existing work is lost/nullified. Commission in a way that puts those who breastfeed or have breastfed before at the heart of decisions and empower existing community groups already doing work on breastfeeding to obtain solutions and be resourceful. 2. Ask service users about the service delivery – is it accessible, does the service build on the strengths that users have/meet what users have to offer? 3. Emphasise that there is no obligation for groups to work with the council on breastfeeding. 4. Ensure that stigmatisation of bottle feeding is avoided through balanced messaging and support to mothers who cannot/do not want to breastfeed | 1. The unique competencies and experiences of people who do breastfeed or have breastfed in the past – people with lived experiences are vital to the service delivery. Encourage these individuals to speak with members of their personal networks about breastfeeding. 2. The unique competencies of families (including extended members) of people who breastfeed or used to breastfeed – need to draw on families to ensure and inform better support for individuals who breastfeed or who want to breastfeed. Ensuring family members are supported and informed to encourage that breastfeeding can take place. Could do a programme similar to the Mom2Mom programme (asset based) which encourages mothers of women who are breastfeeding to support their daughters. 3. The unique competencies of communities (neighbours at street-level and very local shops and services) to co-create spaces for people to breastfeed on site/in public/encourage or support breastfeeding. Training around addressing stigma associated with breastfeeding in public. The hope would be to decrease fear of breastfeeding in public and stigma by getting more service users and members of community involved in broader events etc. to help improve community cohesion. Peer to peer breastfeeding support (similar to Mom2Mom), which has mothers who have already breastfed help new mothers to breastfeed. Can encourage peer support not run through the council but rather through third sector/community leadership. 4. The unique competencies of the third sector to provide capacity building, community development and advocacy support to individuals, families and communities to be able to breastfeed, e.g. providing community breastfeeding groups/forums. Peer to peer breastfeeding support (similar to Mom2Mom), which has mothers who have already breastfed help new mothers to breastfeed. Can encourage peer support not run through the council but rather through third sector/community leadership. 5. The unique competencies of the public sector to provide and or commission person centred services; community building infrastructure; and relevant supports that enable autonomy and participation; e.g. creating an environment that promotes breastfeeding, (e.g. certificates that state breastfeeding welcome) and an environment that reduces stigma towards breastfeeding. Utilising existing facilities and building on feedback from residents to facilitate a breastfeeding community in post-partum mothers and create a healthy/happy environment. 6. The unique competencies of the private sector to provide ethical services/products, economic growth and jobs that add value to the strengths of individuals, families and communities who breastfeed; e.g. Community family hubs – include services such as children’s centres where parents can learn about breastfeeding, nutrition. These can be led by community members. Incentive for small businesses to become breastfeeding friendly spaces, such as providing funding to allow their businesses to be used as community spaces. Encourage employers to create spaces for new mothers to breastfeed/pump while at work. | 1. Utilising the strength of Hounslow’s multigenerational households, programmes like Mom2Mom which encourage family support for breastfeeding. 2. Create Family hubs as a centre for multidisciplinary support for parents, including connections to existing community groups, council services which exist already, and encouraging a skill mix which can take pressure off existing breastfeeding support services and encourage skills sharing. 3. Create a myth-busting website and media campaign to fight misinformation about breastfeeding. Include a possible quiz with a prize to encourage knowledge about breastfeeding. | Mission – to empower residents to create a healthy breastfeeding environment which will consequently increase breastfeeding prevalence at 6-8 weeks by creating a person led breastfeeding service that ensures individuals’ strengths are integral to their plan, and supports them to connect to local community assets, whilst creating a community and local environment that promotes and encourages breastfeeding. Objectives and goals – create an environment that encourages and promotes mothers to breastfeed. Create an environment which reduces stigma towards those that choose not to breastfeed. Create an environment which reduces stigma towards those that choose to breastfeed. Create an environment in which breastfeeding is comfortable and feels welcomed. Community drivers – need mothers who have breastfed before to be involved in the service, as well as the community drivers written out above. Business case – include examples of where this has been adopted elsewhere and worked. Evaluation – focus groups, surveys, interviews to inform feedback as opposed to purely numbers of people into the service. Create relationships both within the community and between the council and the local community. Reflective practice – Create space for trying new ways of working, including those new strategies which will fail and fizzle. Ensure that work progression is reviewed by all who are involved and create space for voices for those who have been historically marginalised. | Yes | |
| hounslow | With a focus on breastfeeding: 1. Work with and support existing networks, organisations and services related to breastfeeding work to enhance their offer/work so that no existing work is lost/nullified. Commission in a way that puts those who breastfeed or have breastfed before at the heart of decisions and empower existing community groups already doing work on breastfeeding to obtain solutions and be resourceful. 2. Ask service users about the service delivery – is it accessible, does the service build on the strengths that users have/meet what users have to offer? 3. Emphasise that there is no obligation for groups to work with the council on breastfeeding. 4. Ensure that stigmatisation of bottle feeding is avoided through balanced messaging and support to mothers who cannot/do not want to breastfeed. | 1. The unique competencies and experiences of people who do breastfeed or have breastfed in the past – people with lived experiences are vital to the service delivery. Encourage these individuals to speak with members of their personal networks about breastfeeding. 2. The unique competencies of families (including extended members) of people who breastfeed or used to breastfeed – need to draw on families to ensure and inform better support for individuals who breastfeed or who want to breastfeed. Ensuring family members are supported and informed to encourage that breastfeeding can take place. Could do a programme similar to the Mom2Mom programme (asset based) which encourages mothers of women who are breastfeeding to support their daughters. 3. The unique competencies of communities (neighbours at street-level and very local shops and services) to co-create spaces for people to breastfeed on site/in public/encourage or support breastfeeding. Training around addressing stigma associated with breastfeeding in public. The hope would be to decrease fear of breastfeeding in public and stigma by getting more service users and members of community involved in broader events etc. to help improve community cohesion. Peer to peer breastfeeding support (similar to Mom2Mom), which has mothers who have already breastfed help new mothers to breastfeed. Can encourage peer support not run through the council but rather through third sector/community leadership. 4. The unique competencies of the third sector to provide capacity building, community development and advocacy support to individuals, families and communities to be able to breastfeed, e.g. providing community breastfeeding groups/forums. Peer to peer breastfeeding support (similar to Mom2Mom), which has mothers who have already breastfed help new mothers to breastfeed. Can encourage peer support not run through the council but rather through third sector/community leadership. 5. The unique competencies of the public sector to provide and or commission person centred services; community building infrastructure; and relevant supports that enable autonomy and participation; e.g. creating an environment that promotes breastfeeding, (e.g. certificates that state breastfeeding welcome) and an environment that reduces stigma towards breastfeeding. Utilising existing facilities and building on feedback from residents to facilitate a breastfeeding community in post-partum mothers and create a healthy/happy environment. 6. The unique competencies of the private sector to provide ethical services/products, economic growth and jobs that add value to the strengths of individuals, families and communities who breastfeed; e.g. Community family hubs – include services such as children’s centres where parents can learn about breastfeeding, nutrition. These can be led by community members. Incentive for small businesses to become breastfeeding friendly spaces, such as providing funding to allow their businesses to be used as community spaces. Encourage employers to create spaces for new mothers to breastfeed/pump while at work. | 1. Utilising the strength of Hounslow’s multigenerational households, programmes like Mom2Mom which encourage family support for breastfeeding. 2. Create Family hubs as a centre for multidisciplinary support for parents, including connections to existing community groups, council services which exist already, and encouraging a skill mix which can take pressure off existing breastfeeding support services and encourage skills sharing. 3. Create a myth-busting website and media campaign to fight misinformation about breastfeeding. Include a possible quiz with a prize to encourage knowledge about breastfeeding. | Mission – to empower residents to create a healthy breastfeeding environment which will consequently increase breastfeeding prevalence at 6-8 weeks by creating a person led breastfeeding service that ensures individuals’ strengths are integral to their plan, and supports them to connect to local community assets, whilst creating a community and local environment that promotes and encourages breastfeeding. Objectives and goals – create an environment that encourages and promotes mothers to breastfeed. Create an environment which reduces stigma towards those that choose to breastfeed. Create an environment which reduces stigma towards those that choose not to breastfeed. Create an environment in which breastfeeding is comfortable and feels welcomed. Community drivers – need mothers who have breastfed before to be involved in the service, as well as the community drivers written out above. Business case – include examples of where this has been adopted elsewhere and worked. Evaluation – focus groups, surveys, interviews to inform feedback as opposed to purely numbers of people into the service. Create relationships both within the community and between the council and the local community. Reflective practice – Create space for trying new ways of working, including those new strategies which will fail and fizzle. Ensure that work progression is reviewed by all who are involved and create space for voices for those who have been historically marginalised. | Yes | |
| hounslow | 1. Ensuring services are assessible 2. Pathways out of the services involve more groups and organisations that exist within the wider community 3. Work with services to map community assets themselves and and how to build or strengthen connections. 4. Care planning being more personal. Feedback from people to make sure they feel they have choice in their care and the design of the services they have. | Theme: Substance misuse services Competencies of people with substance misuse issues to live and strategies to cope with dependence on substances. Competencies of carers/loved ones of people who suffer from substance misuse to provide advice and possibly support others. The community being aware of the service though there exists a certain amount of stigma which needs to be worked on Private companies provide employment and training opportunities. | Use Build on Belief, which does not offer therapeutic interventions, but are socially based befriending services for people | Including community assets in making sure a service has 2. Personal choice and responsibility 3. Stronger community cohesion 4. Stronger individual autonomy 5. Ability to maximise community Competencies of carers/loved ones of people who suffer from substance misuse to provide advice and possibly support others. Using the Leeds model and try move slightly away from. Feedback from service users and services we're linking with. Quarterly sessions with community leaders. | Yes | |
| hounslow | 1.Co-produce services with residents at a hyper local level to take account of the community /area they live within & specific target populations and their local networks of support. Ensuring that when working with residents to co-produce, questions are asked about the capabilities of the people, associations and organisations 2. Look at Alliance models or integrated service delivery models, where partners become responsible for the success of all partners. 3. Ensure provision of pots of money specifically for communities to access to test out if their approach can deliver for local people. 4. Enable people to consider what success looks like for them and how they can achieve it, what support they might need? Consider bringing services together to ensure the persons needs are met in a way that works for them (not dictated to them) e.g. someone newly diagnosed with HIV may refuse treatment - what is they like to focus on now? It maybe their lonely how no one to talk to about what is going on. They may later decide to address their treatment. | 1.The ability for people to see their sexual health as an important part of their physical and emotional wellbeing 2. The ability of families to see sexual health as a normal part of their families physical and emotional wellbeing that they can discuss 3. Getting GPs and other health professionals to consider sexual health as an integral part of of peoples physical and emotional wellbeing, not just in terms of screening but also a persons relationships (having a trusted person/having friends/ tackling loneliness) this could link with work on social prescribing 4. The third sectors ability to support especially for marginalised communities i.e. LGBTQ+ communities or sex workers. Or even young people. These organisations can provide advocacy, safe places, places people feel safe to ask questions and enable people to make connections. 5. Public Sector ability to see the whole person when commissioning or delivering services, to recognise the role of other partners family members and friends and their importance in looking at the health of and wellbeing of the individual(s) accessing the service 6.Private sector with employment policies that support equality and diversity for LGBQT+. | 1. Social prescribing linked to sexual health services. Using community connectors to link people to associations, organisations or people within their community 2.Open discussions with communities about sexual health & relationships, asking how they can support, offering small pots of money they can utilise to address local issues. 3. Co-producing services with young people are working with young people to see how they can support delivery within their local communities. | Heading would include Vision Objectives: co-produced services; Integrated services working with local community assets; people feel they have a say in how to improve their health. Community Drivers: Residents; Primary care; third sector; local businesses Business case: Return on investment; wider impact on community health and wellbeing; wider impact on community resilience. Evaluation: Social connections; small grants awarded, Improved and increased number of friendships; role of community | Yes | |
| hounslow | Using drug & alcohol services as an example: - While treatment must be organised around clinical safety, the service user should set their own goals in their care plan and have regular opportunities to feedback on the service. - Ensure that services are accessible to service users both in location and in the times they are open. - Ensure that performance indicators are not incentivising keeping people in service and there are clear pathways out of service - Look at the possibility of splitting the tender into two parts so that a third sector provider can bid for the recovery element of it - Make use of mutual aid and embed people in recovery in community groups and activities so that they can feel part of their community again and can give back to it and have that community support them and help them to maintain their recovery | - The unique experiences and competencies of people who've worked through their addictions and moved into recovery - The unique experiences of their families who've supported them through their addictions and into recovery - Community awareness raising to reduce the stigma associated with drug /alcohol abuse through training for professionals/third sector - The unique competencies of the third sector to provide community development and support to Service Users and their families and 'fill in all the gaps' - The unique competencies of the public sector to commission person-centres services - The unique competencies of the private sector to provide employment and training programmes for people who have moved into recovery and may have criminal records | Due to the clinical nature of the treatment service there is very little variation to the core service between councils, but there is some flexibility around the add ons such as bringing in third sector or private business to provide more holistic services such as relaxation/ exercise classes and gardening etc. When it comes to the recovery element of treatment there is more flexibility and this is where mutual aid and organisations such as Build on Belief come into their own. | 1 Ensure we are commissioning the best service for our service users 2 more personal choice/individual autonomy in treatment, stronger community cohesion (greater involvement with the community will lead to better understanding and more opportunities), maximise the opportunities for people to live a good life without substances, more people contributing to the local economy through volunteering or employment 3 See above 6 community drivers 4 We are not asking for more money, but are promoting a different way of working. We will use the Leeds model as an example. We will still have all the quality assurance and safety measures in place. 5 Through quarterly feedback from service users and staff 6 Through a supportive management style where staff feel able to make suggestions, try new things and challenge their superiors but know they will be supported if things don't work. | Yes | |
| hounslow | 1) We research to answer the question of "what effective community building would look like and how it could impact the (health condition)?" to understand how different existing assets of the community can have a positive impact on people's health or preventing or managing certain health conditions. 2) Keeping neighbourhoods in the centre of thought when it comes to commissioning, and seeing how all assets of the neighbourhood will work together to improve wellbeing and in turn improve health outcomes. So when we commission organisations they should be ones that build up the neighbourhood, and work together. 3) Commissioners should use their knowledge and power to encourage commissioned organisations to also focus on building up the neighbourhoods and communities rather than focus on just the client focussed approach 4) Commissioners need to ensure that community solutions based on the assets of the community should be at the forefront of the care provided, then the individual support should be as a supportive role, rather than the front and centre how it currently runs. | 1) The gifts, skills and knowledge of mothers currently breastfeeding/bottle feeding their children 2) The skills and knowledge of groups e.g. mother groups, children play centres where mothers meet, and faith-based play groups in the borough that are/have supporting/supported mothers in the borough the past to feed their children 3) Identify what kind of support have third sector organisations provided to mothers that either directly or indirectly supported their children to feed. 4) Identify what positives have commissioned services have had in the borough to support the mothers feed their children 5) Identify how local businesses have either directly or indirectly supported mothers to feed their children. | 1) Seeing how local businesses have indirectly/directly supported mothers to feed their children will help us see how this area can be strengthened and promoted to ensure it's able to continue providing the support 2) Tapping into and identifying the local groups and associations that are present like mum's groups and understand how to incorporate their knowledge, gifts and support network into the commissioned development 3) Understand what individuals in the borough can bring to the commissioning services. | The heading would be the mission, with subheading being objectives and goals to remember how they feed into eachother. This will be followed by a heading on the community drivers that will support the mission, and subheadings details how the business case for this approach, the evaluation of the impact, and the reflective practice. | No | |
| hounslow | 1. Involving young people in their care and in the design, delivery and review of services 2. Data should be combined with local intelligence, and appropriately shared with local stakeholders, to inform commissioning decisions 3. RSE should be an age appropriate entitlement for all children and young people, including young people with special needs, disabilities or learning difficulties, through comprehensive delivery in schools, special schools, colleges and alternative provision. 4. Improving individual professional’s confidence enables them to take an appropriate and proactive approach to relationships and sexual health. | - The ability for schools to deliver effective RSE (combined with resilience and aspirations) - The ability to develop process maps with young people to identify the potential points of access, and barriers - Systematic publicity of services helps ensure all young people know where to go for advice ahead of need - - The third sector ability to provide communities with information, advice and sources of support - Clear messages from councillors and senior local leaders help convey the importance of supporting young people to prevent unplanned pregnancy and develop healthy relationships | - targeted support services which take a youth work approach, delivered in non-clinical, young people friendly settings and supporting young people on a range of issues relating to sexual health and relationship. - Training non-health professionals, who have a trusted relationship with young people at risk particularly supports young people who may be unable or unwilling to access health services - Open discussion with communities on how they are willing to support and offer contraception such as c-card scheme hub within smaller communities | What's our vision; Giving young people choice What are our goals; Supporting young people and their changing needs Who will drive this forward; residents, schools, primary care and third sector Business case: wider impact | Yes | |
| hounslow | 1. Work with and support existing networks, organisations and services related to breastfeeding work to enhance their offer/work so that no existing work is lost/nullified. Commission in a way that puts those who breastfeed or have breastfed before at the heart of decisions and empower existing community groups already doing work on breastfeeding to obtain solutions and be resourceful. 2. Ask service users about the service delivery – is it accessible, does the service build on the strengths that users have/meet what users have to offer? 3. Emphasise that there is no obligation for groups to work with the council on breastfeeding. 4. Ensure that stigmatisation of bottle feeding is avoided through balanced messaging and support to mothers who cannot/do not want to breastfeed. | 1. The unique competencies and experiences of people who do breastfeed or have breastfed in the past – people with lived experiences are vital to the service delivery. Encourage these individuals to speak with members of their personal networks about breastfeeding. 2. The unique competencies of families (including extended members) of people who breastfeed or used to breastfeed – need to draw on families to ensure and inform better support for individuals who breastfeed or who want to breastfeed. Ensuring family members are supported and informed to encourage that breastfeeding can take place. Could do a programme similar to the Mom2Mom programme (asset based) which encourages mothers of women who are breastfeeding to support their daughters. 3. The unique competencies of communities (neighbours at street-level and very local shops and services) to co-create spaces for people to breastfeed on site/in public/encourage or support breastfeeding. Training around addressing stigma associated with breastfeeding in public. The hope would be to decrease fear of breastfeeding in public and stigma by getting more service users and members of community involved in broader events etc. to help improve community cohesion. Peer to peer breastfeeding support (similar to Mom2Mom), which has mothers who have already breastfed help new mothers to breastfeed. Can encourage peer support not run through the council but rather through third sector/community leadership. 4. The unique competencies of the third sector to provide capacity building, community development and advocacy support to individuals, families and communities to be able to breastfeed, e.g. providing community breastfeeding groups/forums. Peer to peer breastfeeding support (similar to Mom2Mom), which has mothers who have already breastfed help new mothers to breastfeed. Can encourage peer support not run through the council but rather through third sector/community leadership. 5. The unique competencies of the public sector to provide and or commission person centred services; community building infrastructure; and relevant supports that enable autonomy and participation; e.g. creating an environment that promotes breastfeeding, (e.g. certificates that state breastfeeding welcome) and an environment that reduces stigma towards breastfeeding. Utilising existing facilities and building on feedback from residents to facilitate a breastfeeding community in post-partum mothers and create a healthy/happy environment. 6. The unique competencies of the private sector to provide ethical services/products, economic growth and jobs that add value to the strengths of individuals, families and communities who breastfeed; e.g. Community family hubs – include services such as children’s centres where parents can learn about breastfeeding, nutrition. These can be led by community members. Incentive for small businesses to become breastfeeding friendly spaces, such as providing funding to allow their businesses to be used as community spaces. Encourage employers to create spaces for new mothers to breastfeed/pump while at work. | 1. Utilising the strength of Hounslow’s multigenerational households, programmes like Mom2Mom which encourage family support for breastfeeding. 2. Create Family hubs as a centre for multidisciplinary support for parents, including connections to existing community groups, council services which exist already, and encouraging a skill mix which can take pressure off existing breastfeeding support services and encourage skills sharing. 3. Create a myth-busting website and media campaign to fight misinformation about breastfeeding. Include a possible quiz with a prize to encourage knowledge about breastfeeding. | Mission – to empower residents to create a healthy breastfeeding environment which will consequently increase breastfeeding prevalence at 6-8 weeks by creating a person led breastfeeding service that ensures individuals’ strengths are integral to their plan, and supports them to connect to local community assets, whilst creating a community and local environment that promotes and encourages breastfeeding. Objectives and goals – create an environment that encourages and promotes mothers to breastfeed. Create an environment which reduces stigma towards those that choose to breastfeed. Create an environment which reduces stigma towards those that choose not to breastfeed. Create an environment in which breastfeeding is comfortable and feels welcomed. Community drivers – need mothers who have breastfed before to be involved in the service, as well as the community drivers written out above. Business case – include examples of where this has been adopted elsewhere and worked. Evaluation – focus groups, surveys, interviews to inform feedback as opposed to purely numbers of people into the service. Create relationships both within the community and between the council and the local community. Reflective practice – Create space for trying new ways of working, including those new strategies which will fail and fizzle. Ensure that work progression is reviewed by all who are involved and create space for voices for those who have been historically marginalised. | Yes | |
| 08/02/2022 09:06 AM | newcastlejuly22 | Know the patch; listen/engage/recheck; realistic plan for change; incremental evolutionary approaches | Day services: Competencies of local interest groups to identify new members Competencies of family carers to contribute knowledge/skills Competencies of local volunteers to bring knowledge/skills as much as time Competencies of other sectors such as leisure and hospitality to support initiatives Competencies within online groups to make connections Competencies of public sector to provide and support essential components such as transport | Providing small funding to allow groups to develop offers which can develop links with commissioned services Developing walking clubs in neighbourhood areas Developing gardening groups | local intelligence local asset mapping potential community value from intelligence/asset mapping key actions to support community value mapping against Care Act obligations social value and measurable ROI | Yes |
| 08/02/2022 10:31 AM | newcastlejuly22 | Asset Based commissioning is an approach to enable people and communities, bringing together with organisations to become equal co-commissioners and co producers, self help, make the best use complimentary use of all assets to improve whole life and community outcomes. providing value | I am currently not working on any project at present. I am at the start of a new journey, becoming involved with a theatre group in my community. The group was set up to support children and young people with special needs. They have been provided with an empty building. It is the hub that has brought a community together, listening to their stories of feeling isolated impacting on their health and well being. The group have set up coffee mornings, parenting classes, fund raising events, book and toy swapping, group invites to birthday parties, bringing children and young people together who had reduced friendships other than school are being brought together. Child minding is also shared within the group allowing time for parents to have some quality time. | decision making about their area and services. well networked and supportive and where neighbours look out for each other. positive impact on peoples health and well being | i am hoping to develop within this area as we go through the group work today, all of the headings would come into play to align with the principles of ABCD. taking into account the knowledge, gifts, capacities and passion for the community in which we work and live. adopting the principle of do no harm. | Yes |
| 08/02/2022 11:54 AM | newcastlejuly22 | 1. Understand what community assets are available within your local area. 2 Involve people in planning which services to commission 3. Involve people in designing support 4 Involve organisations we work with in ABCD. | The issue I am interested in is improving the social aspect of life in care homes. Community drivers could include: 1. The competencies of the people living in the care home 2. The competencies of the families/ carers/ friends of those living in the care home 3. The competencies of the local community (shops, schools) 4. Developing partnerships with other sectors such as health to support with activities 5. Fostering volunteers from the local community 6. Working with other care homes in the area | 1. More activities taking place outside of the care home by using the local community 2. More personalised activities taking place by using volunteers 3. More activities taking place within the care home by involving the local community | 1. Commissioning a framework for activities within care homes to give people the opportunity to be involved in what is important to them. 2. To support people to have a purpose in their lives and ultimately improve their mental and physical wellbeing. To allow stronger links to connect people to their communities and local voluntary sector support to foster overall wellbeing, so people are healthier, happier, and less reliant on formal health and social care services. To allow families and carers more involvement and promote inclusion. 3. Involvement from local communities- shops, other care homes, people including residents and families 4. Working with other organisations to evidence the positive outcomes of working in a more individualised way and the impact this can have on physical and mental health. 5. Outcome measurements through surveys and individual feedback of those involved 6. Analyse outcomes and involve individuals in what could be done better | Yes |
| 08/02/2022 02:25 PM | newcastlejuly22 | Facilitate discussions with community leader Facilitate engagement with those who are directly impacted Create collaboration models and networks to avoid insularity Give some control and allow input to those who will be utilising the services commissioned | I have been in post for 4 months and my role is specifically related to providing governance arrangements some of these relate to the monitoring and management of care homes including outbreaks, safeguards and contracts compliance. This example uses care homes: That there is a provision of a sufficient number of care homes for residents That these care homes are well run and meet QCQ standards That the community has assurance in the running of these homes in relation to family and friends who are residents That the community has assurance that there will be enough well run services when they will need them That the community has assurance that the homes are being well monitored That the community has assurance that the homes are being well managed and are providing not just adequate but humane care | That monitoring be opened up to skilled personnel within the community That there is regular dialogue between the homes and resident families and friends that indicate how well the home is being run Communities having access to the steps being taken by the care home management That care homes are more actively involved in the community That the community is actively involved in the community | Why is ABCD relevant here What impact are we looking for Whose metrics are we measuring How do we ensure they are shared goals and values How will we measure impact and what does is look like How will we identify when there is a drift Who do we want to engage When do we want to engage When do THEY want to engage with us How will we remove barriers to ensure everyone is and feels involved and to facilitate success | Yes |
| 08/03/2022 04:35 PM | newcastlejuly22 | focus on assets, not gaps ... strengths not what's wrong consider 'social values' in any procurement question(s) Emphasise community strengths Engage in community conversations | Hospital Discharge: Maximise recovery Maintain / maximise independence Lower long-term care needs Recovery is best at home Co-located, integrated community response teams Community (not acute trust) based | Home from Hospital Volunteer Welfare Check - follows patients home to check they have some basis provisions, heat, lighting etc. all work / in place - linking with the voluntary sector to recruit, train and deploy volunteers into these roles Dedicated End of Life Domiciliary Care Service for hospital discharges - block booking capacity in the independent care sector to be able to respond quickly and appropriately to support people wishing to return home from hospital to die Locally developed discharge video's to support discharge planning and managing patient, family and carer expectations and improve knowledge as to what will happen when someone is ready to leave hospital after an acute episode of illness - it identifies how the health and care system work together to ensure achievement of the community drivers identified above | Overarching Aim To add in any sub aims: What is the key change we're trying to make? Who in the Community can help? How will we engage with them? Development of an action plan Who will be involved? How will this be achieved? How do we assess best value for money and use of the Newcastle £ How do we know its working? What is our evaluation approach? What are the timescales involved? What would / could we do differently next time? | Yes |
| 08/03/2022 04:35 PM | newcastlejuly22 | focus on assets, not gaps ... strengths not what's wrong consider 'social values' in any procurement question(s) Emphasise community strengths Engage in community conversations | Hospital Discharge: Maximise recovery Maintain / maximise independence Lower long-term care needs Recovery is best at home Co-located, integrated community response teams Community (not acute trust) based | Home from Hospital Volunteer Welfare Check - follows patients home to check they have some basis provisions, heat, lighting etc. all work / in place - linking with the voluntary sector to recruit, train and deploy volunteers into these roles Dedicated End of Life Domiciliary Care Service for hospital discharges - block booking capacity in the independent care sector to be able to respond quickly and appropriately to support people wishing to return home from hospital to die Locally developed discharge video's to support discharge planning and managing patient, family and carer expectations and improve knowledge as to what will happen when someone is ready to leave hospital after an acute episode of illness - it identifies how the health and care system work together to ensure achievement of the community drivers identified above | Overarching Aim To add in any sub aims: What is the key change we're trying to make? Who in the Community can help? How will we engage with them? Development of an action plan Who will be involved? How will this be achieved? How do we assess best value for money and use of the Newcastle £ How do we know its working? What is our evaluation approach? What are the timescales involved? What would / could we do differently next time? | Yes |
| 08/05/2022 01:17 PM | newcastlejuly22 | 1: a “bottom up” approach, engage with communities, find out what community’s care about and what they want to change. 2: Establish what assets (Individual and community) already exist, invest in the development of an asset-based directory / inventory. Investment in developing and building connections between people that live in the area / community. 3: move away from the traditional needs assessment approach to a focus on individuals and community assets, investment in developing and supporting existing groups, individuals, families and communities to make changes that will impact positively on their community, reduce dependency, reduce isolation, increase independence, resilience, self-worth and self-determination. 4: Prevent crisis situations by early identification of the root cause of the problem also acknowledging that each community is unique and mistakes will be made, develop community initiatives and partnerships representing Health, Public sector, Private sector, Charities and Voluntary organisations that can supplement and support existing individual and community assets. | Homelessness – community drivers • Wherever possible preventing homelessness at the earliest opportunity –develop interventions that proactively support people at life changing moments e.g. leaving the parental home, institutions, change in income, employment etc. • Wherever possible prevent repeat episodes - finding more effective ways of working together to prevent repeat episodes of homelessness • Creating options and solutions to meet need –helping people / communities understand their options and how to access them • Responding to crisis - effectively supporting people to identify personal / community strengths and assets they can utilise to build resilience, enable people to remain part of their community and play an active part in its development. • Supporting people to long term sustainability – providing responses not just to people's accommodation needs but also their health, support, care, financial inclusion and employment needs – work with communities to create opportunities for change • Providing buildings and open spaces that create hope and inspire change – people are more likely to succeed in quality environments | • Taking a life course approach based on encouraging predictive interventions at the earliest opportunity to prevent homelessness and build resilience • Promoting individuals’ resilience and long-term sustainability by providing training, employment and recovery opportunities. • Taking a consensual approach based on agreement at a strategic, community and individual level about the best use of resources | 1 Support communities to use their assets in ways that work for them. 2 I. Increased communication and engagement with communities II. Better understanding / use of individual and community assets III. Build better connections between people that live in the community IV. Reduce dependency, reduce isolation, increase independence, resilience, self-worth and self-determination. V. Support communities to create long term sustainability. 3 Interventions that proactively support people at life changing moments e.g. leaving the parental home, institutions or a change in income, employment etc. Help people understand their options and how to access them Supporting individuals and communities to long term sustainability 4 Everyone deserves to live in a community that works for them, the community is best placed to know what works for them, each community is different each community have different strengths and assets. Allowing people / communities to take responsibility for their own destiny and utilise their assets will deliver local solutions to local issues resulting in stronger more resilient communities. 5 How we evaluate the impact of ABCD will need to be developed and agreed with communities, individual communities will have different needs so how we evaluate the impact of initiatives needs to be tailored specifically to what individual communities want or sees as having made a positive impact or improvement to them as individuals and the wider community. 6 Work with communities to analyse what’s went well, what’s not worked, what needs further improvement, allow communities to develop their own agenda and solutions that will benefit the people they represent. | Yes |
| 08/06/2022 12:16 PM | newcastlejuly22 | Engage with communities to fully understand needs, desires and assets. Fully understand what and how services are currently commissioned. Consult with communities throughout service re-design to ensure what is being commissioned is what is required. Use data, community intelligence and demographics to design sustainable services. | The unique competencies of people with a mental health condition to live well with a mental health condition. The unique competencies of the Private Sector to provide ethical services/products, economic growth, jobs and training opportunities that add value to the strengths of individuals, families and communities in living well with a mental health condition. The unique competencies of communities to create the conditions with people with a mental health condition and their families to live well.. The unique competencies of the Pubic Sector to provide and/or commission person centred services, community building infrastructure; and relevant supports that enable autonomy and participation. The unique competencies of families of people with a mental health condition to live well themselves and support family members with a mental health condition to live well. The unique competencies of third sector to provide capacity building, community development and advocacy support for individuals, families and communities to live well with a mental health condition. The unique competencies of intentional cooperative partnerships across the other six levers mentioned above to combine strengths to co-produce mental health condition friendly communities. | Continuum of support- Right Support- Right Place-Right Time Person- centred and rights based approaches Telepsychiatry- An appointment takes place over the computer or phone via video chat. | Citizen-led Relationship orientated Asset-Based Place-Based Inclusion focused | Yes |
| 08/08/2022 01:48 PM | newcastlejuly22 | • To avoid commissioning organisations who are concerned with their own ‘client base’ and economic survival, research further into a provider’s ethos and policies, and how these are developed and utilised throughout the company, in order to determine if they are truly a service that wishes to launch positive change in the community. • Thorough research into the community alternatives through asset mapping and engagement with service users. • Create community links and support collaboration between community alternatives and commissioned services using providers who build relationships and networks within their area to share with the individuals they support and enable. • Commission services which encourage and support the help the family and friends of service users. | Home Care: The individual who requires Home Care services. The family and friends of people who require Home Care services. The community surrounding the people who require Home Care services. The organisations that provide Home Care services. The individual carers within organisations which provide Home Care services. The local authority, who build relationships with providers to better the experiences of those receiving Home Care services. | • The new model of home care moves away from a traditional time and task model which is delivered by providers to residents to a more flexible and responsive offer. This has been done by splitting services into 4 zones instead of 3, with 3 different providers for each zone; this allows the providers to have closer relationships with the people they will be supporting. • Home care providers working alongside Health colleagues, community projects and voluntary organisations to deliver support to the residents living in their zone. This includes getting home care staff to tell clients about things going on in community during visits. • Joint training programmes amongst all the Home Care providers, including the use of the Care Academy for recruitment purposes. | Header – Background Information Sub Header – Principles of ABCD | Yes |
| 08/08/2022 02:41 PM | newcastlejuly22 | 1. Ensure person centred commissioning - commissioning services that are made for each individual, not a one size fits all with similar needs 2. Commissioning organisations with the right ethos and opinions - who are willing to adapt their services in line with the need of the people supported 3. Accept that existing services may not be the most appropriate. just because the number and data suggest a service is working and meeting KPI goals, it might not be the type of service the people want. be prepared to research the market more and engage with people to understand the needs of the people living within the region. 4. Get better at engaging. stop thinking areas / clients are ' hard to reach' and understand how to reach them. look at the barriers of what is stopping us reaching these people. Is it due to the geography / cultural needs | The competencies of people in recovery being supported and able to live well whilst in recovery The competencies of families and carers of those in recovery to allow them to support their family members during their recovery journey The unique competencies of the third sector - enabling the authority/ CCGs to provide the best services utilising expertise of those working within the third sector - often people working in these sectors have lived experience The unique competency of the public sector to commission person centred service - no one size fits all and understanding the needs of the different localities and what is needed The unique competencies of collaborative work ( LA with CCGS for example) to combine strengths and expertise to produce services for those who may be in recovery / seeking addiction support | Personalisation funds available - to support people at risk of Homelessness' who are in treatment and recovery to source mobile phones Providing more education - use of third sector to raise awareness of addiction - going into commissioned services to educate and share experiences Providing more family support | Intro to the council the reason for the contract, Scope- what the framework is about and who it will target, background info - what the service will support reason for the commissioning exercise, principles of ABCD and devised principles from this way of working, service requirements (including specific registrations/ workforce development/ qualifications if needed), objectives and outcomes, service principles, Community involvement - how will the authority actively involve communities, and how will providers do so, social value, data protection and GDPR, performance monitoring - KPIs, and outcomes based monitoring - use of both qualitative and quantitative data and also narrative | Yes |
| 08/08/2022 02:59 PM | newcastlejuly22 | By building up and sustaining client base. Mitigate through stipulation within a service specification, with contractual expectation to continue with cross organisation working and community links, which also links to KPI's for example. Continuing to have an unbiased, open and fair procurement process is followed. Through the engagement process at the outset of a commissioning process to ensure that client group expressing views on an individual or group level feed into the service specification process. | Provision of Carer Support Services: Unique competencies of carers of all ages to continue to live well whilst undertaking their caring role. The unique competencies of organisations offering employment to carers to be able to sustain employment whilst carrying out their caring role. The unique competencies of education facilities to provide capacity to support young carers and young adult carers to be able to participate in education. The Unique competencies of the community to be able to support carers of all ages to be able to undertake their caring role. | Through a well being fund that forms part of the overall funding, this fund is expected to be set aside for carers to be able to access funding on an individual basis based on their particular needs within their journey. This can be bespoke for items like a washing machine or a short term break or counselling. | Background information - giving specific detail around the service, describing building relationships with ASC , community and providers. Stimulating neighbourhood activity Principles of ABCD Everyone having talents and gifts Building Relationships Do no Harm Build on what we have Focused on making a difference Trust, honesty and respect Thinking longer term Redressing the balance Recognising our Journey | Yes |
| 08/09/2022 01:49 PM | newcastlejuly22 | 1. Have people involved in the planning/construction of service specifications and make sure existing connections are part of that approach. 2. Change what we commission and pay the organisation in a way that doesn't disadvantage them by working in a different way - take them on the journey with us. 3. Evaluate the community alternatives 4. Make sure we're commissioning what people say they want, rather than what we think they want. Make commissioning a collaborative activity through levers such as Individual Service Funds. | Issue/theme - meaningful occupation opportunities for people with learning disabilities 1. People with Learning Disabilities want to live a full life and what that means is different for every person. 2. Families of people with learning disabilities have a unique perspective and ways in which they help the person with learning disabilities to live the life they want. 3. Local communities (neighbours, groups, associations, etc) have unique competencies in identifying and providing opportunities for people with learning disabilities 4. Third sector organisations have unique competencies in identifying potential in local communities to help people with learning disabilities to live a full life 5. The public sector can help to commission the services people want, in the way they want them; work with the private sector to develop work opportunities. 6. Local collaboration to develop a range a opportunities for people with learning disabilities. | 1.Look at supporting existing groups and associations to be able to offer supportive opportunities to people with learning disabilities. 2. Work with local people at a community level which makes sense to them and offer paid support to help them develop opportunities 3. Work with small local businesses to find work opportunities | 1. What are our existing assets? 2. What does the local community want? 3. How can we work together to achieve this? | Yes |
| newcastlejuly22 | Get to know your communities - the static and the transient, its generations and the differences between them, the protected characteristics of those living within the communities and what that means to past, present and future of the community. Gather community intelligence. Get to know the organisations that work within, as part, with the communities they serve. What assets do they have and how can they work collaboratively to best us the £. Primary, Secondary, Tertiary, voluntary. Understand how they are commissioned/funded. Find all other assets within the community. Get to know your community builders, the communities citizens. Engage with citizens - move away from traditional models of needs assessments with organisational agendas, e.g. health, social, economic. And towards working with the community on what they will see positively improving their lives e.g. social isolation, would ultimately reduce the impact on health and social care. Always plan to reach the unreachable - remove barriers. | Care Homes: 1. Families, friends, carers of those now living in care homes 2. Person centred care - what does the individual need and/or want. Needs can be different to what truly matters to an individual. 3. How can the local community to which the car home is placed support the needs of the home and its residents. What do they have going on, as an asset in the community, how can we draw upon each others offerings. 4. Competencies of the staff working in private care homes 5. Develop partnerships with health - how can health better support residential and care homes 6. Develop parterships with technological firms and how can they support people to live well, and support eh efficiencies of the care home. 7. Collaborative approaches with other providers in the city. 8. Collaborative working with other bed bases - intermediate. 9. Physical and mental health needs - are both addressed at any given time? 10. What are the CQC findings, and are there areas of SWOT that could partner up 11. What is the governance and how can that be supported | 1. Work with the local health and mental health trusts. 2. Local voluntary sectors - how can they go into homes to support? Walking clubs, dining clubs, physio clubs, talking clubs, music, reading etc. Young people, animals. 3. Health call - and virtual wards 4. Families being an integral part to detailing more personal information about the individual to help build ups. Picture of the person and not the individual who they see in front of them now. This is a snapshot and may not be a true reflection of the individual, their needs, and their likes/dislikes, habits, what well is for them etc. 5. Minimum standard of recruitment, training, wage, pension, annual leave, support in the workplace etc. Set of standards that is achieved across homes with the support of health. Set of frameworks and guidelines and standard reports with health to facilitate discharges, transfers of care, medication etc. | Person centred care Personal community centred care Local community centred care Local organisation centred care Local organisations centred care Wider centred care Who engage How to engage Where to engage When to engage Cost of engagement Outcome of engagement Evaluation of engagement What worked well / what keep What didn’t work well / what would change | Yes | |
| newcastlejuly22 | 1. Undertake an audit of community assets - you don't know what you need until you know what you have 2. Talk and think about investment rather than commissioning. 3. Actively include community members in any commissioning process. 4. Culture shift that supports the values of communities and community power. | Support for people with a learning disability - 1. Support people through community assets rather than paid support. 2. Support people to identify their gifts and their potential community contribution. 3. All commissions include an element of providers supporting community development rather than special places for special people. 4. Support people tpo spend their £ in their local community. | Supporting people through leisure services, As a service/support provider as king the question what can we offer our community rather than what can they offer us. Timebanking | What does the Community Asset Map tell us, what have we tried to meet these outcomes? What is the Communities vision for itself? What would good look like for this community? How will you know what you are doing is working? What have the community told us what would be success? | Yes | |
| hampcommissioning | 1. Truly Co-produce services with community. Start small..... align conversations around assets with communities across all commissioners. 2. Mitigate against culture of Health being medicalized and deficit centric. This is complex and requires social movement across us....3. Share evidence base and examples on ABCD & Community power. 4. Call to action on Social Value as organizations.5. Adopt person centred outcomes. | Winter plan/ | No | |||
| 10/05/2022 03:22 PM | dorothyhouseservicetrans | Anne Montague/Louise Clapton - Community Bereavement Support Understand community assets and communities of support - the formal and informal (visible and invisible). Co-production guided by the community agenda. Understanding where the energy and motivation is. Listen, hear and understand in order to build relationships and trust with our communities. Review commissioning process and priorities to ensure the community are viewed as equal partners. | The unique competencies of individuals within their networks and communities to experience the process of bereavement. The competencies of family networks, neighbourhoods and the wider community to support people through bereavement. The competencies of communities to provide support groups. The competencies of bereaved people to provide peer support. The competencies of community organisations to support their local people. | No | ||
| 10/07/2022 03:47 PM | newcastle-septcomm | 1-we are not of any other service we would 'decommission 2-we plan to support people to own the group and run in independently and make ourselves redundant, 3-we will use the existing community resources and work with partner agencies to use the things they already have (ie Skills/ReCoCo and 4-will help people get their own funding to keep it going | LD and/or Autism post diagnostic support, friendship and meaningful connections and activities. -People with lived experience have unique perspectives and communication styles -People need specific thing from the places they use to socialise and the community assets want to understand this-we can enable venues to learn from adults with lived experience -people with lived experience want to be heard and want to influence services -people with lived experience want to advocate for others who are less able to have their voice heard -people are frustrated by the overstretched public services -statutory services want to find creative solutions and use the skills of third sector providers | Traditional response is social care assessment, commission day service or PA support. Alternatives: -Community connector to help person identify and access local, free services that have meaning to them -Experts by experience that help build confidence -friendship mentoring and development from third sector provider leading to sustainable, independent groups | 1 Our mission is to give people a better offer, that a predetermined pathway to meet pre-defined needs. We want to offer a personalised way of living the life they want that enables better connections, meaningful relationships and a sense of meaning that is based on real relationships rather than provider/cared for dynamics. 2 1-Less commissioned community enabling packages 2-more meeting their own objectives without ongoing social care intervention 3-meaningful post diagnostic support for adults with autism 4-a network of agencies working together to improve access to meaningful activity in the community 5-sustainable activities and friendship groups in the community 3 -People with lived experience have unique perspectives and communication styles -People need specific thing from the places they use to socialise and the community assets want to understand this-we can enable venues to learn from adults with lived experience -people with lived experience want to be heard and want to influence services -people with lived experience want to advocate for others who are less able to have their voice heard -people are frustrated by the overstretched public services -statutory services want to find creative solutions and use the skills of third sector providers 4 We will write it in full in next homework assignment! There is clear evidence of improved outcomes and reduced spending to support this plan 5 Regular review meetings and systems to record cost/savings and the persons view of the impact. 6 Regular discussions with partners and people that use the service Worked with Sally Evans from FANE to complete this, we have a much more detailed proposal for next assignment! | Yes |
| 10/10/2022 11:05 AM | newcastle-septcomm | 1. Demonstrate our good practice and positive outcomes from using ABCD approaches through quality evaluation and comms (reports, case studies, social media etc) in order to influence commissioning processes 2. Continue to engage, enable and empower older people to lead the age friendly agenda in a variety of ways 3. Commit to working in partnership and communicating efficiently with others to avoid duplication and to ensure the best local organisations are delivering services, project and community development using local assets 4. Commit to delivering small scale quality work rather than chasing funding for the sake of organisational "growth". | Engagement with older people from ethnically minoritised groups. The community drivers include: 1. the groups themselves and their volunteer organisers or bi-lingual support workers 2. the community venues where groups meet including community centres and religious venues 3. working alongside key organisations to identify areas of mutual interest 4. active members of the elders council who with to meet, engage and involve new people | We would look at working with groups in a creative and inclusive way - using creative methods to enable people to have a voice, such as making a short films with translation- it would be up to the groups to decide what they want others to hear and where they want to make an impact. We could also work with other organisations to run creative workshops/focus groups/events led by the groups themselves. We could highlight the gifts and contributions of the participants to our wider communities in Newcastle. | How are the people you work with leading and informing the process How will you invest in this community in order to reduce dependency on stat services What are the existing community assets Who are the local organisations and associations you will work with | Yes |
| 10/10/2022 01:03 PM | newcastle-septcomm | Work in partnership and alongside a whole range of community based organisations to ensure services provided are aligned to and meet locally identified needs and are solution focused. Consultation with community organisations, service users and the wider community. Service users are supported and empowered to take control of their own situations, reducing a reliance on us and avoiding creating dependency | Winter pressure - rising cost in food and utilities impacting on peoples general mental health and wellbeing possible sending some into crisis this winter Partnership working - a real desire across local communities to want to come together to ensure no one feels alone or goes without this winter Peer Support - no one should feel alone, Peer Support Workers are uniquely placed to relate to some or all of the challenges others struggling with their mental health may be facing and can work with people to ensure they get linked to local activities/services Neighborhoods - recognition of the breadth of opportunities available to people at a neighborhood level, including connections with primary and secondary care services. Recognition many secondary care organisations have growing waiting list times due to increased demand for services, working together with community organisations and primary care could help alleviate some of these pressures. | Working together to develop and host a number of 'Winter Pressures' events running from October through to February 2023 in the heart of local community. Bringing together a range of local organisations who can offer advice/information/signposting/support to local residents on Mental Health, Housing, Workfare Rights/Finance, Hints n Tips on how to stay Warm this Winter, Foodbanks, Warm Hubs etc. Joint working with Secondary Care to reduce pressures on waiting list. People not requiring phycological interventions connected to Peer Support Workers. Peer Support Workers take a person centered approach to support by finding out what issues individuals connected in for support are dealing with and then 'walk with with them' to address the issues, sharing lived experiences to ensure those they are supporting know they aren't alone. Large amount of asset mapping has been completed to identify organisations in each of the PCN areas, including identifying where there are significant gaps that need addressing. Development of 6 sessions for people who are struggling with their mental health. Session are being co-designed by Peer Support Workers and people they have been connected to for ongoing support. Aim to let everyone know they aren't alone, strong focus on providing mutual peer support to aid recovery. | Who are we - what do we already have and what do we hope to achieve. | Yes |
| 10/10/2022 01:18 PM | newcastle-septcomm | I have worked together on this assignment with Kirsty Turner the Team Manager – Learning Disability and Autism Team and we have submitted the framework on her portal. | Yes | |||
| 10/10/2022 01:53 PM | newcastle-septcomm | 1. Engage with local communities and service users to avoid unintended consequences. 2. Ensure commissioned services do not hit the target(s) but miss the point. 3. Investigate what is already working well. 4. Do not reinforce failure; do exploit success | 1. Delivery closer to home 2. Personalisation & co-production | Yes | ||
| 10/11/2022 10:30 AM | newcastle-septcomm | 1. Active listening and use of SIGNAL supporting people create their own life map and set priorities and personal action plans 2. Remaining person centred and ensuring the level of service reflects changing needs and with agreement from people, proactively reducing services as independence increases. 3. We are a community alternative and not a commissioner 4. Although not a commissioner we aim to keep people at the heart of the charity which is reflected in the make up of the board, and engaging people to ensure that their voices are heard and the charity continues to be relevant | The lived experiences, skills and knowledge of older people to live independently and well within their own homes for as long as they wish The lived experiences, skills and knowledge of families (including extended members) of older people to live well themselves and to support older family members to live independently and well within their own homes for as long as they wish The collective lived experiences, skills and knowledge of communities (neighbours at street level and very local shops and services) to co-create the conditions for older people and their families to live safely and well The collective lived experiences, skills and knowledge of the third sector to provide capacity building, community development and advocacy support, economic growth and jobs that add to the strengths of individuals, families and communities as they age, to live well, safely and independently The collective experiences, skills and knowledge of the public sector to provide and/or commission person centred services, community building infrastructure and relevant supports that enable autonomy and participation The collective experience, skills and knowledge of the private sector to provide ethical services/products, economic growth and jobs that add value to the strengths of individual, families, communities to age well | Reduced physical mobility is often the reason a home care service is required. In our community there is a charity that uses the medium of dance to improve and extend older people’s mobility which contributes to improved wellbeing and independence | Yes | |
| 10/12/2022 10:59 AM | hampcommissioning | 1. empower and develop personal and family assets, using a mapping approaches 2. Focus on news ways of measuring outcomes/success 3. listen to and support community alternatives, ensuring you reach as many members of the community as possible 4. place the power/funding/agency with the community | Use the ABCD approach to support the King Arthurs community to be more connected and change the community in the ways they want. 1. The unique competencies of people living in King Arthurs to understand their assets and environment 2. The unique skills and competencies of people in King Arthurs to be able to be more connected and improve their lives as they want. 3. The unique skills and competencies of local institutions in the area to provide support to , the community, including venues, expertise and volunteers 4. The unique competencies of the 3rd sector to provide community development support, capacity building to support the community. 5. The unique skills and competencies of the public sector organisations to provide staff t work along side, to provide person centred services, to promote autonomy and participation 6. The unique skills and competencies of partnerships, working across Andover to support the community through sharing resources, knowledge and expertise 7. The unique skills and competencies of the private sector to provide products/services, resources, employment and growth to the Community. | 1. To have people at the centre of the commissioning process, following their lead in terms of what would work in their community 2. Ensuring the one size doesn’t fit all, moving away from having the same services in each community 3. Develop measures that matter to the community, with the community. Measuring outcomes and success in the longer term and using different measures developed with the community. Not just measuring the outcomes of one project/service in isolation. Supporting the community to measure success of the outcomes themselves. | 1. Mission - Use the ABCD approach to support the King Arthurs community to be more connected and change the community in the ways they want. 2. aims - based on ABCD 1. to build and support the development potential and skills, 2, to create more connections in the community 3. to create opportunities for agency 3. Principles 1. community led, 2. enabling and growth mind set 3. institutions supporting - not getting in the way 4. Drivers for change 1. The unique competencies of people living in King Arthurs to understand their assets and environment 2. The unique skills and competencies of people in King Arthurs to be able to be more connected and improve their lives as they want. 3. The unique skills and competencies of local institutions in the area to provide support to , the community, including venues, expertise and volunteers 4. The unique competencies of the 3rd sector to provide community development support, capacity building to support the community. 5. The unique skills and competencies of the public sector organisations to provide staff t work along side, to provide person centred services, to promote autonomy and participation 6. The unique skills and competencies of partnerships, working across Andover to support the community through sharing resources, knowledge and expertise 7. The unique skills and competencies of the private sector to provide products/services, resources, employment and growth to the Community 5. Asset Mapping - what will be the process focus on discover assets, connect and mobilise 6. Funding/resources – what resources and funding available – how will the community be involved 7. Evaluation framework – the principles – community led, long term, wide ranging, measuring progress in achieving aims, mechanisms for evaluation with community, gathering evidence from range of sources. 8. Process for learning/sharing learning – framework for sharing learning, | Yes |
| 10/12/2022 11:18 AM | hampcommissioning | 1. Empower and develop personal and family assets, using a mapping approach 2. Focus on news ways of measuring outcomes/success 3. Listen to and support community alternatives, ensuring you reach as many members of the community as possible. 4. Place the power/funding/agency with the community | Use the ABCD approach to support the King Arthurs community to be more connected and change the community in the ways they want. 1. The unique competencies of people living in King Arthurs to understand their assets and environment. 2. The unique skills and competencies of people in King Arthurs to be able to be more connected and improve their lives as they want. 3. The unique skills and competencies of local institutions in the area to provide support to, the community, including venues, expertise and volunteers. 4. The unique competencies of the 3rd sector to provide community development support, capacity building to support the community. 5. The unique skills and competencies of the public sector organisations to provide staff to work alongside, to provide person centred services, to promote autonomy and participation. 6. The unique skills and competencies of partnerships, working across Andover to support the community through sharing resources, knowledge and expertise. 7. The unique skills and competencies of the private sector to provide products/services, resources, employment and growth to the Community. | 1. To have people at the centre of the commissioning process, following their lead in terms of what would work in their community 2. Ensuring the one size doesn’t fit all, moving away from having the same services in each community 3. Develop measures that matter to the community, with the community. Measuring outcomes and success in the longer term and using different measures developed with the community. Not just measuring the outcomes of one project/service in isolation. Supporting the community to measure success of the outcomes themselves. | 1. Mission - Use the ABCD approach to support the King Arthurs community to be more connected and change the community in the ways they want. 2. Aims - based on ABCD - To build and support the development potential and skills - To create more connections in the community - To create opportunities for agency 3. Principles - Community led - Enabling and growth mind set - Institutions supporting - not getting in the way 4. Drivers for change - The unique competencies of people living in King Arthurs to understand their assets and environment - The unique skills and competencies of people in King Arthurs to be able to be more connected and improve their lives as they want. - The unique skills and competencies of local institutions in the area to provide support to, the community, including venues, expertise and volunteers - The unique competencies of the 3rd sector to provide community development support, capacity building to support the community. - The unique skills and competencies of the public sector organisations to provide staff to work alongside, to provide person centred services, to promote autonomy and participation - The unique skills and competencies of partnerships, working across Andover to support the community through sharing resources, knowledge and expertise - The unique skills and competencies of the private sector to provide products/services, resources, employment and growth to the Community 5. Asset Mapping - what will be the process- focus on discover assets, connect and mobilise 6. Funding/resources – what resources and funding available – how will the community be involved 7. Evaluation framework – the principles – community led, long term, wide ranging, measuring progress in achieving aims, mechanisms for evaluation with community, gathering evidence from range of sources. 8. Process for learning/sharing learning – framework for sharing learning, | Yes |
| 10/12/2022 12:27 PM | dorothyhouseservicetrans | spend time learning about the community and listening, be conduit to bring communities together - we're holding a forum for you (not about our needs/offer), develop partnerships, engage community leaders to deliver the needs | What opportunities are there to use our retail spaces? Unique placement of shops in the middle of communities, the unique opportunity to capture feedback/information about what's going on in the community, space available to facilitate communities coming together out of core hours (9-5), opportunity for jobs and volunteering, creating extended network thru customers, donors, family and friends, networking with local communities to offer above opportunities, | use the space for weekend classes e.g. yoga/wellbeing, public meetings in evenings, meeting venue for volunteers and/or local communities fitting with charity ethos | Using retail as a catalyst to enable grass roots needs of the community | Yes |
| 10/12/2022 03:40 PM | hampcommissioning | Perverse incentives, We should Monitor and pay on outcomes not activity. 2) We commission in isolation focused on symptoms not the causes, we need to cocommission with partners and invest in community power and community responses 3) Community support/Social prescribing should be frontline treatment offer not after thought in care plans- opportunity to flip this in implementation of Case Management. ie. What matters to me. 4) Health intel is based on QOF payment based on identification of disease, creates a society of ill, medicalized language rather than strength based approach such as how many contacts with local health walk/ Peer led activities rather peer led education- still creates power shift. | Maternity 1) the unique competencies of the young parents to live well and give children the best start in life 2) the unique competencies of the families young parents to live well and give children the best start in life 3) The unique competencies of communities (neighbours at street level and very local local shops and services ) to co create the conditions with you parents to live well and give children the best start 4) The unique competencies of their third sector experience of the communities to support themselves | Ali - has the notes for this section re: HOmework catch up 12/09/22 | As above | Yes |
| 10/12/2022 05:11 PM | hampcommissioning | view population/community as a whole, not disease specific individuals commission/invest in, and work alongside communities themselves listen and immerse (as guests) in communities re-balance perceived/real 'power' | Maternity pregnancy and shortly after childbirth (or should this be 'parents-to-be' as maternity puts the onus) the unique competencies and capabilities of parents-to-be to live well the unique competencies and capabilities of families of parents-to-be to live well themselves and to support parents to be to live well the unique competencies of communities (including virtual), including very local shops and services) to co-create the conditions with parents-to-be and their families to live well the unique competencies and capabilities of the third sector to provide capacity, community development and advocacy support to individuals, families and communities to support parents-to-be to live well the unique competencies and capabilities of the public sector to provide and/or commission person centered services; community building infrastructure; and relevant support that enables autonomy and participation the unique competencies and capabilities of the private sector to provide ethical services/products, economic growth and jobs that add value to the strengths of individuals, families and communities in living well as parents-to-be | Health visitor (hybrid model which builds on exisiting community assets) community and individuals services from community hub in support of drawing on shared community experience and learning - accessible to wider group (young dads, parents with experience etc etc) listen to 'on line' support already in place and encourage access/uptake (more than limited distribution list), and follow up (community health worker) - encourage communities to own this and translate some these from 'on line to 'on land'. commission schools - better information about parenting, lots of facilities which arent utilised 24/7 such as kitchens to help people to cook for themselves and their children | Local - needs to be local defined in support of meaningful co-design Population - not segregated 'cohort' Do no harm - NHS has a very skewed idea of harm, quality etc etc Mission: Thriving community, thriving NHS....... | Yes |
| 10/12/2022 05:38 PM | hampcommissioning | 1. empower and develop personal and family assets, using a mapping approaches 2. Focus on news ways of measuring outcomes/success 3. listen to and support community alternatives, ensuring you reach as many members of the community as possible 4. place the power/funding/agency with the community | Use the ABCD approach to support the King Arthurs community to be more connected and change the community in the ways they want. 1. The unique competencies of people living in King Arthurs to understand their assets and environment 2. The unique skills and competencies of people in King Arthurs to be able to be more connected and improve their lives as they want. 3. The unique skills and competencies of local institutions in the area to provide support to , the community, including venues, expertise and volunteers 4. The unique competencies of the 3rd sector to provide community development support, capacity building to support the community. 5. The unique skills and competencies of the public sector organisations to provide staff t work along side, to provide person centred services, to promote autonomy and participation 6. The unique skills and competencies of partnerships, working across Andover to support the community through sharing resources, knowledge and expertise 7. The unique skills and competencies of the private sector to provide products/services, resources, employment and growth to the Community. | 1. To have people at the centre of the commissioning process, following their lead in terms of what would work in their community 2. Ensuring the one size doesn’t fit all, moving away from having the same services in each community 3. Develop measures that matter to the community, with the community. Measuring outcomes and success in the longer term and using different measures developed with the community. Not just measuring the outcomes of one project/service in isolation. Supporting the community to measure success of the outcomes themselves. | 1. Mission - Use the ABCD approach to support the King Arthurs community to be more connected and change the community in the ways they want. 2. aims - based on ABCD 1. to build and support the development potential and skills, 2, to create more connections in the community 3. to create opportunities for agency 3. Principles 1. community led, 2. enabling and growth mind set 3. institutions supporting - not getting in the way 4. Drivers for change 1. The unique competencies of people living in King Arthurs to understand their assets and environment 2. The unique skills and competencies of people in King Arthurs to be able to be more connected and improve their lives as they want. 3. The unique skills and competencies of local institutions in the area to provide support to , the community, including venues, expertise and volunteers 4. The unique competencies of the 3rd sector to provide community development support, capacity building to support the community. 5. The unique skills and competencies of the public sector organisations to provide staff t work along side, to provide person centred services, to promote autonomy and participation 6. The unique skills and competencies of partnerships, working across Andover to support the community through sharing resources, knowledge and expertise 7. The unique skills and competencies of the private sector to provide products/services, resources, employment and growth to the Community 5. Asset Mapping - what will be the process focus on discover assets, connect and mobilise 6. Funding/resources – what resources and funding available – how will the community be involved 7. Evaluation framework – the principles – community led, long term, wide ranging, measuring progress in achieving aims, mechanisms for evaluation with community, gathering evidence from range of sources. 8. Process for learning/sharing learning – framework for sharing learning, | Yes |
| 10/12/2022 08:12 PM | hampcommissioning | 1.Empower and develop personal and family assets, using a mapping approaches 2. Focus on news ways of measuring outcomes/success 3. Listen to and support community alternatives, ensuring you reach as many members of the community as possible 4. Place the power/funding/agency with the community | Use the ABCD approach to support the King Arthurs community to be more connected and change the community in the ways they want. 1. The unique competencies of people living in King Arthurs to understand their assets and environment 2. The unique skills and competencies of families in King Arthurs to be able to be more connected and improve their lives as they want. 3. The unique competencies of communities living in King Arthurs to co-create conditions to thrive and live well. 4. The unique skills and competencies of local institutions in the area to provide support to , the community, including venues, expertise and volunteers 5. The unique competencies of the 3rd sector to provide community development support, capacity building to support the community. 6. The unique skills and competencies of the public sector organisations to provide staff to work along side, to provide person centred services, to promote autonomy and participation 7. The unique skills and competencies of partnerships, working across Andover to support the community through sharing resources, knowledge and expertise 8. The unique skills and competencies of the private sector to provide products/services, resources, employment and growth to the Community. | 1. To have people at the centre of the commissioning process, following their lead in terms of what would work in their community 2. Ensuring the one size doesn’t fit all, moving away from having the same services in each community 3. Develop measures that matter to the community, with the community. Measuring outcomes and success in the longer term and using different measures developed with the community. Not just measuring the outcomes of one project/service in isolation. Supporting the community to measure success of the outcomes themselves. | 1. Mission - Use the ABCD approach to support the King Arthurs community to be more connected and change the community in the ways they want. 2. Objectives and Goals To build and support the development potential and skills To create more connections in the community To create opportunities for agency To adopt a community led approach To enable a growth mind set – creating conditions for a snow-ball/ ripple effect to build sustainable citizen-led solutions To ensure institutions supporting do not 'get in the way' (do no harm) 3. Drivers for change The unique competencies of people living in King Arthurs to understand their assets and environment The unique skills and competencies of people and families in King Arthurs to be able to be more connected and improve their lives as they want. The unique skills and competencies of local institutions in the area to provide support to, the community, including venues, expertise and volunteers The unique competencies of the 3rd sector to provide community development support, capacity building to support the community. The unique skills and competencies of the public sector organisations to provide staff to work alongside, to provide person centred services, to promote autonomy and participation The unique skills and competencies of partnerships, working across Andover to support the community through sharing resources, knowledge and expertise. The unique skills and competencies of the private sector to provide products/services, resources, employment and growth to the Community. 4. Business Case Asset Mapping - detailing the process of discovering assets, connecting and mobilising them and highlight known levels of social return on investment from ABCD previous research to demonstrate evidence that this approach 'works' and is economically viable. Funding/resources – list resources and funding available – and provide detail on how will the community be involved 5. Evaluation Principles: community led, long term, wide ranging, agile Evaluation framework: outcomes, underpinnings, indicators, evidence and methods for demonstrating impact – working together with community on outcomes that matter to them, gathering evidence from range of sources and views approaches (data triangulation approach) and using a range of qualitative and quantitative methods to collate data/ evidence to demonstrate impact. 6. Reflective Practice Process for learning/sharing learning – framework for sharing learning – cross-agency, creating space/ open forums for reflection and feedback. | Yes |
| 10/12/2022 09:52 PM | hampcommissioning | 1. Start from getting to know local neighbourhoods and have ongoing interactions to find out what services people would prefer or to shape existing services. E.g. community builder roles. 2. Find out if any of the needs expressed by people can be partly met (or already are) by the community and partly by the service, e.g. peer mentors/buddies between diabetes groups rather than more frequent groups. 3. Help people to learn from community initiatives that have worked elsewhere. Share stories to give people ideas, inspiration and practical advice. Invite speakers from other initiatives. 4. Continue to have real dialogue with service users both on their individual experience and to build in user groups into services so they can collectively influence the service (but make sure widely accessible) | Improving early detection of cancer. 1. The motivation of individuals to keep themselves well. 2. The motivation of people to help their families and friends to stay well. 3. The ability of people to learn about the early signs of cancer and when to see the GP, and about the benefits of screening. 4. The ability of neighbourhoods to provide the means to help people overcome barriers such as transport and childcare, in order to attend screening. 5. The ability of services to adapt to people's requirements, e.g. walk-ins as well as appointments, close to where people are, timed when people can go, specific adjustments for people with learning disabilities, autism, other disabilities, anxiety.......(treat people as individuals) 6. The ability of local and national charities to inform and support individuals and local leaders such as community centre leaders. | In a primary school/toddler group, invite mums to ask sign up to go in pairs to cervical screening and take turns to look after the children Ask the leaders of any groups, e.g. weight watchers, exercise classes, health walks, to give information on early signs to look out for and when to see the GP. In the summer make sure food pantries are stocked with sun protection and children's sun hats, along with leaflets. | 1. Mission statement: ... to empower communities to thrive as the main factor in improving health outcomes 2. Objectives: People have the knowledge and motivation to take care of their own and their families' health; people have the support of their communities to overcome practical challenges in attending services and they contribute when they can; people support each other to have a voice about services. 3. Drivers: knowing neighbours and helping others helps people to avoid loneliness and promotes physical and mental wellbeing. Being involved helps people to feel they have the ability to make a difference to their health, and that the effort to do so is worth it. Each success builds more confidence for the next challenge and spreads to other areas, such as applying for jobs. 4. Find evidence from elsewhere around the country or worldwide that the approach has worked. Find studies showing the long -term economic benefits and improved health outcomes, and refer to the evidence on the wider determinants of health. There may be some short term outcomes. 5. Quantitative: how many people were involved in the community action? Measure the increase in uptake of screening, and the numbers of people going to GP with specific symptoms (e.g. change in bowel habit over x weeks). Qualitative: Feedback from people: do they feel more informed? More connected? Have they got to know any new people? Do they feel in control of their own health? 6. Review all feedback and measures with others who were not involved in the project, e.g. someone from another team. | Yes |
| hampcommissioning | 1) We commission in isolation focused on symptoms not the causes and wider determinants. We need to cocommission with partners and invest in community power and community responses that address the social causes not the medical symptoms of poor health 2) Perverse incentives,. Ie. Payment By results. We should Monitor and pay on outcomes not activity. A huge amount of Health intel is based on QOF payment based on identification of disease, which in itself creates a society of the ill not the strong, 3) What matters to me and personalisation is an after thought not the starting position. Community support/Social prescribing should be frontline treatment offer not after thought in care plans- opportunity to flip this in implementation of Case Management. 4) Pathways over medicalised. 111 first algorithm- all under 2’s most see a GP. Enable relationships with health visitors to mitigate this | Issue: Young Parents and families within Popley are not supported to give their children the best start in life and break the generational patterns of poor health. Decommissioning of sure start and other services has resulted in many families being disconnected from support services. How can we enable young families within these communities to thrive? 1) The unique competencies of the young parents to live well and give children the best start in life 2) the unique competencies of the extended families of young parents to live well and give children the best start in life 3) The unique competencies of communities (neighbours at street level and very local local shops and services ) to co create the conditions with you parents to live well and give children the best start in life 4) The unique competencies of their third sector to provide capacity building, community development, and advocacy support to young families to thrive 5) The unique competencies of their public sector to provide and commission family services that promotes community cohesiveness and power to support families 6) The unique competencies of the private sector to provide ethical services, economic growth and jobs that add value to young families that enable them to thrive 6) The unique competencies of intentional cooperative partnerships across the other levers to combine strengths to co produce thriving communities for young people | 1. Community run Young Parents Meet up group in community group- who have own resources. i.e baby scales which brings in relevant health interventions as required 2. Coproduce community response with families receiving free childcare at local preschools. Or is this too deficit orientated focussing on those communities most struggling rather than the whole community 3. Fathers to be social groups providing connectivity to the community, led by fathers in local community | 1) Mission Statement: Community power and connectivity creates good health. (Marmot Review) 2) Objectives & Goal - Improved connectivity amongst young families in the neighbourhood - Communities are competent and skilled in promoting healthy start key messages - Communities can engage support services when needs are identified 3) Community drivers we will seek to support/precipitate: - The unique competencies of young parents – peer education programmes - The unique competencies of third sector- NCT like services - Public Sector- health visiting services supporting community leaders - The partnerships- breast feeding spaces, play spaces, access to affordable healthy food choices 4) Business Case framework: - Evidence around importance of community power to create good health - Impact of poor child health on life long poor health - Associated impact on Over utilisation of services 5) How will you evaluate - Every young family has three good friends - Connections made via groups/interventions - Stories of young families - Utilisation of health services 6) Reflective Practices - Coproduction from start - Create a partnership action learning set/PDSA with the community leaders - Undertake Reflective dissent exercise with the community | Yes | |
| dorothyhouseservicetrans | AM/LC Discover and map community assets, understand what is working well and where the community energy is? Talk to our community, listen and hear ‘What matters to them?’ and ‘what does a good life look like?). Engaging with a wide range of people from all backgrounds and ages. Look for community alternatives to hospice care. Where we can we offer support with our expertise? e.g., Bereavement training Co-produce services for commissioning alongside our communities; individuals, groups, organisations. Community cohesion. | The unique competencies of individuals to survive their grief and move forward with their lives. The unique competencies of friends, families, neighbours and colleagues to support bereaved people. The unique competencies of communities to provide informal support for each other through bereavement, loss and change. The unique competencies of communities; individuals, groups, organisations and statutory services to provide support for people experiencing bereavement. Developing partnerships to avoid duplication and wider access to support. The unique competencies of our business community to support their workforce experiencing bereavement. The unique competencies of the wider hospice world and their partners to share learning and enable the scaling across of community bereavement support. Providing a recognisable consistent approach to community bereavement support. | Most people will visit their GP for support with their bereavement and be referred on to a Social Prescriber. A local authority in our area have Link Workers and Health Improvement Coaches who are managed by Adult Social Care & Public Health accepting referrals for solution focussed visits/conversations ‘what does a good life look like?). Community alternatives could be: 1. Walking groups 2. Informal community bereavement groups 3. Neighbourhood networks involving individuals, organisations and physical assets e.g. cafes, churches. | Mission Bereavement is a normal life process but can lead to isolation and withdrawing from society. Our aspiration is to co-produce support for individuals with their communities enabling the sharing of experience, wisdom and coping strategies. Objectives and goals Individuals feel more supported, less isolated and more resilient. Building neighbourhood networks (individuals, organisations and physical assets) leading to stronger, more connected communities. What does a good life look like? Alleviate demand for statutory services and give back control of wellbeing to individuals and the community. Increase in number of people able to find the bereavement support they need. Develop and nurture relationships for the benefit of the whole community. Making friends supports good mental health. Community Drivers Friends, families, neighbours and colleagues to support bereaved people. Communities have the skills to provide informal support for each other through bereavement, loss and change. Individuals, groups, organisations and statutory services are able to provide support for people experiencing bereavement. Developing partnerships to avoid duplication and wider access to support. Our business community has the skills to support their workforce experiencing bereavement. The wider hospice world and their partners to share learning and support people to scale across appropriate community bereavement support. Business Case Evidence bereavement statistics and the impact of bereavement on mental & physical health and on social engagement across our community (Bereavement is associated with increased rates of disability, medication use and hospitalisation. Demand for 121 bereavement support outstrips availability with people facing long waits and time limited support. The majority of people don’t need specialist bereavement support and can be supported informally by family, friends and the wider community provision. Demonstrate existing community assets and the potential for collaboration with individuals, organisations and the wider community. What assets we can build on and support with our expertise enabling people to recognise their own skills. Working through the lens of ABCD enables increased numbers of bereaved people in our communities to access support, reducing the need to seek support from statutory services. Community bereavement support enables individuals to be more productive and more able to participate in society e.g., returning to the workplace. Change the conversation around death, dying and bereavement and giving ownership back to the community. ‘Bringing it home!’ Evaluation Case studies and individual stories. Statistics e.g., number of community members trained in bereavement support. Demographics of community members participating in activities. Number of new community activities developed. Impact of engagement measured through focus groups, listening exercises. Surveying the impact on statutory services e.g., GP’s and mental health services and where people go next. Critical reflection Listening exercises with communities to understand what worked, what didn’t and what could be done differently in the future. What is our learning in this? | Yes | |
| dorothyhouseservicetrans | 1. Spend time among the connectors and influencers in the community - listening, researching and understanding. 2.Co-production with the community we are seeking to provide support to. 3. No preconceived ideas about need and want of any commuity. 4. Seek to find what is strong in the community to act as an anchor/base/venue to a new service or provision. | Supporting Schools and Teens Groups with understanding PEOLC and Bereavement support: - The unique competencies of the school PPE curriculum to support understanding of PEOLC and bereavement. -The unique competencies of schools to respond to bereavement needs of their children - The unique competencies of the voluntary sector to respond to bereavement need in schools and youth clubs - The unique competencies of the public sector to provide and commission learning to explore and support young carers in schools and youth clubs who are experiencing PEOLC in their families. - The unique competencies for schools and youth groups to provide a safe space and network of support/mentorship for those children and young carers experiencing PEOLC and bereavement. - The unique competencies for Hospices to provide a shared experience in the education of children in schools and youth groups to facilitate improved understanding and death literacy. | 1. Hospice provided bereavement support to young people and young carers in schools. 2. Hospice provided PEOLC literacy in the school curriculum. 3. InReach workers (community builders) supporting youth groups with safe talking spaces and death literacy. | 1. Exec Summary 2. National Context 3. Local Context 4. Examples/research of existing models 5. Case for change in X locality, learning and wider challenges 6. Demand and cost 7. Proposal - Model - Function - Specification - Objectives and outcomes - Benefits and kPIs 8. Resource and Finance 9 Procurement advice 10. Recommendation and next steps | Yes | |
| dorothyhouseservicetrans | AJ - Day Patient Service Provision 1) Acknowledge the importance of giving time to community mapping/profiling to identify exiting community provision/alternatives to current DH day services. What is important to a community - their specific needs v a blanket approach. 2) Move away from a deficit model (what is wrong with a community, to an asset model – what does a community have). E.g. Identify the value of community alternatives and acknowledge that DH day services maybe better provided outside or alongside the organization. 3) Recognize the importance of citizen led community alternatives v a paternalistic approach where patients are often passive recipients. 4) Normalize DH as guests not hosts within the community. 5) Enable beneficence - change in culture in day service provision. | 1) The unique competencies of people living with a life limiting disease; understanding their needs for day services. 2) The unique competencies of families, carers and friends to engage with alternative (non-specialist led) day services to meet their needs. 3) The unique competencies of exiting community provision to deliver/support day services for people with life limiting illnesses. 4) The unique competencies of the community - their ability to host day services and acknowledge the role DH as guests, rather than expert provider. 5) The unique competencies of community connectors and animators. | 1) Walk alongside (enable, not direct and lead) alternative community provision. 2) Accept venues outside the traditional. 3) Days services that are responsive to citizen and community need; move away from a blanket approach, whereby patients fit into a service. | - | Yes | |
| dorothyhouseservicetrans | 1. Work alongside community partners to learn from them what their priorities are and how DH could support these. 2. Consider co-commissioning of any new service, with community partners. 3. Consider not competing for a new service if this would negatively impact community organisations' funding streams. 4.Promote existing community assets, and community asset building, when in discussion with commissioners. | Improving EoL Care in Care Homes via educational initiatives. 1. the unique competencies of care home staff and their knowledge of their residents, families and the wider local community 2. The unique knowledge in the care home sector of staff turnover to help inform required frequency of intervention. 3. the unique knowledge and skills in the care home sector to inform the content of the educational intervention. 4.. the unique knowledge and skills in the care home sector to inform the delivery schedule and location of the educational intervention. 5.the unique knowledge and skills in the care home sector to inform the nature and frequency of support required by DH Community staff. 6.the unique knowledge and skills in the care home sector of social services support for underserved or particularly complex populations that would help inform partnership working to support these groups at end of life. | Not sure what to put here. | Yes | ||
| dorothyhouseservicetrans | Ensure that personal, family and communities are part of designing service development Reflect on proposals to ensure that they do not take over - what should we deliver ourselves, what should we work with others on and what should we support the community to deliver themselves (if support is needed) Offer support if needed Work with individuals and communities to develop proposals | Additional hospice at home capacity: Competencies of individuals to make choices and strengths based delivery Competencies of family and friends to support people at end of life Competencies of communities to support each other Competencies of specialist teams to support individuals and their networks for specialist support. Competencies of partner providers in the system to work together to support individuals and their networks when needed. | Provide additional hospice at home capacity Work with other organisations in the community to support sharing specialist expertise (e.g. nursing homes) Work with individuals and their networks to upskill and support people | Use the commissioning cycle, with a focus on working with and supporting communities | Yes | |
| dorothyhouseservicetrans | a) Actively engaging with our communities to seek and map the strengths that exist, b) advocating with partners that we take this approach, c) have a clear policy that we will start with community assets before seeking to run/get commissioned for services and d) when we do get commissioned services, ensuring that these are co-created with leads and the community and the voice of the community and people using them is loud and equal to that of the leads. | Developing a rapid response service: a) Ensuring people using the service have their needs known and receive care that only we can provide b) That people (users and family) know how to access to this service, what it can do and what it can't and how this is there to sustain their wellbeing/care c) Knowing the ability of the community to be part of this service, what local people and groups can support the parts that only we can provide d) Seeking to empower and train the community to do roles that traditionally were only delivered by us i.e. giving s/c meds in the home safely. e) Seeking partnerships with local provider and volunteer groups to help co-create and co-deliver this service f) To seek to create understanding and work with communities such that this service is rarely needed i.e. communities wrap their support around someone at the end of life and the statutory services are only required for the specialist elements not for things such as carer exhaustion/breakdown | a) Paid for home care providing regular meals for someone isolated and living alone being replaced with a community who is mobilized to provide the essentials of support we would all seek from friends and family for ourselves. b) IM/SC meds being given by the family and not waiting hours for the DN to visit. c) Community led peer support replacing tradition day services and bereavement drop in led by organizations | a) Always start with understanding the need that can only be met by the commissioning of a service. b) Always engage, listen and work with your community to seek the strengths that already exist i.e. never assume and never adopt a paternalistic approach. c) Clearly define the roles both parties will play - i.e. what only we can do and what can be shared and what should not be encroached upon d) Constantly evaluate WITH the community - what is working, what needs to change, what can we stop that the community can do better. | Yes | |
| dorothyhouseservicetrans | ABCD homework session two – working group – Marika Hills, Rachel Burns, Chris Krajniewski, Katie Eccles (Anderson). 1. Work with communities to identify local needs, , what is working well, what is already good, what are the resources available to people, strength based asset mapping. 2. Understanding gaps, engaging with communities, exploring solutions alongside people using a co-production approach. Host conversations to understand what the community and we can do as active partners. 3. Respect the contribution from all areas of community, be inclusive and accessible. Marginalised groups to be part of change, not with the view to fix, but untangle social injustice “Nothing about us, without us. 4. Working in partnership with other organisations and community groups, have confidence, trust, respect, humility and healthy challenge. | End of life service for people experiencing homelessness 1. Unique competencies of multi-agency working to provide support service and advocacy support for individuals experiencing homelessness 2. Unique competencies of third sector including hospices to build on the strengths and assets of individuals experiencing homelessness and communities to improve outcomes. 3. The unique competencies of hospices to provide proactive care rather than reactive and create conditions for people experiencing homelessness with end of life care needs to have support in making decisions for themselves re support and care 4. The unique position of hospices to host conversations and initiate closer working with communities, local shops and services to establish a common approach that support people living with homelessness to live well. 5. Unique position that hospices are in to work together and in a multi partner way to support transient communities that may travel across care boundaries 6. For Hospice to be available (part of an algorithm) for support to other agencies and individuals providing support for people experiencing homelessness | 1. A hospice led community builder to work alongside people experiencing homelessness and the communities that they live in 2. Contribute to community initiatives a. Such as supporting community kitchen, food offers b. Potential for hospice shops to provide community options that are accessible to all such as , social groups, drop in advice and support, wellbeing events, warm space to meet with friendly face, potential support with clothing 3. Ability to work through and with multiple organisations, groups, people to align wider support offer to ensure growing strength based approach | 1. Mission – To take off the lanyards and no uniforms (suggest sweatshirt with logo) and sit alongside people experiencing homelessness with humility to build trust, understanding and capability that enhances living and dying well. 2. Objectives and Goals : a. Greater neighbourhood cohesion including Dorothy House as part of the community strengths b. Increase accessibility, challenge assumptions and discriminatory views that marginalise communities, confront internalised narratives surrounding homelessness. c. Shift organisational culture to consider community building as a basis for good end of life care conversations and solutions 3. Community Drivers a. Multi agency collaboration b. Collaboration across hospice boundaries c. Community building to work alongside people experiencing homelessness and the communities that they are part of d. Identifying strengths from within hospice sector that could be used in a different way 4. Business case – Dorothy House has some evidence base of community based support with people experiencing homelessness, this reinforces the importance to working alongside and developing trust with this community. We have specialist services that can be accessed when needed, we do not need to develop a sub specialism of pall care for the homeless. A community development approach would allow understanding of the community, support access to community approaches but also inform DH of how our specialist services need to be adapted to make any offer the right offer for this community. 5. How will you evaluate impact – Ripple effect mapping evaluation would be an interesting way to evaluate - We Did This - that led to this happening - which then resulted in something else happening. Through this type of evaluation we could understand the impact of community building with the development of links within the community including DH service as part of the community. 6. Reflective Practice: How will you cultivate critical reflection? a. Magnify community voice –alongside patients with lived experience of homelessness who access hospice care. b. Ask our nurse who has worked with the homelessness and enabled people to access hospice care – Insight into their experience c. Shift in mind set and culture, stop thinking we are the best of delivering everything. d. Ask the homeless person to tell their story so we can learn from the service user | Yes | |
| 11/01/2022 09:06 AM | dorothyhouseservicetrans | Know what the local connections and community assets are; engage with community assets to understand their scope and impact; co-design /co-produce / co-create services in collaboration with local assets; regularly monitor and evaluate. | Death Literacy: 1) the unique competencies of individuals to understand issues around death and dying and to talk about these; 2) the unique competencies of communities to share information about death and dying; 3) the unique competencies of providers of services to support understandings about processes related to death and dying (funeral directors, registrars, legal and financial services); 4) the unique competencies of support groups and initiatives e.g. death cafes, good grief festival; 5) the unique competencies of families to support understanding of death and dying and to encourage talking about death and dying; 6) the unique competencies of providers of health services and support to enable individuals and families to talk about death and dying | External events supported by local universities (e.g. Centre for Death, Dying and Society at the University of Bath, Death and Dying Collaborative at the University of the West of England); death cafes and local resources; events provided by campaign groups or third sector e.g. Hospice UK Dying Matters Week; Good Grief Festival | I would add subheadings around "how" and "why" as appropriate. I would also add "How will you define success; what will it look like when this has been achieved?" | Yes |
| 11/01/2022 09:19 AM | dorothyhouseservicetrans | 1. Work with communities to identify local needs, , what is working well, what is already good, what are the resources available to people, strength based asset mapping. 2. Understanding gaps, engaging with communities, exploring solutions alongside people using a co-production approach. Host conversations to understand what the community and we can do as active partners. 3. Respect the contribution from all areas of community, be inclusive and accessible. Marginalised groups to be part of change, not with the view to fix, but untangle social injustice “Nothing about us, without us. 4. Working in partnership with other organisations and community groups, have confidence, trust, respect, humility and healthy challenge. | End of life service for people experiencing homelessness 1. Unique competencies of multi-agency working to provide support service and advocacy support for individuals experiencing homelessness 2. Unique competencies of third sector including hospices to build on the strengths and assets of individuals experiencing homelessness and communities to improve outcomes. 3. The unique competencies of hospices to provide proactive care rather than reactive and create conditions for people experiencing homelessness with end of life care needs to have support in making decisions for themselves re support and care 4. The unique position of hospices to host conversations and initiate closer working with communities, local shops and services to establish a common approach that support people living with homelessness to live well. 5. Unique position that hospices are in to work together and in a multi partner way to support transient communities that may travel across care boundaries 6. For Hospice to be available (part of an algorithm) for support to other agencies and individuals providing support for people experiencing homelessness Potential community responses 1. A hospice led community builder to work alongside people experiencing homelessness and the communities that they live in 2. Contribute to community initiatives a. Such as supporting community kitchen, food offers b. Potential for hospice shops to provide community options that are accessible to all such as , social groups, drop in advice and support, wellbeing events, warm space to meet with friendly face, potential support with clothing 3. Ability to work through and with multiple organisations, groups, people to align wider support offer to ensure growing strength based approach | 1. Mission – To take off the lanyards and no uniforms (suggest sweatshirt with logo) and sit alongside people experiencing homelessness with humility to build trust, understanding and capability that enhances living and dying well. 2. Objectives and Goals : a. Greater neighbourhood cohesion including Dorothy House as part of the community strengths b. Increase accessibility, challenge assumptions and discriminatory views that marginalise communities, confront internalised narratives surrounding homelessness. c. Shift organisational culture to consider community building as a basis for good end of life care conversations and solutions 3. Community Drivers a. Multi agency collaboration b. Collaboration across hospice boundaries c. Community building to work alongside people experiencing homelessness and the communities that they are part of d. Identifying strengths from within hospice sector that could be used in a different way 4. Business case – Dorothy House has some evidence base of community based support with people experiencing homelessness, this reinforces the importance to working alongside and developing trust with this community. We have specialist services that can be accessed when needed, we do not need to develop a sub specialism of pall care for the homeless. A community development approach would allow understanding of the community, support access to community approaches but also inform DH of how our specialist services need to be adapted to make any offer the right offer for this community. 5. How will you evaluate impact – Ripple effect mapping evaluation would be an interesting way to evaluate - We Did This - that led to this happening - which then resulted in something else happening. Through this type of evaluation we could understand the impact of community building with the development of links within the community including DH service as part of the community. 6. Reflective Practice: How will you cultivate critical reflection? a. Magnify community voice –alongside patients with lived experience of homelessness who access hospice care. b. Ask our nurse who has worked with the homelessness and enabled people to access hospice care – Insight into their experience c. Shift in mind set and culture, stop thinking we are the best of delivering everything. d. Ask the homeless person to tell their story so we can learn from the service user | Yes | |
| newcastle-novcomm | - Undertake community mapping exercises to identify community assets - Try to commission organisations with existing client basis in the areas where services are required. - Talk to people about their experiences of using community alternatives to institutions - Build mechanisms into commissioning frameworks to ensure that where organisations are commissioned they have in place mechanisms to listen to feedback from people who use the service and that this feedback plays an active role in service development. | Food insecurity - The broad range of people effected by food insecurity - The likelihood that people experiencing food insecurity or experiencing hardship in other areas of their including risks around debt and homelessness and broader health inequalities. - The unique competencies for the community and voluntary sector to provide capacity to support people who are at risk of food insecurity The unique competency of the public sector to build relational responses at a community level to use touchpoints like foodbanks as an opportunity for connecting people to support. - The unique competencies of public bodies to use convening influence to bring organisations together at a case, partnership and strategic level. - The unique competencies of community and voluntary organisations to act as trusted advocates - the competencies of the wider community to support people experiencing food insecurity. | To date, foodbanks tend not to be commissioned directly by LA's. Generally funding is secured through streams like the Newcastle Fund, the Big Lottery funding from the public and private donors. One alternative model would be to directly commission foodbanks to include specific pathways of support that reach beyond the provision of emergency food. In Newcastle this would involve building on work we have done through the Partnerships for People and Place initiative to use interaction with the foodbank as a touchpoint for referral pathways into additional support including debt management, welfare rights, safeguarding adults, support for asylum seekers and refugees and safeguarding adults / broader adult social care. All of this with the caveat that the long-term aim would be to not need to rely on foodbanks. | Yes | ||
| newcastle-novcomm | Whenever we are looking to recommission a service we consider these 'harms', we engage with people and their carers who use services and ask them about what they need, we have a discussion with people and their carers when they contact us rather than jumping straight to an assessment/ menu of services, we get staff on board with all of the above. | Support for unpaid carers is an area of work: Unique coping strategies of carers to cope with and to provide the care they do. Strength of voluntary sector in preventative services to carers Support from neighbours and communities to support carers Support from families connected to carers Competencies of health and council to support carers - carers provide direct payments so carers can self-direct support. Cross links of all of the above | Silverline befriending calls. Caring Hands community laundry service. Newcastle Carers - carers groups/ 1:1 support. | How will this piece of work build on community strengths and connectors in achieving its goal. | Yes | |
| newcastle-novcomm | Ensure that service user remains central to all aspects of support planning and that all significant others remain involved in all current support networks such as family members, Neighbours, community groups, social networks. Ensure that own organisation has a full understating of local assets and that commissioned services demonstrate an ability to work alongside these whilst strengthening resources Ensure that involve community groups etc are actively encouraged to share ideas and resources for better understanding and recognise skills and abilities Develop contracts that actively encourage and require organisations to evidence joint working and outcoemsfor people | Joint working approach with two other providers in area to strengthen any local networks they/ we have Having Full awareness of community assets in New zone and what they /we have to offer Develop formal /informal networks with community assets Identify any gaps in community assets and support local residents in developing these Understand the overall outcome requests from new service user group and local support to meet these requests Identify training gaps and utilization of local assets to support his need | New way of working in that working alongside other 2 providers in identified zone in a joint up approach Paid in block so are able to pay carers in blocks which gives us the ability to support service suers in a flexible responsive timely way as and when requested. Care being planned and delivered in a way that supports outcome based support rather than time and task. | To provide care and support in a way that supports local residents to receive outcome based care that fulfills each individuals potential and maintains/ develops connections to the local community Have a staff team who are equipped to move away from time and task care delivery and support outcome based care Support better terms and conditions for carers to allow them the time to explore alternatives in the local community Employ local carers who are invested in their own local community Become aware of local community assets and develop links and joint up approach Be aware of local challenges and potential gaps to achieve outcomes for people Will seek to look at joint working/ support with health and Local partnerships, voluntary and community organisations to strengthen outcomes for people Will continually review outcomes for people in terms of well being and reliance on formal services | Yes | |
| newcastle-novcomm | 1. Include support to create and maintain personal, family and community relationships within new service specification for care providers. 2. Ensure third sector and community organisations participate and have a voice in market engagement and any services planning. 3. Focus any new service specification on achieving individual outcomes with the use of available community links and unpaid services, without creating dependence on paid services. 4. Include and empower individual to make decisions about how they want their support provided to enhance their lives. | Continuum of support - recovery and rehab housing options for people with mental health needs 1. Individuals we work with (and create services for) and their own experiences and competencies. 2. Community based organisations who can help to support people before they need formal services. 3. Families, friends and neighbours who can support and check in on people, to enable them to maintain independence and access services when required. 4. Health services - primary and secondary - and their expertise and ability to offer medical support and therapies. 5. Care and housing providers, who have expertise in delivering services to this specific cohort, ensuring just enough support is provided, without impacting on people's independence, choices and preferences. 6. Local authority and their ability to create person centered services, in cooperation with people, their family and community circles and local stakeholders | Community based and led support groups with drop-in sessions Recovery College Collective - peer led and peer delivered education and support service where people can learn from each other's insights, skills and lived experience; they run a variety of creative, educational and support-based classes - courses are free and open to anyone who would find them helpful in their recovery. Mental Health Concern - provide supported accommodation and rehabilitation for people with complex and enduring mental health problems. weekly Safe Space sessions run by Tyneside and Northumberland Mind - group discussions, workshops and activities to help people to manage their own mental health effectively. | 1. Principles of ABCD 2. Service Requirements, objectives and goals 3. Background information (including existing community assets) | Yes | |
| newcastle-novcomm | Not really sure that i've 'cracked it' this week as there have been a whole host of conflicting priorities so i've only been able to do some limited reading/research and couldn't get the video clips to play. I'm sure you'll let me know as to whether i'm on the right lines or not (for each of the questions) so here goes • Stop seeing our ‘council services’ as the only assets (and best assets) available - shift our focus and look at them and think differently about how they could be provided (if at all needed) at a communities level. Aim to shape and build individual and community assets, including those of the VCSE sector • Recognise that outcomes are also achieved by the contributions of people, communities and organisations. Stop seeing our organisation as the only producer of outcomes • Ensure people and communities are equal decision-makers from the start and throughout, with investment in community groups to help this process – not just ticking a box. Consulting people and communities before making decisions • Develop close relationships/collaborations with our suppliers e.g.my relationship with Newcastle Carers. View VCSE bodies as co-commissioners. Think about our overall/wider commissioning processes and take into consideration neighbourhood level decision making | Recently tendered for carer support service Newcastle Neighbourhoods aim to support local communities to lead improvements in their health and wellbeing using asset based / strength-based approaches. We wanted the successful Provider to make better use of expert local knowledge that would • Support carers and identify local solutions that will work for them • Try/test out new ways of working to better support carers and ensure our communities are inclusive to all • Stimulate neighbourhood activity, connections and conversations across our communities and service user/carer groups • Tackle health and social care inequalities together to improve the health, wealth, and wellbeing of our communities and those with whom we come into contact. All the following statements can be translated into ‘I’ statements that place the carer at the very centre of their support The service will promote individual wellbeing Carers are supported to • Prevent, reduce, or delay the need for statutory support through flexible support that meets their individual needs ( I am enabled to prevent, reduce or delay my need for statutory support through flexible support that meets my individual needs) • Manage their own health and wellbeing by making informed decisions (I am enabled to manage my own health and wellbeing by making informed decisions) • Contribute to their support arrangements (I contribute to my support arrangements) • Explore opportunities within their own communities • Continue to care for as long as they are willing and able to do so and to do this safely • Know that any changes needed to their support will be managed in a professional and timely manner • Be at the centre of their support plan and service delivery The service will adopt asset/ strength-based approaches in their work in relation to people– focusing on what individuals have and how they can work together rather than what individuals don’t have or can’t do. (Providers will look first for the strengths, capabilities, resources and creativity) Carers are supported to • Explore, identify and use their skills, interests, and passions. • Continue with hobbies, interests, employment and skills. • Build on their experiences and life history • Maintain, build and develop relationships and friendships and know their neighbours • Explore and take action to achieve their aspirations. • Have choice and control over the support they access • Be enabled and supported to do things differently through co-design This will be through: • Person centred conversations, providing support to enable a carer to fully engage and express their views. Using tools such as strengths mapping etc • Involving the carer’s wider social network • Sharing a range of information with the carer to explore how they can work together to do things differently. • Processes to support shared decision making and positive risk taking • Facilitating ways in which carers can keep connected e.g., telephone friends, having a meal with others, maintaining hobbies/ interests. • Peer support The service will empower staff to use an asset/ strengths-based approach through a training programme The service will promote integration of care and support with health and social care services Carers are supported to • Access appropriate local services where required • Be better supported by a Collaborative Newcastle offer and closer links between Health and Social Care services. The service will provide information and advice Carers are supported to • Access information and advice about their health and wellbeing and make informed decisions about their future for example use of InformationNOW • Be kept informed of any changes in service delivery, and consulted on any matters where there is a potential impact on them • Know how to access relevant and easy to understand information and advice to make informed choices about their wellbeing, independence (and that of the person they care for) • Understand and access the support available to them in their area/community to maintain/improve their own health and wellbeing and achieve the outcomes that matter to them The service will promote choice, flexibility, diversity, and quality in provision of services Carers are supported to • Access services and support that are person centred, take into consideration the things that are important in their lives thus enabling them to have the skills, confidence and resources to continue in their caring role should they choose to do so • Know that services are safe, effective, and delivered by skilled, competent, courteous staff who are enabled to achieve positive results • Give regular feedback to the Provider about service delivery to inform continuous improvement and future service developments • Be involved in the co-design, co-production and delivery of their services and support • Be assured that any records will be kept safe and confidential • Know that their support is planned and agreed • Have flexible services which account for changes in circumstances or needs • Have their voice heard in the design and delivery of their support • Receive and access information easily using a range of methods to which the ‘accessible information standard’ has been applied | • Library services – Jesmond Library is now a community library – when facing closure, group of local residents set up a working group to open the library on a volunteer basis • Parks and Gardens - Urban Green, an independent charity now support the preservation of Newcastle’s green spaces (33 parks and over 60 allotment sites) • Leisure services- - Elswick community leisure centre – community led, not for profit | Have recently done this with the carers commissioning exercise – service spec aligned to ABCD • Focuses on commissioning for social, environmental and economic outcomes with the service and for the wider community. • Promotes innovation and enables social action - asks providers and people using services to come up with ideas and activities to achieve the outcomes. • Promotes the creation of long-term value across social, environmental and economic costs and benefits, and emphasises the importance of prevention (prevention is better than cure £££) • Uses a range of methods to develop insight. Explores needs, assets and aspirations to build a picture of what works, current strengths and the support needed • Has co-production at its heart: the commissioning process is co-produced with citizens (carers service spec) and it is expected that providers will begin to co-produce their services with those intended to benefit from them. • Is not fixed – is fluid/adaptive: continuous reflection and evaluation creates flexibility for services to be adapted to the interests of local people. • Is collaborative: promotes strong relationships across and between public sector organisations, the VCSE, civic groups and residents. Often involves public sector partnerships, joint commissioning and opportunities for providers to form alliances or consortia. Current carers contract was jointly commissioned with the ICB and Childrens Services and has been for a number of years | Yes | |
| newcastle-novcomm | We do not directly commission services, but we do work with many providers commissioned by NCC. We also work to our own management agreement with NCC. Our answers reflect views on what could be done differently: 1. This is about cultural change in how we view and treat community assets. In order to affect this change, we need to ensure that the staff involved in writing commissioning documents are aware of ABCD. 2. The ABCD approach needs to be embedded in NCC commissioning frameworks. 3. Commissioners need to better understand the communities for which we are commissioning services in order to appreciate the community assets. 4. NCC could consider measuring different outcomes to ensure that providers are effectively implementing the ABCD way of working. Whilst we are not commissioning services, we can review how we operate in communities. Examples include: 1. Allowing staff time to understand their communities better 2. Consider more 'local' employment. Historically we have encouraged staff to work in a different area to the one they live in 3. Consider our current targets for staff. Whilst we are not commissioning services, we can review how we operate in communities. Examples include: 1. Allowing staff time to understand their communities better 2. Consider more 'local' employment. Historically we have encouraged staff to work in a different area to the one they live in 3. Consider our current targets for staff. We currently have targets around person centre support, creating warm and welcoming environments, community development and partnership working. We could re-frame these to make them more about co-creating and less about doing to. | Improving wellbeing in supported housing schemes: 1. the unique competencies (and skills to share) of each individual living in a supported housing scheme 2. the unique competencies of the community that these individuals have created within each scheme, and the mutual support that this provides to new and existing members of the community 3. the unique competencies of the wider local community - e.g. community groups, local volunteers, neighbours, the local environment and what that has to offer 4. the unique competencies of the support and housing staff that work in these schemes, and their capacity 5. the unique competencies of other local providers and business is the area 6. the unique competencies of existing local authority and third sector provision within the area e.g. support groups, leisure centres, organised activities | 1. neighbours helping supported housing customers to engage with their wider community, taking part in community activities. 2. supported housing schemes playing a more central role as a community 'hub', looking at what value the scheme and residents can add to communities rather than just how they can benefit. E.g. could communal areas be used as 'warm spaces' this winter? 3. Supported housing residents being encouraged supported to look for opportunities to improve their wider community. Many do not work and therefore have time to add value through volunteering. this could improve their wellbeing and sense of worth to the community. This may require some support, but could be beneficial for both the community and the individuals. | 1. To achieve our organisational purpose of 'Making Living Easier' 2. - Individuals who are living well and feeling positive about their outlook - Stronger, connected neighbourhoods - Communities that embrace and support those living with it - Staff who have a good understanding and appreciation of community assets, and seek to co-create 3. As answer to q 2 above 4. There are many advantages to working in this way that will have a positive impact on the business: - Working in this way enables us to appreciate community assets that we have not previously considered. - It encourages us to move away from 'top down' commissioning and understand the value of our customers and empower them - It could help to reduce inequalities - It could strengthen the organisations relationships with communities and individuals 5. Revise the current measures that we have in place for each individual scheme (as mentioned above). If successful, this should also lead to better tenancy sustainment and increased customer satisfaction with their home and neighbourhood. 6. Through existing mechanisms: - regular supervision, inc sessions specifically to look at progress against this - managers facilitating team discussions to share learning - officers facilitating regular house meetings to discuss what's going well/not well with customers | Yes | |
| newcastle-novcomm | Working alongside and drawing on and maximising the resources that exist within the individuals' networks, complimenting rather than replacing them. Empowering individuals and communities with the ultimate aim of ensuring that the difference your interventions have made is sustainable beyond your presence. Valuing Community Alternatives and enabling them to be stronger by sharing skills and resources. Ensuring that the power balance is equal or weighted more towards individuals and communities, by giving them choice and control, allowing risk taking. | 1 Skills and competencies of the people living in this community. (drawing on own resources) 2 Knowledge and skills of extended networks, Families, Friends etc (Utilising resources that people already have around them) 3, Knowledge and Resources of community organisations and Voluntary Sector (Partnership working so not to duplicate, replicate, but maximise what is available) 4, Resources (Physical)within the neighbourhoods (Empowering people to use what is readily available) 5, Skills and resources of Public Sector (drawing on existing resources to ensure this new resource has maximum benefit to this community) 6, Skills and Resources of the Private Sector (drawing on and maximising the use of these to benefit the community) | The theme I have chosen is a new project which we have just secured funding for starting January, it is a 1year project which was born out of consultation with a community who are still feeling the effects of Isolation and Inactivity post pandemic. Self Help circles - encouraging supportive friendly neighbours Self-led groups and activities Community Identified opportunities | Why and how will you apply the principles of ABCD on this project? How will the community benefit from the difference this project will make? What is the community assets that will be maximised and used to make a difference? How will you ensure that this is community led? How do you plan to evaluate the difference this project has made? How do you plan to share the learning from this project? | Yes | |
| newcastle-novcomm | 1 - In the commissioning brief, I would include a requirement to partner with a local organisation to deliver services 2 - I would also include a question (and allocate at least 10% of the total score) about how the supplier will use and enhance community assets as part of the delivery of the services 3 - I would also score the bidder's understanding of the local context 4- In terms of the contract delivery, I would put in place an arrangement where the services are being monitored and assessed in collaboration with local organisations to develop a sense of joint-work. This would also involve reporting on co-benefits. | theme: high streets renewal. The 6 community drivers would be: - the users of the high streets including regulars who have a lot of knowledge about the area - the shop owners and local traders - the community groups who use the high streets - the local residents including those who live on the high streets - the public services including libraries, police, job centre plus located on the high street and all the staff working there - the high street board or group/partnership bringing everybody together | 1 - provide a grant programme for colalborative projects involving community groups, local businesses and practitioners to develop solutions to specific issues (e.g empty properties, neglected public realm) rather than deliver our own programme of improvements 2- involve local stakeholders in decision-making through a transformation Board rather than having decision made by the council only 3- develop a plan using co-design workshops with the commuty rathern than contract a consultant to produce one and then consult on it. | context - setting the scheme - why ABCD co-benefits we want to achieve collaborative methodology monitoring, learning and evaluation scoring - our expectations | Yes | |
| surreynov22 | a. Identify key community activators that can draw on communities for input and experiences. b. Create an opportunity for an open platform for discussion between community and statutory to talk about the key issues (including fractured infrastructure in Surrey) c. Review current 'partnership working' and seek local input into the current processes. d. Redefine commissioning based on partnership and consortium approach | a. The experiences, skills and 'competencies' of people with learning disabilities b. The experiences and participation and competencies of families of those with LD to provide experience , advocacy and community development. c. The skills, experience and networks of organisations in the third sector to provide community development, capacity and infrastructure development and advocacy d. The resource, capacity and economic power of the private sector to provide employment, opportunities, resource and products. e. The infrastructure of the statutory sector that will provide the power of commissioning and resource. f. Community groups and associations that will provide experience, resource and a different perspective on local people infrastructure. e. The combination of the above groups as a unique consortium that will provide capacity, resource, infrastructure, advocacy and experience | a. Assess local infrastructure for potential 'assets' skills, power, resources and stories. Along the way note the potential barriers that have previously been in play (transport infrastructure) in order to support how to identify first stage communities. b. Once communities begin to emerge, find ways to identify local collaborations around employment, skills development and capacity building. c. Partner led initiatives using the experiences of the group to drive the solutions. | 1. Mission: To create an inclusive community model that will initiate change and growth by driving through the experiences and skills of the community. 2. Goals: a. Stronger community cohesion b. Greater level of inclusion and integration c. More employment and skill development opportunities d. Greater social capital e. Safer communities 3. Community drivers: a. Residents b. Businesses c. Community groups (third sector) 4. Greater community cohesion increases investment opportunities and leverage, reduces crime, improves infrastructure, increase in local talent and skills. 5. Evaluation; Quantitive: Growth in local activities, crime levels, voluntary and employment opportunities and resource pools, levels of wellbeing Qualitative: Stories and experiences 6. Reflective practice: Identifying a mentorship programme sourced from local experiences and community practitioners. | Yes | |
| surreynov22 | We (Lawrie and Sue) are talking service transformation here and not commissioning. 1. Active Surrey is already commissioned to deliver holiday activity & food (HAF) which is national top-down service and is a potential harm (in terms of the service provider feeling the need to secure ongoing funding to continue delivering the service, feeling duty bound to do so having employed a team to deliver the service/outcomes in the first instance) - so mitigate by bringing that team into the Stanwell Project - alongside local residents/assets etc... to deliver in locally relevant way to achieve the commissioned outcomes of the HAF programme – with the focus being on delivery of outcomes rather than continued employment of the team. 2. ASPH dietitians and other acute staff want to deliver their own hospital-based community work - without recognising the community/local assets - driven by a feeling that medically delivered services are “better” than community delivered services/interventions - Mitigate with bringing them into the Stanwell project as equal partners to local community - and to get them to participate in local co-design, to avoid silo working (doing it 'to the community'). 3. Lawrie and Sue to spend time with and meet and talk with the local assets/people – “get under the skin” of Stanwell area 4. Build on the assets already there - e.g. Stanwell Events, Family Centre (Whole System Approach to Obesity work), OneVoice, local shops, GP practice, library etc....... before we 'do' anything. | Project = Healthy Lifestyle (exercise and eating) with the people of Stanwell. 1. Outdoor space – grass field, kids swing park, school playground, basketball (etc.) court behind family centre 2. Competencies of the people who live and work and go to school in that part of Stanwell - what's relevant to them for a healthy lifestyle 3. Buildings: includes unused youth centre with new kitchens, Cordelia Park building (incl. hydroponics, garden space, foodbank), family centre, library collocated with GP practice, 2 x churches, school, 2 pubs, parade of shops 4. Competencies and experience of the Stanwell Events, Family Centre, GP practice PPG, OneVoice - the local groups already in place serving the community 5. Mayor and local councillors - senior community advocates 6. Competencies of the local businesses - parade of shops with takeaways, hairdressers, Sainsbury’s, one veg/grocery shop, newsagents, hotel (serving Heathrow), book makers, pubs - ? is there a local business chamber of commerce group/network? 7. Thus this project could be a way of establishing intentional cooperative partnerships across all local groups/views, for healthy living in the Stanwell area 8. Competencies and knowledge of local hospital and GP practice staff and junior school | 1. Co-designing relevant activities/events/or whatever, with the local community who live there 2. Not NHS-led and not SBC/SCC led - local citizen led 3. By the People, For the people - discover the local community anchors (people who know and understand their locality) as the starter | • The Issue/Need and the Goal o Data exercise to identify local “needs” • Scope of Work – what is within and outside of scope • Convene community action team led by local community anchor/leader and involving public sector agencies • Community Networks and Assets – mapping exercise of local assets and competencies of community institutions and individuals/residents • Co-Design Plan o Co-design locally agreed goals and priorities – what is important to the local people o Co-design priorities for what to be tackled o Co-design actions/implementations – including communications/engagement • Collaborative action plan o led and owned by local stakeholders, assets and partners o Local community anchors to drive/lead actions e.g. Mayor o Methodology for tracking progress • Business case o Resource requirements and costs o Return on investment from transformation – sustainability (medium to long term) o Sources of resources and funding (identify for longer term) o Environmental impacts of any actions o Cost of evaluation included • Evaluation o Metrics and methods to demonstrate change – linked to a local dialogue and understanding o Local citizen satisfaction and approval o Maintenance of change beyond project • Scaling up & Sustainability o Lessons learned for sharing o Community assets updated o Responsibility for ongoing sustainability | Yes | |
| birmsoleastandsouthcomm | Researching what community assets are available and how to access them, collecting patient feedback on whether it is effective or not, gathering data as to the efficacy of the intervention, promoting suitable interventions even if they're not mainstream, feeding back the evidence to CCG and commissioners, being aware of and utilising existing networks, having awareness of the processes and pathways for gathering information to feedback to CCG | Specific issue: domestic violence. Community Drivers: Adult social care, police, safeguarding within the trust, Children's Services, MARAC, Women's Aid | Roshni (honour based violence and issues), Anawim (safe space for women and women in vulnerable positions i.e. sex workers), Berosa (south asian community specific), WAITS (overall support with women getting into refuge and thriving in the community) | 1. To empower the local community to support themselves in ways that fit with their lifestyle and culture to maintain inclusion, participation and wellness in order to improve health outcomes 2. Improved mental health outcomes, improved physical health outcomes, stronger neighbourhood cohesion, greater choice, increased participation in activity | Yes | |
| surreynov22 | We (Lawrie and Sue) are talking service transformation here and not commissioning. 1. Active Surrey is already commissioned to deliver holiday activity & food (HAF) which is national top-down service and is a potential harm - so mitigate by bringing that team into the Stanwell Project - alongside local residents/assets etc... to deliver in locally relevant way to achieve the commissioned outcomes of the HAF programme. 2. ASPH dietitians and other acute staff want to deliver their own hospital-based community work - without recognising the community/local assets. - mitigate with bringing them into the Stanwell project as equal partners to local community - and to get them to participate in local co-design, to avoid silo working (doing it 'to the community'). 3. Lawrie and Sue to spend time with and meet and talk with the local assets/people - get under the skin of Stanwell area 4. Build on the assets already there - e.g. Stanwell Events, Family Centre (Whole System Approach to Obesity work), OneVoice, local shops, GP practice, library etc....... before we 'do' anything. | Project = Healthy Lifestyle (exercise and eating) with the people of Stanwell. 1. Outdoor space - grass, kids swing park, school playground, basketball (etc.) court behind family centre 2. competencies of the people who live and work and go to school in that part of Stanwell - what's relevant for them to improve lifestyle 3. Buildings: includes unused youth centre with new kitchens, Cordelia Park building (incl. hydroponics, garden space, foodbank), family centre, library collocated with GP practice, 2 x churches, school, 2 pubs, parade of shops 4. Competencies and experience of the Stanwell Events, Family Centre, GP practice PPG, OneVoice - the local groups already in place serving the community 5. Mayor and local councillors - senior community advocates 6. competencies of the local businesses - parade of shops with takeaways, hairdressers, sainsburys, one veg/grocery shop, newsagents, hotel (serving Heathrow), book makers, pubs - ? is there a local business chamber of commerce group/network? 7. Thus this project could be a way of establishing intentional cooperative partnerships across all local groups/views, for healthy living in the Stanwell area | 1. Co-designing relevant activities/events/or whatever, with the local community who live there 2. Not NHS-led and not SBC/SCC led - local citizen led 3. By the People, For the people - discover the local community anchors as the starter | 1. The Issue/Need and the Goal o Data exercise to identify local “needs” and geographies/neighbourhoods to work with 2. Scope of Work – what is within and outside of scope 3. Community action core group/team, led by local community anchor/leader with public sector as partners and not as leaders 4. Community Networks and Assets – mapping exercise of groups/networks and competencies of community institutions and residents 5. Co-Design Plan o Co-design locally agreed goals and priorities – what is important to the local assets o Co-design priorities for what to be tackled o Co-design actions/implementations including communications/engagement 6. Collaborative action plan o Led and owned by local stakeholders, partners, assets o Local community anchors to drive/lead actions o Methodology for tracking progress 7. Business case o Resource requirements and costs o Return on investment from transformation - sustainability o Sources of resources and funding o Green/carbon consequences o Cost of evaluation included 8. Evaluation o Metrics and methods to demonstrate change o Local citizen satisfaction and approval o Maintenance of change beyond project 9. Scaling up & Sustainability o Lessons learned for sharing o Community assets updated o Responsibility for ongoing sustainability | Yes | |
| surreynov22 | - Co-produce the service framework with people with lived experience of RS in that place/area - involve the community in consultation of the proposed project residents/commerce - involve where appropriate family connections to those being supported - Work to a trauma informed and relational model whereby the person directs their own care and support plans eg. dont want to be accommodated out of area - Cultural connections - Work with community support (VCFOs) to support the project - strength based solutions - co-location of support embedded into the community - RS Team work closely with new CLOs re community connections/social prescribing etc | - People - Lived Experience group/insight - Consulting with families of people with LE/What can family do to support someone - Third sector - Public sector - £££ - clinical competencies - Rewards - contingency management - Alliance partnerships - no hierarchical structure - relational model | Changing Futures - Bridge the Gap project - Mental Health RS Project | CF Principles: • Work in partnership across local services and the voluntary and community sector, building strong cross-sector partnerships at a strategic and operational level that can design and implement an improved approach to tackling multiple disadvantage • Coordinate support, and better integrate local services to enable a ‘whole person’ approach • Create flexibility in how local services respond to the people who use them, taking a system-wide view with shared accountability and ownership leading to better services and a ‘no wrong door’ approach to support • Involve people with lived experience of multiple disadvantage in the design, delivery and evaluation of services and in governance and decision making • Take a trauma-informed approach across the local system, services and in the governance of the programme • Commit to drive lasting system-change, with sustainable changes to benefit people experiencing multiple disadvantage beyond the lifetime of the funding. (Add 'place based' initiative) | Yes | |
| birmsoleastandsouthcomm | 1. Allow individuals to say what they can bring and what strengths they posses as opposed to trying to fix them. 2. Move away from how we can get referrals to services that have huge waiting lists and move towards developing community groups accessible for all 3. Friendship, connectedness and promoting strengths will always be superior to programmatic interventions. 4. Ask the community what they have come across in the community or whats missing for them as often we have all thought about what we need to help us | Issues: Loneliness 1. The unique competencies of the local community the want and need connectedness 2. The unique competencies of the third sector to provide space and capacity for the community to feel welcomed and connected 3. The unique competencies of the public sector to provide services that enable participation in the community, build confidence in helping and supporting each other 4. The ability to provide jobs to help tackle loneliness 5. Allow people to fill their time with things that can stop them from thinking about the feelings of loneliness 6.To help communities to reduce loneliness, increase connectedness and have overall improvements on health and wellbeing | Community walk and talks Connected cafe- reduced cost breakfast to encourage attendance for general integration of individuals People offering their skills and knowledge to other members of community such as floristry work | To reduce the impact of loneliness on individuals lives and wellbeing. Creating Stronger neighbourhood connectedness, new formed friendships, shared lived experiences and foster a positive attitude to aging. | Yes | |
| surreynov22 | Co production and integration; Conecting and listening to communities; empower and enabling community led response; and support to faciliate community led initiatives | Health Creation - communities setting the agenda for change; local community as a driving force to change and seeking opportunities; solution led by local people; connections in the community, 3rd sector and private sector; the wealth of knowledge on local need; able to sustain asset based approaches in the community. | Community Development; Growing Health Together; Local workforce i.e. Local Area Coordinators and Local Champions i.e. in GP practices | Creating opporunities to connect with local communities; Listen to communities; gain an understanding what is happening locally and what is in place; empower communities and take practical steps with the communities to test new ways of working; report on outcomes which will lead to improving health and wellbeing rather than introducing activity measures; seeking opportunities - strategic adaptations in order to scale, spread and accelerate the benefits; evaluation potentially via an academic institution to look at the short/medium and long term impact - utilising baseline informtation. | Yes | |
| surreynov22 | FROM JANE LAST AND PATRICIA HUERTAS * Develop robust local understanding of what is already being provided at local level (for and BY the local community) * Hold local conversations to understand the community’s aspirations and desires – what is important to them / what would they like to do themselves? Ensure the commissioning is people-centered rather than service-centered * Let community lead the change, allow power shift by handing over some responsibilities * ‘Procure’ locally with local need and aspirations as key drivers rather than ‘county-wide’ or service by service with blanket approaches to very different levels of need. Start without the pre-conceptions of what is procured now, start the journey as if there was nothing | FROM JANE LAST AND PATRICIA HUERTAS Community-led Place Economics in Surrey Towns 1.The residents who live in the town and the residents who visit the town to meet their needs (both what they have to say about the town and what they would like to change themselves about the town) 2.The local workforce in the area (those who don’t live there but work there and might or might not use the town for their needs) 3.The small independent retailers and local entrepreneurs, especially those proactive trying to change local dynamics and willing to take active part in the change 4.The large employers in the area – a direct connection to local economies and local skills 5.The ‘unheard voices’ groups – seeking out proactively the views of those groups not currently represented in the local dialogue (youth, specific faith communities, etc.) 6.The collective of local organisations (local authorities, voluntary organisations, third sector, institutions) to seek out a collective voice | FROM JANE LAST AND PATRICIA HUERTAS - Delivery of community events / local markets / high street activation led by local groups organically - Young people using platforms like Lego and Minecraft to design their preferred approaches to local spaces / local parks - Local groups initiating local campaigns or projects (litter picking, linking towns together through cycling schemes, community gardens\orchards, tree planting for MH etc) - The development of ‘auto-designated’ family play areas in cul-de-sacs and neighbourhoods space to get children playing again outside with their neighbours - The organic development of locally-led neighbour freebays and neighbour help sites, car boot sales and their importance on local circular economies | FROM JANE LAST AND PATRICIA HUERTAS We were a bit confused by this question / not sure re what you were looking for, so we work through the steps above to add ‘sub-headings’ MISSION Profile / evidence-led approach The collective commitment Local buy-in / local conversations OBJECTIVES How will we improve Quality of life indicators? Benefits for local connections, local pride, social outcomes, happiness factor Explicit about local communities COMMUNITY DRIVERS – who is involved, community have control The role of recipients The role of non-users The role of third-parties BUSINESS CASE Benefits towards corporate objectives and savings if collective and community delivery The link to power shift / sustainability of the approach Creativity and flexibility at local level Back up formal business case process with informal influential techniques: local voices, real people presenting, reflect community ownership Show the length of the journey and desired outcomes over time but also the potential quick wins and outputs along the way EVALUATION and REFLECTION Establish trust and build a process to incorporate lessons learnt and continuous improvement, move from critique to positive Set up baselines to measure change, quality of life not service by service, long term evaluation of whole community change, conversations\stories as part of the evaluation Seek independent critical friend role | Yes | |
| surreynov22 | Co-production & Co-design, single tender or grant giving rather than open procurement process | people – build on strengths and listen to how people want to be supported; tap into their desire to live independently (running their household or a business) families – e.g. parents’ desire to improve their own numeracy so they can help their children with their school work communities – focus on relationships and enable known/trusted individuals to work with people who want to improve their numeracy the third sector – What existing skills and relationships can we build on? Where is there capacity/appetite to co-design new provision with communities? the private sector – speak to businesses about where the opportunities are to unlock employment by improving numeracy skills intentional cooperative partnerships – asset map the local system to work out who can contribute to a coordinated approach | Look for opportunities to partner with existing schemes and institutions – e.g. the bike project could find ways to improve numeracy skills; libraries could offer support in an accessible and trusted space Peer support groups – help to reduce stigma and build confidence by sharing experiences Set up time banking to draw on skills in the community – enable people access numeracy support via a wider (mutually beneficial) exchange of skills, which would learners to focus on their strengths while also improving their numeracy | Yes | ||
| surreynov22 | 1. Co-produce frameworks with people with lived-experience in the immediate locality/borough. 2. Involve the community when consulting about supporting certain population cohorts. 3. Work in a trauma-informed way where people are involved in plans and can inform for needs specific to their own communities 4. Work closely with community connectors such as community link officers. | Mental Health Rough Sleeper pilot project for one borough in Surrey. 1. Genuine co-production with a lived-experience group 2. Third sector organisations who rough sleepers may be accessing support through as trusted partners and employing a 'Bridge the Gap' work to work directly within one of those organisations. 3. Public sector NHS organisations to host mental health workers for clinical competency 4. Private sector organisations to offer rewards for rough sleepers who complete certain tasks 5. The creation of an Alliance Partnership where there is no hierarchical structure and are working to cooperative principles. 6. Families where applicable, noting that many rough sleepers are from out-of-area. | 1. Coordinate support and better integrate services to enable a 'whole person' approach 2. Create flexibility in how local services respond to how people use them, taking a system-wide view with shared accountability and better ownership 3. Commit to drive lasting system change | 1. Mission statement/vision 2. Purpose 3. Objectives - flexible, trauma-informed, person-centred, place-based 4. Community drivers 5. Benefits and risks 5. Evaluation of objectives 6. Next steps | Yes | |
| surreynov22 | 4 ways of mitigate harms of usual contracting 1. Invest in co-design and use "social value" principles to agree the purpose and outcomes that matter to the community - being open to them not being that traditional 2. Do some asset mapping - and work with people to convene/ bring people together and talk about what is already in place; what support might help scale it; speed date to introduce local services, groups and organisations to each other and talk about opportunities before moving onto gaps 3. Think about local governance - can a "Board" of local community partners be part of reviewing and providing oversight to delivery and progress towards outcomes - and also have the flexibility to allow for the emergence of new opportunities and priorities 4. Recognise/ include “added value” and links into local communities in commissioning and contracts. | The issue/ the problem/ challenges we are trying to solve: Objective: Supporting people who may have frailty or disabilities to live fulfilled and happy lives in their own homes by having skilled, consistent, values-based people to support them. Social Care Future’s vision: We all want to live in a place we call home, with the people and things that we love, in communities where we look out for one another, doing things that matter to us Challenge 1: Current arrangements are dominated by time and task contracts. These are reductive and restrictive and make it hard for services to innovate, develop or respond to people’s changing needs and priorities. They are shaped by a “medical model” that is defined by “curing”, “rehabilitating/ restoring function” or “slowing down functional decline”. Services focus on physiological needs and safety, but not the “senses of security, belonging, continuity, purpose, achieve or significance” that most people desire and need. The need to move away from the current model is a key driver in looking to ABCD approaches that may still need commissioned services to meet statutory duties but could develop the ways those services are designed and able to interact with community assets to better meet the needs of people living with frailty. Challenge 2: Recruiting and retaining people to work in social care in Surrey due to poor T&Cs and high costs of living (lack of affordable housing and limited/ costly public transport) is very challenging. However, there is capacity in the market. Challenge 3: Quality assurance; little value-added. A procurement and (perceived) cost-led approach to securing formal home care services has seen a very large number of providers enter the market. Some have little presence in Surrey; some are bringing staff in from some distance away – which perpetuates a reliance on a time and task approach. A number of packages of care (note the focus on “packages” and not “people”…) are handed back as they are not sustainable – impacting on continuity of care. Challenge 4: An over-reliance on commissioned services: the council are not consistently exploring asset-based options for support (i.e., borough/district council initiative such as adaptations, housing-based support, hospital to homes schemes and adaptations; community-led/based organisations providing cooking, cleaning and a ‘little bit of help’, asset-based approaches to combatting loneliness and isolation. Challenge 5: An inability to understand and value the expertise offered by some providers in the market: some HBC providers could offer more specialist services to respond to support needs, but the contracting approach doesn’t allow for packages to be strategically managed according to what residents actually need (beyond the number of hours required). The drivers (enablers): 1. People seen as experts by experience and able to decide (with help and advocacy where needed) what their priorities and aspirations are - what does a good life look like? What risks are they willing to take to achieve that good life? 2. Social Value: the wider (total) benefit that accrues to the community through commissioning activity. For example: • Commissioners could include "Surrey social care wage/ T&Cs" in contracts ( co-produced - with PwLE, relatives in the community, local providers and partners/ stakeholders - and independently evaluated role descriptions). • They could include “added value” is included to promote and recognise the way in which “paid for services” can support, enhance and link people into community vases assets. • Commission by geography (community/ neighborhood) to enable choice but also encourage development of local networks and enable flexibility in terms of responding to local needs, reducing travel times (green agenda). 3. Assets in the community that people can access and use with support and are interested in hearing about as they form part of their community. Local Area Co-ordinators who can help link people and organizations together 4. Home care providers and care homes use their assets - meeting rooms, activities, grounds, to support people living in their community 5. Building skills and experience as a community: Public sector health care professionals, OTs, social workers and VCSE/ independent providers and volunteers train together and share expertise 6. Powerful community conversations create and understanding of the need for affordable housing for people who work in care and working age adults who need care but want to live independently locally ...local community landlords rent to people providing care; planning permission granted | 1. Blur the boundaries between community networks, voluntary support and statutory care: Start the ‘commissioning’ process by enabling people receiving the service to work with the ‘commissioner’/provider to design a support package that is flexible, supports them to be an active participant in their community and maintain their local connections, addressing inequalities across the health and social care system by recognising the strengths, assets and capabilities within our communities to deliver their own solutions. 2. Nurture community assets: Through recognising and nurturing the capabilities present within local and virtual communities, work collaboratively to explore and design holistic community responses through better understanding of local informal assets – befriending, social prescribing, intergenerational activities. As well as continuing to ensure statutory services are responsive and deliver the right care, at the right time and in the right place, different partners (providers, public sector, VCFS and residents) should come together to build better connections between people and their communities. Value the workforce through setting up schemes such as a local private rental sector access scheme for people working in care. 3. Innovate in contracting and procurement approaches: Explore ways of working with procurement to encourage statutory services to be green and sustainable, locally based, community focused, and ethical. Move away from traditional time and task delivery (for example four 30-minute calls per day) to a model that supports our ‘being well in communities’ work and provides flexibility for home care providers to work alongside people to achieve outcomes that are important to them. Balance statutory support alongside an individual's own support networks through better use of data to reach people at an early stage, working together as services to develop models that ensure services are embedded and part of a community. 4. People with disabilities/ frailty seen as contributors – some will be local employers (self funders, people with personal budgets); undertaking asset mapping with local groups so their perspectives and insights can influence, sources of history, story tellers. Support community capacity building programmes with local partners, nurturing connections between these individuals, organisations and their communities. Through this work we will seek out and build on the strengths of people and their communities to achieve the outcomes that matter to them. 5. Continuity of care: Explore integrated in-reach with statutory and asset-based support to achieve continuity of support arrangements if a client goes into hospital. The home-based carer “goes with them” to provide continuity of care, attend discharge planning meetings and support re-ablement in-hospital, support motivation and confidence to return home and contribute to more timely and sustainable discharge. This might include in-reach to short term care home placements; working alongside Care Home staff – adding capacity at peak times | 1. Purpose & social value: objectives 2. Current service: a. How is the service delivered and who by b. Current impact of the service c. Cost of the existing service 3. Future proposal: a. Proposed changes to existing approach b. Current evidence for proposal: i. Co-production: who’s involved? ii. Asset Mapping: identifying community drivers, existing strengths and opportunities c. Governance - enabling emergence d. Financial impact and resources available – financial, community assets/ in kind/ added value | Yes | |
| surreynov22 | 1. Commit to ‘co-work’ (co-design, co-production…) at every stage of the process – put the community in the driving seat and place assets in the round at their disposal (get the right SMEs involved) 2. Be realistic about (and give ourselves) the time and other resources required – time pressures often lead to unhelpful compromises 3. Challenge processes – e.g. Legal, Procurement – which often act as blockers, and actively explore progressive models 4. Be less prescriptive about the ‘solutions’ and allow blended teams – e.g. of residents and SMEs – to determine how best to achieve desired outcomes, inc. identifying and managing risks | Issue: How to adopt an ABCD approach to implementing the govt’s Multiply programme. Multiply is a DfE initiative that makes funding available (via top tier local authorities) to improve numeracy rates in local areas. It is inherently top down in its design. To do this, we should draw on the unique competencies of… 1. people – build on strengths and listen to how people want to be supported; tap into their desire to live independently (running their household or a business) 2. families – e.g. parents’ desire to improve their own numeracy so they can help their children with their school work 3. communities – focus on relationships and enable known/trusted individuals to work with people who want to improve their numeracy 4. the third sector – What existing skills and relationships can we build on? Where is there capacity/appetite to co-design new provision with communities? 5. the private sector – speak to businesses about where the opportunities are to unlock employment by improving numeracy skills 6. intentional cooperative partnerships – asset map the local system to work out who can contribute to a coordinated approach | 1. Look for opportunities to partner with existing schemes and institutions – e.g. the bike project could find ways to improve numeracy skills; libraries could offer support in an accessible and trusted space 2. Peer support groups – help to reduce stigma and build confidence by sharing experiences 3. Set up time banking to draw on skills in the community – enable people access numeracy support via a wider (mutually beneficial) exchange of skills, which would learners to focus on their strengths while also improving their numeracy General theme: bring the provision into communities as much as possible to make it accessible and draw on collective assets | Yes | ||
| surreynov22 | - Think about how we can support or strengthen existing relationships or assets - Put in checks to ensure that approach to services do not encourage dependency e.g. having other options - Never make assumptions and actively look for community alternatives - When commisioning have a check to make sure that responsibilities are not soley on the individual | Encouraging active travel The unique competencies of people who walk and cycle to - promote and share it's use in the community - enjoy walking and cycling - share experiences of walking and cycling - use and set up facilities to walk and cycle -businesses to promote walking and cycling - schools to promote walking walking and cycling - organizations to offer cycles -businesses to provide access equipment for walking and cycling -charities to use walks, cycles and runs as part of fundraising and community events - businesses or organizations set up around walking and cycling e.g. cycling cafes on popular routes | No | |||
| surreynov22 | 1. When writing service specifications, we should include a wider remit of what the service can provide for communities outside of just providing 'the thing' and also innovation we would like to see being put in place. i.e. could a Surrey wheelchair service have an accessible gym with an on-staff trainer that disabled people could use to improve their physical health and mental wellbeing - eventually producing better long-term health outcomes for some of the population who get the least physical activity and reducing future reliance on health services and better quality of life. Or could you co-locate it with a rehab service? 2. By co-locating community services in 'hubs' we can encourage use of some such as libraries whilst improving the experience of using others such as health clinics. it would also benefit the community by providing a one-stop-shop saving time effort and improving that sense of community. 3. By being neighbourhood focused in planning rather than harming personal and community relationships and assets we could in fact strengthen them and eventually make it easier to commission future services due to creating asset rich communities. 4. When commissioning a service build in community based 'prevention and wellness' aspect to the ask. Could a service provide a space for the community to develop a community garden with a view to aiding mental health but also social isolation and strengthening community. | Mental Health 1. for people to live well independently in their communities with mental health support needs. 2. For families to support and continue to thrive whilst caring for and supporting a relative with mental health support needs. 3. for communities to create mental health friendly culture, with welcoming and supportive spaces and services for those with mental health support needs and their families. 4. for the third sector to provide supportive and educational spaces, which aid in prevention and early intervention for community members struggling with poor mental health. 5. For the public sector to provide person centred and whole family approaches when building community services. Adult services must include referral pathways to help for young carers. 6. for the 'mental health system' to work in partnership to provide complementary provision that supports each other to provide best opportunities to live well as a person with or caring for someone with poor mental health. | Aunties schemes - based on ideas raised by minority African communities in Surrey. the idea of community Aunties who are available to talk to young adults who need a non-family member to work though their problems with. Community gardens or animal sanctuaries - encouraging community involvement (especially around mental health) to get involved working in these settings has a great benefit to mental health without feeling like a prescribed therapy Community connections (Surrey's community based mental health provider) run financial worry advice - many mental health issues start as the pressure of financial struggles. Providing advice and support at an early stage can be a strong intervention and prevent an escalation into crisis both financially and mentally. | 1. Aim of developing our community assets 2. 5 Community strengthening outcomes 3. How with this improve lives and build communities? 4. Why should we develop this idea 5. In what ways will Surrey see results from this? 6. How will learning be shared? | Yes | |
| 12/01/2022 09:40 AM | surreynov22 | 1. Fully appreciate the assets existing locally. 2. Support the capacity building of local organisations. 3. If feasible, include community connectors in commissioning activity. 4. 'Part-commission' so that community and local authority can play to their respective strengths. | Specific issue is capacity building the VCFS. Drivers include 1) Increased community need for local services due to austerity, cost of living etc, with decreased institutional resource available. 2) Community orgs do good work but don't always have the time or understanding to commit to demonstrating that good in way that connects with commissioners; 3) Lots of community orgs could see better impact through different business models; 4) Community orgs could receive increased funding through stronger funding bids that map against system priorities. 5) Community orgs are not always visible to commissioners and don't always share info/resources between themselves. 6) Community orgs often rely of piecemeal funding, affecting the sustainability and impact of their offer | 1) Individuals/communities sharing the expertise they have with community orgs, e.g., marketing/legal/HR expertise. 2) Community groups merging resources and offer, bringing their core strengths and best of what they offer. 3) ?? | 1.1 What the community have told us about why this would help 2.1 These align with community ambitions in the following ways... 3.1 4.1 Alignment of SCC commissioning intentions with community goals 5.1 Community testimonies; 5.2 Academic evaluation 6.1 What is going well? What can we learn? | Yes |
| 12/05/2022 02:29 PM | surreynov22 | 1. Invest in co-design and use "social value" principles to agree the purpose and outcomes that matter to the community - being open to them not being that traditional 2. Do some asset mapping - and work with people to convene/ bring people together and talk about what is already in place; what support might help scale it; speed date to introduce local services, groups and organisations to each other and talk about opportunities before moving onto gaps 3. Think about local governance - can a "Board" of local community partners be part of reviewing and providing oversight to delivery and progress towards outcomes - and also have the flexibility to allow for the emergence of new opportunities and priorities 4. Recognise/ include “added value” and links into local communities in commissioning and contracts. | The issue/ the problem/ challenges we are trying to solve: Objective: Supporting people who may have frailty or disabilities to live fulfilled and happy lives in their own homes by having skilled, consistent, values-based people to support them. Social Care Future’s vision: We all want to live in a place we call home, with the people and things that we love, in communities where we look out for one another, doing things that matter to us Challenge 1: Current arrangements are dominated by time and task contracts. These are reductive and restrictive and make it hard for services to innovate, develop or respond to people’s changing needs and priorities. They are shaped by a “medical model” that is defined by “curing”, “rehabilitating/ restoring function” or “slowing down functional decline”. Services focus on physiological needs and safety, but not the “senses of security, belonging, continuity, purpose, achieve or significance” that most people desire and need. The need to move away from the current model is a key driver in looking to ABCD approaches that may still need commissioned services to meet statutory duties but could develop the ways those services are designed and able to interact with community assets to better meet the needs of people living with frailty. Challenge 2: Recruiting and retaining people to work in social care in Surrey due to poor T&Cs and high costs of living (lack of affordable housing and limited/ costly public transport) is very challenging. However, there is capacity in the market… Challenge 3: Quality assurance; little value-added. A procurement and (perceived) cost-led approach to securing formal home care services has seen a very large number of providers enter the market. Some have little presence in Surrey; some are bringing staff in from some distance away – which perpetuates a reliance on a time and task approach. A number of packages of care (note the focus on “packages” and not “people”…) are handed back as they are not sustainable – impacting on continuity of care. Challenge 4: An over-reliance on commissioned services: the council are not consistently exploring asset-based options for support (i.e., borough/district council initiative such as adaptations, housing-based support, hospital to homes schemes and adaptations; community-led/based organisations providing cooking, cleaning and a ‘little bit of help’, asset-based approaches to combatting loneliness and isolation. Challenge 5: An inability to understand and value the expertise offered by some providers in the market: some HBC providers could offer more specialist services to respond to support needs, but the contracting approach doesn’t allow for packages to be strategically managed according to what residents actually need (beyond the number of hours required). The drivers (enablers): 1. People seen as experts by experience and able to decide (with help and advocacy where needed) what their priorities and aspirations are - what does a good life look like? What risks are they willing to take to achieve that good life? 2. Social Value: the wider (total) benefit that accrues to the community through commissioning activity. For example: • Commissioners could include "Surrey social care wage/ T&Cs" in contracts ( co-produced - with PwLE, relatives in the community, local providers and partners/ stakeholders - and independently evaluated role descriptions). • They could include “added value” is included to promote and recognise the way in which “paid for services” can support, enhance and link people into community vases assets. • Commission by geography (community/ neighborhood) to enable choice but also encourage development of local networks and enable flexibility in terms of responding to local needs, reducing travel times (green agenda). 3. Assets in the community that people can access and use with support and are interested in hearing about as they form part of their community. Local Area Co-ordinators who can help link people and organizations together 4. Home care providers and care homes use their assets - meeting rooms, activities, grounds, to support people living in their community 5. Building skills and experience as a community: Public sector health care professionals, OTs, social workers and VCSE/ independent providers and volunteers train together and share expertise 6. Powerful community conversations create and understanding of the need for affordable housing for people who work in care and working age adults who need care but want to live independently locally ...local community landlords rent to people providing care; planning permission granted | 1. Blur the boundaries between community networks, voluntary support and statutory care: Start the ‘commissioning’ process by enabling people receiving the service to work with the ‘commissioner’/provider to design a support package that is flexible, supports them to be an active participant in their community and maintain their local connections, addressing inequalities across the health and social care system by recognising the strengths, assets and capabilities within our communities to deliver their own solutions. 2. Nurture community assets: Through recognising and nurturing the capabilities present within local and virtual communities, work collaboratively to explore and design holistic community responses through better understanding of local informal assets – befriending, social prescribing, intergenerational activities. As well as continuing to ensure statutory services are responsive and deliver the right care, at the right time and in the right place, different partners (providers, public sector, VCFS and residents) should come together to build better connections between people and their communities. Value the workforce through setting up schemes such as a local private rental sector access scheme for people working in care. 3. Innovate in contracting and procurement approaches: Explore ways of working with procurement to encourage statutory services to be green and sustainable, locally based, community focused, and ethical. Move away from traditional time and task delivery (for example four 30-minute calls per day) to a model that supports our ‘being well in communities’ work and provides flexibility for home care providers to work alongside people to achieve outcomes that are important to them. Balance statutory support alongside an individual's own support networks through better use of data to reach people at an early stage, working together as services to develop models that ensure services are embedded and part of a community. 4. People with disabilities/ frailty seen as contributors – some will be local employers (self funders, people with personal budgets); undertaking asset mapping with local groups so their perspectives and insights can influence, sources of history, story tellers. Support community capacity building programmes with local partners, nurturing connections between these individuals, organisations and their communities. Through this work we will seek out and build on the strengths of people and their communities to achieve the outcomes that matter to them. | 1. Purpose & social value: objectives 2. Current service: a. How is the service delivered and who by b. Current impact of the service c. Cost of the existing service 3. Future proposal: a. Proposed changes to existing approach b. Current evidence for proposal: i. Co-production: who’s involved? ii. Asset Mapping: identifying community drivers, existing strengths and opportunities c. Governance - enabling emergence d. Financial impact and resources available – financial, community assets/ in kind/ added value e. Measures of Success and proposed impact on residents, community and providers f. Impact assessment g. Options for review and learning (reporting cycle) 4. Appendices: Proposed service specification | Yes |
| 01/12/2023 12:55 PM | essex-stewardship | Incorporate citizens’ voice to drive decision making Don’t look to fund the “usual suspects”, but seek to include newer, smaller citizen-led groups. Remove as much red tape as possible, e.g look to reduce onerous reporting requirements and burdensome SLAs Engage community groups after services have been commissioned obtaining rich qualitative data about the experience | Be Well Domain Workstream Priority: Healthy, affordable and sustainable eating – aligned to cost of living crisis. Drivers: The unique competencies of: Individuals, families and communities to inform us what they want to eat, not be told by us what they should eat. Individuals and communities from diverse cultural backgrounds to share inspiration in terms of different cuisines and ways to cook and eat. The lived experience of individuals living through the cost of living crisis to inform ways to mitigate it. | Yes | ||
| surreycommfeb2023 | 1. Ensure you do adequate Research 2. Have the data collected and turned into useable information. 3.Engage and work with the individuals/organisations who are passionate about making change for the better 4. Have a robust Evaluation process | 1. Inform users what services are available to them 2. Educate users with how to use the services and when 3. Connect users with the services they would benefit from with an introductory session. 4. Follow up with the users to make sure they are benefiting from the service and if not then discuss alternatives 5. understand from the service being delivered what is working well, and not so well 6. adapt the service if need be to meet the requirements following a robust evaluation. | 1.Use those High intensity Users to identify what they want to be part off. 2. The areas that are identified as frequent concern to be researched as to what is available to utilise and what do we need to work on to make the service available 3. work with stakeholders who may have more experience in defining a service. | Yes | ||
| surreycommfeb2023 | co-production: actively enable co-producing services/supports with communities; enable ways to co-produce throughout commissioning cycle- so take an ABCD and co-pro approach across analyse/plan/do/review. Ask curious questions in tenders- how will you value and engage with local communities; how will you know you are achieving outcomes desired by individual and communities? | Community drivers for people with mental health needs: people with a a diagnosed mental illness can have good mental health and wellbeing; people live in a context which can support and enable good mental health; the VCFS is strong and driven by ABCD values; integrated commissioning approach enables a range of perspectives to be heard, understood and facilitated; co-operation and open dialogue between commissioners, VCFS and people with lieved experience and their carers/families | Community connection service; collaborative commissioning; peer support and co-production approach | Vision; values; the outcomes we are commissioning for (which have been developed with individuals with lived experiences and the independent mental health network; measures to ascertain if we are meeting the desired outcomes; evidence of impact/value for money and improved outcomes- qualitative and quantitative data expectations. Explicitly specifying values/culture/ways in which we expect providers to operate with individuals and communities. | Yes | |
| 03/01/2023 01:59 PM | surreycommfeb2023 | ensure that there is understanding of what is already in existence and working well or which would benefit from development, ensure opportunities for feedback and review which involves those the commissioning seeks to support, ensure commissioning process is accessible to all | individuals who have LD are able to define the support they would like and can articulate this, families and carers of those with LD articulating their needs and wants, third sector orgs already in the LD space, public sector support currently available, private sector support already available, wider community already supporting LD community | Community activities/services supported to be suitable for LD, accessible to LD would mean accessible to most. Partnering up orgs and ensuring they are aware of each other, services for community orgs to help them to deliver better. | Define mission, objectives, Community engagment including reflection, business case, impact and evaluation | Yes |
| 03/01/2023 04:21 PM | surreycommfeb2023 | 1. Research of existing groups and assets, 2. Listening to communities and supporting them to recognise the of strengths and assets in their local area, 3. Facilitating the mapping/building of community ecology, relationships and infrastructure, 4. Be aware of impact of KPI frameworks and be sensitive in the way we support evaluation. | Obesity: 1. How people who with live with obesity reduce the impact of being overweight. 2. Families desire to support family members to avoid/reduce obesity and the health impacts of obesity. 3. What communities and local shops can do to highlight lifestyle swaps and improve access to healthy activities. 4. Third sector support through advocacy, navigation and/or venue. 5. The public sector ability to provide local jobs that improve the local economy and employ local people, thus providing more income to purchase healthier food and access healthier lifestyles (gyms, sports clubs etc). 6. The benefit of partnerships between drivers to create a combined strength and support communities and individuals to lead healthier lives. | Interactive family cooking classes (co-op to bring ingredients or cost of living wonky veg challenge), Community allotments (social isolation, intergenerational knowledge sharing, easy recipes linked to veg and herbs grown), Sharing lived experience of local people who have changed their lifestyle within a peer support group. | Mission Objectives & Goals Community Drivers - In what way will the community be activated to deliver the project, how will the expertise of people with lived experience be included in the project. Outline the impact on wider determinants of health and addressing place-based priority workstreams Evaluation - KPIs relating to community engagement, number of relationships, community interviews Reflection and Recommendations/Key learning for expansion | Yes |
| 03/01/2023 05:49 PM | surreycommfeb2023 | 1. Research 2. Listen - truly engage & listen to communities with no pre-determined list of contacts, follow the conversation 3. map the ecology of the community/the relationships and the infrastructure 4. Identify strengths - but get the community to identify them and acknowledge/celebrate them. | Obesity: 1. How people who with live with obesity reduce the impact of being overweight. 2. Families desire to support family members to avoid/reduce obesity and the health impacts of obesity. 3. What communities and local shops can do to highlight lifestyle swaps and improve access to healthy activities. 4. Third sector support through advocacy, navigation and/or venue. 5. The public sector ability to provide local jobs that improve the local economy and employ local people, thus providing more income to purchase healthier food and access healthier lifestyles (gyms, sports clubs etc). 6. The benefit of partnerships between drivers to create a combined strength and support communities and individuals to lead healthier lives. | Interactive family cooking classes (co-op to bring ingredients or cost of living wonky veg challenge), Community allotments (social isolation, intergenerational knowledge sharing, easy recipes linked to veg and herbs grown), Sharing lived experience of local people who have changed their lifestyle within a peer support group. | Mission Objectives & Goals Community Drivers - In what way will the community be activated to deliver the project, how will the expertise of people with lived experience be included in the project. Outline the impact on wider determinants of health and addressing place-based priority workstreams Evaluation - KPIs relating to community engagement, number of relationships, community interviews Reflection and Recommendations/Key learning for expansion | Yes |
| 03/02/2023 02:03 PM | surreycommfeb2023 | 1. Mapping what's already there - the service offers and the physical assets (the background life within a physical space) - so you're considering the whole environment. Include mapping of people and their assets - not just commissioned services. 2. Understanding the priorities of people and communities - may be different from what the system thinks. 3. Building sustainability into the system - buddies, champions - moving beyond 'clients' and 'service users' to active citizens - should be the aim of 'services'. 4. Incorporate co-design and co-production into bid design - how to run funding rounds that are accessible to community groups - language about outcomes - have a conversation with groups as part of the application process. | Obesity 1. Knowledge and experience of people living with obesity 2. Mapping physical environment and impact on obesity - public sector competencies to understand how physical spaces impact on health and obesity. 3. Community competencies to create obesity-friendly streets so that people living with obesity feel empowered to engage with their communities and physical spaces. 4. Competencies of people living with obesity to run their own groups and co-design programmes. 5. Private sector(including shops) ability to work with communities to create the right environments for addressing obesity. 6. Understanding interface between structural (low income, stress, disempowerment) and personal (support, health eating, movement). | 1. Movement for fun 2. Why are people obese and look to provide community resources that address this. 3. Peer support groups | 1. Obesity is complex so requires a flexible response - solutions must be community-based leveraging support from across sectors. 2. Empowered citizens in control of their own health and wellbeing; a physical environment that enables people to be active; citizens who feel purposeful; communities that understand the experience of people living with obesity; a public sector that understands the complexity of obesity and that recognises people living with obesity as people with knowledge and assets. 3. Physical environment; competencies of public sector and community to address obesity; access to healthy food; social and purposeful activities that address the root causes eg. food growing groups. 4. How effective is our current approach? Room for innovation. Look to best practice elsewhere. 5. Longer term funding to make space for long-term evaluation - don't measure weight or eating habits but rather how empowered people feel as citizens who will raise active and empowered children. 6.Making space for failure and recognising what shared purpose we're trying to achieve. Celebrating different types of data and outcome measures. | Yes |
| 03/02/2023 06:05 PM | surreycommfeb2023 | Commissioning to include mapping of whole environment -physical and personal around a place Commissioning should include building sustainability- via community champions, and connecting/signposting so as not to create dependency Put community at heart of intervention- involvement in co creation Understand the world around individuals treated in an intervention including family and the drivers in order to empower. Have flexible test and learn solutions | Unique competencies of individual to live well with obesity Unique competencies of families of those living with obesity to live well and support individuals The unique competencies of communities to help create right environment- education, include compassionate lens Unique competencies of third sector- upskill, create champions to work with Unique competencies of Public sector- active travel/environment, other Public Health services etc Unique competencies of Private sector to provide services/ products to encourage healthy living/ active lifestyles of employees and the community they serve | Education sessions for parents via third sector and support service Working with community groups as community champions to help adapt services to suit the needs of the demographic etc Involvement of schools in pushing key messages especially in transition year (year 6 higher level of obesity) and to include healthy schools policy covering all aspects including active travel | Mission: Commission a flexible weight management service which puts the community (and ABCD) at heart of service recognising that obesity is complex and multi faceted problem. Objectives: Increased education of community orgs/ champions, Increased connections of individuals with with community assets eg parks, activity groups etc, Improved self esteem of individuals, Increased understanding of professionals around obesity, Increase access to local cooking clubs / cheaper healthy food (Community fridges etc) Community Drivers: Support initiatives such as allotments, foodbanks, make services people already use more active eg CAB Business case: Look at what has worked well elsewhere, map whole system around obesity to show complex issue, look at costs associated with obesity to show need but also how previous interventions have not solved the problem, show good examples of ABCD even with another condition/ disease Evaluate via Qualitative methods including videos and case studies rather than relying on quantitative methods Critical reflection: Include evaluation of all involved- community drivers. Think about what, was good, what was not, what could have been improved and what are next steps from all involved | Yes |
| 03/03/2023 07:22 PM | surreycommfeb2023 | Conduct regular assessments of assets and priorities, with local communities, before developing solutions based on assumed need (which may require some additional upfront resource, but would be highly likely to result in more efficient and effective delivery further down the line) Focus on outcome based commissioning to avoid risk of organisations being incentivised to deliver based on quantity rather than quality of engagement / experience Based on in depth understanding of local communities (see above), work with local organisations to understand their potential (eg for delivery to wider groups, to deliver enhanced outcomes) and collaborate to support their growth (eg to provide safeguarding training, resource DBS checks, food hygiene courses, public liability insurance etc) that enable commissioners to be assured of quality and standards of delivery. Observe in person with visits and conversations with participants rather than require admin heave reporting of small groups / organisations Develop frameworks for commissioning that include coproduction with individuals to define meaningful outcomes for them, that are used as measures of success by commissioners. Coproduction ensures that the experiences of the intended service user are understood and empowers them to identify where they would benefit from different levels of support, autonomy etc. | Social exclusion: The unique competencies of people who are, or are at risk of becoming socially excluded to communicate and reach out The unique competencies of families and friends of people who are or are at risk of becoming socially excluded to recognise the experience of the individual and to engage with them around solutions The unique competencies of communities to look out for each other and create the conditions for people to feel safe to engage The unique competencies of the third sector to create opportunities and activities that are accessible and lead to individuals feeling less socially isolated The unique competencies of the public sector to provide and commission universal, targeted and specialist services, including information, advice and guidance and signposting for all sections of the community The unique competencies of the private sector to demonstrate a duty of care with welfare checks and social opportunities for their own workforce, to create opportunities for wider community engagement, and to provide support through employee volunteering, provision of resources and premises for community activities | Small grants schemes to enable small groups to access funding based on recognition of the value of local activity (ie without a requirement for onerous bidding and monitoring) Digital inclusion training, digital buddy schemes and device loans Volunteer programme with neighbourhood network / buddy scheme | 1/2: Outcomes; value linked to local priorities, capacity building 3: Local insights and evidence of local assets (asset maps, engagement with local communities) 4: Approach and rationale, evidence of understanding of and building on local connections and infrastructure, co-production / co-design approach 5: Role of community in defining outcomes, impact and measures; role of community in monitoring and evaluating 6: Approach to reflection: community led, collaborative, mechanism for feeding into future design / delivery | Yes |
| 03/03/2023 07:32 PM | surreycommfeb2023 | ensure you have engaged with services already available in the area - map Make time in the commissioning process to give equal value to scoping what is being commissioned and mapping what exists - don't let the procurement 'deadline' drive the process Scoring - ensure that when reviewing proposals you are giving 'extra points' to those solutions that have been developed by the community/beneficiaries Don't make assumptions - reach people and ask them what are the enablers and blockers in their life | individuals, family and friends vital - so you need to ask what they need to have to be able to live their best life public sector interventions still feel a bit 'doing unto' - how can we flip them to encourage new anti-obesity initiatives from the ground up? change the language we use? Make places welcoming to people with weight issues? third-sector could help provide affordable food, and cookery classes, and accessible exercise, for example physical environment - availability of green-space or physical facilities like gyms - cost of access too. private sector is providing fast food, junk food - but could also provide healthy produce | trusted spokespeople - community champions have more influence than strangers If a barrier to improving obesity is lack of access to affordable food look at community fridges, look at cookery classes maybe a longer term solution is increasing the availability of allotments - think long-term Looking at services that are already popular and piggy-back on them - so if your aim is to increase exercise for example maybe start with a social group that is working well, and work to hep them develop their own exercise programme, doing things they want to do | We are commissioning through the lens of ABCD to address obesity because it is a complex multi-faceted issue that requires diverse, sustainable, long-term interventions leveraging all available support if we are to collectively make a significant impact to improve people's health and quality of life. | Yes |
| 03/05/2023 03:35 PM | surreycommfeb2023 | 1) Understand the needs and strengths of the community by going out to people in their own settings, don't expect them to come to the commissioner. I.e. visit local pubs, community centres , schools etc rather than expect them to fill in faceless surveys. 2) Think about how you will engage hard to reach groups to ensure that they have a voice and their skills and strengths are not missed. | The Homes for Ukraine is a good example. 1)Providing free English Lessons to enable the guests to get have more opportunity for jobs. 2) The Hosts who have welcomed the guests into their homes and the community support they are giving each other. 3)The Community Transport to ensure guests can get to gatherings such as monthly pizza nights which are put on for free. Community and Church groups who have let there buildings for groups to gather. 4) Local shops providing free toiletries and clothes to those in need. 5) Faith Groups providing Orthodox church services which are not their usual denomination.6) Community Fridges offering food and provisions to all those guests who need it. | At Christmas a group of volunteers put on an event where Ukraine guests could go and choose a gift and then wrap it up themselves to give to their loved ones. In return the guests brought along homemade foods which they could then share and explain their tradition's and cultures. It was a different approach to a Council commissioning a Christmas market | 1.What Is the overall Goal 2. What does success look like 3. Who will be involved 4. What are the benefits to the community and the Council 5. How will you monitor outcomes 6. How will we celebrate our achievements | Yes |
| 03/05/2023 09:44 PM | surreycommfeb2023 | 1. Exploring 'alternative' KPIs in order to avoid introducing restrictive reporting measures 2. Listening to the community and explore what they want to change 3. Undertake comprehensive mapping or services/activities already happening in the community, including voluntary services 4. Allowing time for projects to develop and avoiding restrictive timescales | Obesity in young people 1. The unique competencies of young people to make healthier choices. 2. The unique competencies of families to make healthier choices and to support young people to do the same. 3. The unique competencies of communities (neighbours at street level and local shops and services) to support and create conditions to support young people and their families to make healthier eating choices 4. The unique competencies of the Public sector to provide and commission person centred services that support young people take part in physical activity activities 5. The unique competencies of the Public sector to create outdoor spaces and highways that facilitate physical activity 6. The unique competencies of the third sector to provide community development to young people, families and communities to make healthier eating choices and increase physical activity | 1. Consider positive aspects to young people's lives and how these can be used to enhance physical activity - undertake group work with young people to find out what their interests are. As a result: e.g. encourage young people to use computer games that have a physical activity component. e.g. Identify space in the community and encourage young people to play informal sports with friends e.g. football, rounders or cricket 2. Work with Food technology teacher at local school to develop healthy recipes that young people could cook for friends and family 3. Create maps for local area showing healthy food places, walking routes, play and exercise spaces | 1. Mission statement 2. Objectives and goals 3. Community drivers 4. Business case 5. Resources - Physical assets, budgets 6. Evaluation 7. Reflective practice | Yes |
| 03/06/2023 08:50 AM | surreycommfeb2023 | Research best practice/lessons learnt, Map current services, Robust Evaluation process, Priorities of what is commissioned | Obesity - Communication is clear and understood by the community, Work with those who are living with or supporting those is need, commission a programme that is fun and engaging, provide a clear education/learning package, review pilots of success, utilise knowledge and experience | Obesity - Enable people to do more without realising (walk to an event, go shopping instead of online etc), To promote obesity programmes use respected figures in the community (sports idols/celebrities), review the statistics of countries that have low obesity levels (look at advertising, what do they do at school, what do they eat, whats in the supermarkets, how to they travel to school etc) | Evaluating the Physical Assets available and there usability to those with Obesity | Yes |
| 03/06/2023 10:47 AM | surreycommfeb2023 | Not to make assumptions about the priorities of a community but to co-design and co-produce together. Develop Community Champions for sustainability and cascade training across the community. Not to be reliant on data but to involve the community in real time feedback. Be curious about what is being delivered by involving people within the community. | The knowledge and experience of people living with mental health to live well. To understand the physical environment of the community to support positive mental health. To listen to people who are trusted or respected in the community to support positive mental health. To support people with mental health to run their own groups; to co-design and co-produce their own programme and to devise a Steering Group to oversee and support the programme. To develop mental health friendly communities. To support the community to have a voice for change. | To seek Community Champions or trusted people within the community to drive change within the community. To enable people within the community to engage with outdoor activities to improve mental health. To hear the voices of people with mental health to understand their experience and share their knowledge. | 1. Working with communities to support their health and wellbeing. 2. (a) To provide accessibility to improve their mental health. 2. (b) To offer specialist knowledge and support to improve mental health. 2. (c) To bring together support to improve mental health. 2. (d) To enable people to be heard and understood. 2. (e) To invest in our communities. 3. (a) To provide access to community wellbeing gardens to support healthy eating, improve knowledge, be active and develop friendships. 3. (b) To develop social activities inside and outside spaces to nurture friendships. 3. (c) To encourage volunteering with local businesses to reduce loneliness and isolation. 3. (d) To develop relationships with local businesses to support with the provision of tools and equipment i.e. to support the wellbeing garden to develop. 3. (e) To develop relationships with people with are lonely and isolated through Community Champions and encourage people to engage within their communities or develop friendships if people are unable to leave their homes. 3. (f) To leverage outside resources that communities are unable to do for themselves. 4. The effectiveness of how the community is working, if not, to try something new using best practice examples, full cost recovery for the system; looking collectively to draw out the strengths of the community. 5. (a) Improvement in people's mental health and wellbeing. 5. (b) Improvement in community activities. 5. (c) Improvement in connectedness with people to prevent loneliness and isolation. 5. (d) Improvement in people's self esteem and confidence. 5. (e) People's understanding and awareness of mental health. 5. (f) How people can engage within their communities. 5. (g) How people feel involved, understand and empowered by their community. 5. (h) Mapping of inventory of assets in the community, businesses and organisations. 5. (g) Development of Community Champions. 5. (h) Development of a Together Culture. 6. (a) Valuing what has been learnt. 6. (b) Shared sense of purpose and learnings. 6. (c) Holding a Festival of Failure to help communities learn to fail gracefully and learn from the experience. 6. (d) Celebrating the voices of communities. 6. (e) Understand biases within the community. 6. (f) Understand what the community wanted to achieve and did it achieve the aims. 6. (g) Who is missing and how does the community go about bringing this onboard. | Yes |
| 03/06/2023 11:45 AM | surreycommfeb2023 | 1. Broader aspect to mapping, not just data or existing services. Must also include mapping service offer, determinants of health, physical assets, lived experience, communities and their observed issues. Allocate time in commissioning cycle to properly understand communities. 2. Building sustainability in the community via Community Champions etc. Active citizenship in communities. 3. Looking at the way we organise and score things e.g. applications/grants/procurements. 4. Working together with all organisations in understanding existing services before commissioning/decommissioning services. Research and evaluation of current services. Ensure smaller community groups are given more help as opposed to big organisations who have bid writing teams etc. | Theme: Obesity 1. Knowledge and experience of people currently living with obesity and their families. 2. Looking at physical environment e.g. fast food outlets, street design, housing plans to encourage movement, transport plans, community sports centres/areas. 3. Obesity friendly areas, encourage people to get outside. 4. How we engage with community - from a person they respect e.g. not the school. More compassion in communication. 5. Supporting/funding individuals that bonds them as a group e.g. craft/exercise. 6. 'Health by self' - encourage self responsibility by modelling this behaviour within the community. | 1. Using community champions to promote the agenda e.g. 'Knit and natter' 2. Enabling people to move more without realising it e.g. for fun - dance class 3. Groups/services addressing causes of obesity - start when woman is pregnant. e.g. schools - educating parents and children, activity in school and promotion of activity elsewhere, transition into secondary school - ensure play equipment still available, encourage walking to school if possible. | 1. Mission - Why - 'making a sustainable difference to a multi-faceted problem requiring multiple interventions, which must be developed by the community' 2. Objectives and Goals - Healthier empowered people, physical environments that enables health activity - e.g. schools, health and wellbeing, more options for healthy eating locally - whole systems approach. 3. Community Drivers - physical environment, people within community, availability of local food at an accessible price, social prescribing, people more engaged with activity, therefore an increase in their health and wellbeing. 4. Business Case - look at current effectiveness and look at best practice elsewhere, outside the UK e.g. in Europe where obesity is lower. Build as a step in commissioning cycle to share best practice. Include data, outcomes and cost. Qualitative data is just as important as quantitative data. 5. Evaluate impact - less KPI focused as it is currently: improved levels of physical activity, increased consumption of fruit and veg of child and parents, understanding of healthy eating. It should be - using community assets e.g. parks, understanding of issues around obesity (for commissioners), do people feel empowered and more active? 6. Reflective Practice - how we view outcomes/failure/shared sense of purpose and learning? Involving feedback from communities, using data that's qualitative, not just quantitative. How do we overcome the power balance between commissioning and communities? | Yes |
| 03/06/2023 03:43 PM | surreycommfeb2023 | By asking citizens what their needs before determining what we think needs to be addressed. By keeping citizens involved in delivery of services on an ongoing basis. By considering if the service is one which people would have a longitudinal relationship with or if need to review involvement on a prolonged basis. By having 'difficult' conversations with wider community on how services are delivered, listening to their questions. | Urgent Primary Care - The unique competencies of people to understand when they need urgent care for themselves and also for those they care for. The unique competencies of people to understand where they are able to access urgent care. The unique competencies of people to choose where they access primary care care. The unique competencies of General Practice to offer access to urgent care in different ways and listen to what citizens want (and same for hospital, community and pharmacy providers) | Women's Group asking for explanation of the NHS, and specific GP session on menopause. Providing facility for new Mums to meet with health presence. | I'm not a commissioner so less familiar with a commissioning framework but very much like the above framework and would be able to describe a number of community ideas in that way. | Yes |
| 03/06/2023 08:44 PM | surreycommfeb2023 | 1 - training and awareness - supporting community safety to adopt and adapt to ABCD 2 - ensure the voice of the user / victim is central to the process 3 - consider community problem solving around key themes and or areas 4 - work with the community to set outcome measures and then ask them how we did | Currently working on reducing Anti-Social Behaviour (ASB) Driving Factor - 1 - understanding lived experience of victims of ASB 2 - Recognising the support given by family and friends to victims to find strengthen to find help 3 - understanding the impact and resilience in the community to find ways to make their communities safer 4 - seeing the strength of the charity and voluntary sector to support and give power to victims and communities to tackle and heal 5 - Looking for improve public sector responses to ASB which understands the wider determinants and doesn't look to solely enforce ASB | Restorative Approach - engaging the community with the offenders to develop a core understanding of the impact caused Community patrols - collectives walking together to be the custodians of their areas esp around the end of the school day Support Coaching - ASB can take a long time to be resolved so working with victims to provide resilience and strength through counseling | I would put at the front the impact the ASB has on victims and communities - hearing the victims voice | Yes |
| 03/06/2023 09:31 PM | surreycommfeb2023 | 1. Use an asset based approach in place of deficit models across the authority. Relax and focus on a capacity orientated approach with people as producers 2. Recognise we cannot know what a community needs until they first know what they have, therefore support communities to asset map 3. Recognise and acknowledge that a community has more gifts , skills and talents that any one individual can know but that these need careful nurturing and not ill considered interference 4. Organise commissioning approach in a way which compliments the above and does not mitigate or cut against it. One way would be to consider ourselves more as citizens and invest in enabling practice - e.g Leeds example of being co-operative and collaborative, looking at new evaluation models and investing in Pathfinders to help tell the story. | 1. The unique competencies of people living with or after cancer to lead fulfilling lives 2. The unique competencies of people who care for people living with or after cancer, or those with with lived experience, to support individuals touched by cancer to lead fulfilling lives 3. The unique competencies of communities (of interest or geography) to capacity build to ensure people have stronger connections to sources of care, advice and support to enable people to lead fulfilling lives. Recognising half of people living in communities will experience cancer as some point in their lives 4 The unique competencies of the charitable or third sector to listen and work alongside communities containing carers, families and people living with or after cancer to capacity build, provide information 5. The unique competencies of the Public Sector to recognise health creation and to provide, invest or commission community based organisations or solutions to support individuals, families living with or after cancer to lead fulfilling lives 6.The unique competencies of the private sector to provide ethical products, services, employment and economic growth to support individuals, families living with or after cancer to lead fulfilling lives https://workingwithcancer.co.uk/ | Three communities responses that are alternatives to the traditional services/programmes other councils have commissioned. - To provide sparks funding to trailblaze innovative community projects identified by individuals, families living with or after cancer this could include regular drop in sessions -To work with public sector organisations to ensure that where possible some practices such as blood taking or chemotherapy are community or health practise rather then hospital based - To encourage libraries or other public sector venues to be viewed as community assets or hubs and to take a strength based approach to listen and enable community based requests such as drop ins or access to CAB drop ins. | 1. Mission Statement: To strengthen community capacity by focusing, investing and enabling community based solutions by focusing on assets and opportunities 2. Objective & Goals i. Communities First - support communities to asset map ii. Citizen lead - Communities as co producers and in driving seat, acknowledging the unique competencies of people, families and communities iii Investing in what is strong - enable building of community capacity, iV Working Together - Asset Based Community Development as the operating framework, not as an add on V. Place Based - Working beyond administrative boundaries 3. Community Drivers i. The unique competencies of people , families, carers to build community capacity ii. The unique competencies of communities (of interest or geography) to capacity build to to enable people to lead fulfilling lives iii. The unique competencies of the charitable or third sector to listen and work alongside communities to capacity build, provide information iv. The unique competencies of the Public Sector to to provide, invest or commission community based organisations or solutions 6.The unique competencies of the private sector to provide ethical products, services, employment and economic growth to support community lead initiatives 4. Business Case The business case is based upon the building and Sustaining meaningful relationships within communities and developing networks of reciprocal exchange and support, which goes far beyond purely financial arguments. To note the impact on social isolation which has significant negative consequences on individuals More cost effective, reduced need for traditional service provision e.g. Leeds Beckett Research that £27.20 of social value is created for every £1 invested in ABCD practice 5. Evaluation Common Evaluation Framework e.g Leeds 3 Outcomes: I. Individuals and communities are better connected ii. Communities identify and work to bring about the changes they want to see iii. People Have good friends Social Return on Investment ( SROI) methodology to be employed Invest in a stronger values base 6. Reflective Practice Regular check ins and regular review points that we are only connecting and not doing harm and acting against the 3 key principles. Give dedicated time for reflective learning. Actively encourage feedback and story telling, active listening to residents, communities and partners. Sense check that keeping to strength or asset based commissioning Look at and compare practise from elsewhere actively seek out different perspectives | Yes |
| surreycommfeb2023 | When looking at unregulated care activity in Adult Social Care we are focusing on how to release regulated care hours and protect the professionalism of this industry by not encouraging care staff to deliver cleaning, cooking, welfare checks etc that require non-specialist staff. We could commission alternative services but this could cause harm to existing networks and services therefore our approach is; strength based practice - identifying what or who is already available for an individual. Identify existing community services (paid or voluntary) and support individuals to access these independently or with support. Develop a market position statement detailing what services individuals may require to remain independent and living well in later life and share this with CVS to allow for local innovation and local capacity to target efforts where necessary. Finally, potential to commission services if budget available but do so on an outcomes based approach to not force services already operating in communities to 'change' approaches that might be realising benefits elsewhere in order to meet the requirements of our funding. | Taking the above example. 6 community drivers for unregulated care activity for older people. - Living independently means different things for different people therefore a whole service approach will not support all, support can be tailored round an individual based on local connection and community assets - Older people have greater ability to make informed choices through available information and advice to support their own care requirements - Families, with individuals, have greater ability to identify and procure services (cleaners, meal delivery, PA's) in order to support better health and wellbeing without the need for regulated care. - Private sector technological development and awareness of challenges to individuals living with old age, mobility issues and long term health conditions means there are many more opportunities for people to self serve and meet their own needs. Apple watch / Alexa - The third sector is good or organically growing services that serve particular community deficits or opportunities, social care needs to enable individuals to access these / raise awareness - Through social care reforms ASC will have greater influence over supporting people earlier with care decisions without the need to provide [statutory] social care services. This includes a focus on reablement and enablement. | Community connectors - people working at place and bring together people and services to maximise benefits and opportunities Good neighbourhood schemes - often run at micro-community level, work on principles of skills share / time banking etc to connect local assets Local older people charities - often providing opportunities for residents to meet and stay active - reduce social isolation - can be faith based and community services | 1. Living well in later life is not the sole responsibility of social care, individuals should be supported to make informed decisions about their own care and wellbeing including maximising the use of existing community assets. * Improved health and wellbeing * Living well in later life * Strength based practice, identifying personal strengths and community assets * Enabling and reabling * Maximising independence 3. Connectivity to place, nobody left behind and inclusive and diverse communities 4. Maximising good outcomes for residents, reducing costs to social care and people living well for longer into later life 5. Increase in people accessing local services, increase in people having strength based plans to maximise independence and reduction in demand for social care services 6. Focused on individuals and communities reflect on learning and outcomes, what could be improved and lessons learnt - APIR process with clear outcome monitoring to inform reflections | Yes | |
| 09/08/2023 03:41 PM | northumberlandcommissioning | embed Abcd approach. Recognise what is currently happening re abcd in service area, understand roles of all, look at how abcd can be truely embedding into commissioning | Drug and alcohol. 1. Want for people to live best lives. 2. Support the recovery community. 3. Ensuring families and carers are part of the journey and supported. 4. Recovery community being active part of recovery community. 5. Recognise where this is already happening and celebrate it. 6. Explore wider system community links | Recovery cities models | What is ABCD. What ABCD means for Northumberland. What do we do now. What do we want to do. How we will do this. How we will measure this. What we will see | Yes |
| northumberlandcommissioning | 1 Operate on a strengths based model focus on what can be done rather than what can't 2. Effective intervention at the right time, right support, right time, right place - look at assets not deficits to prevent pulling into statutory or commissioned servcies 3.Focus on strengths, ambitions and priorities, informal support networks 4. Improve knowledge of "what is out there" | Prevention and Admission Avoidance Drivers 1. Prevention within an ASC environment can help people to maintain or improve their health, wellbeing and quality of life. 2.Reduce or delay the need for more intensive and costly care and support services, including delivery of low level interventions and support at community level for those patients on Pathway 0 on hospital discharge. 3. Increased independence enabling people to live at home safely for longer. Effective interventions at the right time can stop needs from escalating, and help people maintain their independence for longer. 4.Reablement services to help people to recover from illness or injury and regain their ability to perform daily activities 5. People are able to achieve their personal goals and aspirations, and to enjoy a good quality of life doing what they want to do and having access to what is important to them. A strengths-based approach should always be the basis of any intervention , looking at strengths, ambitions and priorities; support networks; needs and risks; the available community and voluntary groups and resources - what does good look like for the person 6.Reduced social isolation and loneliness leading to reduction in repeated hospital | More effective use of technology Community champions/ buddies who can provide information on services available and match individuals to those services Support for community organisations to grow and devlop | Unclear on this question | Yes | |
| northumberlandcommissioning | 1. Prior to developing and making decisions- discuss with partners to understand duplication/ conflict which may inadvertently decommission personal, family community assets already in place 2. Think 'personal, family and community assets' as the default starting point 3. Support and encourage all partners to explore solutions at a neighbourhood level 4. Support partners to develop an ABCD approach to ensure availability of organisations that may be commissioned that do not diminish community capacity/encourage dependence due to focus on sustaining 'client base and economic survival'. | 1. The unique competencies of individuals to live well through healthy eating and movement 2. The unique competencies of families to live well and support each other to make healthier food choices and move more 3. The unique competencies of communities to co-create the conditions for people to have access to healthy food and opportunities for physical activity and movement. 4. The unique competencies of the VCSE to provide capacity building and support community development of healthy eating and movement opportunities 5. The unique competencies of public sector organisations to provide/commission person-centred services, community building infrastructure and relevant support to enable community autonomy and participation 6. The unique competencies of the private sector to provide ethical services/products, economic growth and employment that add value to the strengths of individuals, families and communities to develop/maintain access to healthier eating choices and suitable opportunities for movement 7. The unique competencies of intentional cooperation across the levers above, combining strength to co-produce a community that supports access to healthier eating choices and safe opportunities for physical activity and movement | 1. Community allotments- access to fresh fruit and vegetables 2. Community-led kitchen- learning how to prepare/ enjoying healthy meals and snacks together 3. Community-led physical movement and activity i.e. allotments, litter picking, planting flowers for the neighbourhood, informal group walks, other community-determined needs i.e. local deliveries on foot/bike etc | 1.Purpose 2. Background- a) Current commissioning arrangements b) Transition to commissioning aligned to ABCD principles c) Benefits of commissioning with an ABCD approach 3. Roles and Responsibilities a) Individual and community b) VCSE c) Public sector d) Private sector 4. Expectations of other partners a) Individual and community b) VCSE c) Public sector d) Private sector 5. Actions a) Shared vision and strategy b) Develop and agree proportionate governance structure c) Cultivate open and transparent communication/ relationships d) Contract/grant agreement (proportionate) Found this quite challenging! | Yes | |
| northumberlandcommissioning | 1. Start with the asset / needs assessment and community consultation. 2. Longer contract lifespans for commissioned services to provide economic security and reduce the need for the provider to waste resource on constantly re-applying for contracts and commissions. 3. Look for opportunities for community to deliver whole or part of services before going out for a full commission. 4. Ensure commissioned services have requirement within contract to work with community - possibly as part of an agreed phased handover of certain roles and responsibilities. | Specific theme is drug and alcohol addiction. 1. People with lived experience of addiction. 2. Families, carers and friends of people with lived experience and those in active addiction. 3. Communities where addiction is most prevalent. 4. (non-commissioned) Community services offering support to people in addiction. 5. Public sector services providing support to people in addiction - e.g. primary care. 6. Commissioned services such as treatment and harm reduction. | 1. Some pharmacological interventions can be mainstreamed out of the treatment service and into community services such as GP and pharmacy. 2. Locating some harm reduction interventions (e.g. supply of naloxone) into partner agencies such as homeless service and the police. 3. Use of existing peer and lived experience networks to delivery recovery based support and interventions. | 1. Place the community and the individual at the center of what we do and deliver. 2. Assess the assets already present within the community before developing new services. 3. Regular consultation, feedback and evaluation. 4. Ensure commissioned delivery is flexible and adaptive to changes within the community. 5. Where services are commissioned, ensure a 'power share' with community to create co-ownership. | Yes | |
| northumberlandcommissioning | In order to mitigate these harms as an organisation we must ensure that partner consultation and collaboration have a joined up approach with common situational awareness. The ability to focus on use of existing assets with possible smarter ways of working as well as recognition of the strengths that exist within our communities. Promote the ABCD approach and ensure partner involvement is aligned. Prior to being reactive through the development of a commissioning framework, workshop the risks or harms to any project prior to implementation to further identify the strengths and assets that can be used. | Falls Response and Prevention 1. Prevention of a first fall or a repeat falls to allow individuals to live their best possible life. 2. Reduce or remove the need for additional costly interventions from partners within care and support services and promote community spirit. 3. Creation of support networks within the community to promote identification of community strengths and existing experience and assets. 4. The unique competencies of the public sector to provide and commission person centred services, community building infrastructure and relevant supports that enable autonomy and participation. 5. Reduce social isolation and promote physical and mental health through contact and support. 6. Identification of vulnerable people within the community and provision of support. | 1. Community Lead Intelligence gathering and identification of vulnerable members of the community. 2. Provision of a falls response team 3. Community Network support group to reduce and identify vulnerable community members | 1. Vision 2. Intent 3. People 4. Theory for Change 5. Implementation 4. Evaluation | Yes | |
| northumberlandcommissioning | Develop services alongside residents and service users, with a focus on understanding who people have within their life. Encourage, when commissioning, organisations to think about their 'exit strategies', and have a focus on outcomes that give agency to communities. Provide support or link up community organisations so they are able to demonstrate their ability to deliver interventions - actively seek this out and support community development. Look to communities themselves to make decisions around their needs and what/who is commissioned. | NCC physical estate - Our residents' needs in accessing services/information/community space. The competencies of our residents and communities to mobilise for mutual gain, and provision of facilities to support this. The ability of organisations to run facilities for themselves, with a uniquely local focus. How we can use our estate well to co-deliver services and use these physical assets to bring people together and facilitate this. Providing the right support at the right time (but not necessarily being the institution that delivers it). Providing a physical anchor point, or understanding that there is no need within a particular community for NCC to be this provider - not 'competing' with other assets. | Mission - Why we are Commissioning in This Way and our Commitment - Objectives - How Have Your Local Communities Been Involved in this? - How will you achieve your objectives and work from a strengths-based perspective? - How will you evaluate impact, and how will residents influence and shape this? What will be the learning for residents, organisations, and ourselves? | Yes | ||
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