| 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 | |
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