Assignment 2 (new) Commissioning Course A Primer for Developing a Commissioning Framework

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 or delivered.	What headings/sub-heading would you put in an outline of a Commissioning or Service Transformation 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?
17/11/2023 01:14 PM		test	test	test	test	Yes
17/11/2023 01:49 PM		test	test	test	test	Yes
17/11/2023 01:55 PM		test	test	test	test	Yes
17/11/2023 02:06 PM		test	test	test	test	Yes
25/02/2024 07:26 PM		1. Listen to and work with communities 2. Enable change and not 'do to communities / people' 3. Research the strengths of the community 4. Use collaboration across different systems / partners	1. Improve living conditions - Investment in building fabric and empowering tenants to request and recognise the need for changes. 2. Improve household health - Housing and Health Partnerships 3. Person centred support building on applicants strengths 4. Flexibility in how services can be accessed 5. 6.	?		Yes
25/02/2024 10:44 PM		1. Engagement is a tokenistic, structured affair within EIG. Strategies and plans are written with an outcome in mind and then consultation takes place in the expectation of getting enough pro-responses to satisfy councillors and get the green light for a project. We need to rethink the input of communities and stop doing 'to' instead do 'with'. We hear communities and find out what they want their places to look like and be, and then use our technical expertise to design to deliver that as closely as possible 2. We need to find a way to drastically change the one guarantee of all local authority services, that the political decision is the final word. Based on a whim, or the popularity vote, weeks, months or years of work can be annihilated in a split second because the minority voice - the categories of residents who are willing and able to voice their opinions, is against a project. We need to majorly rethink what and how the data we present looks like - when do we gather, who from, how to we sell to the politicians. We need to not take allow the politicians to have so much jurisdiction over projects if they are going to make decisions based on whether or not it will get them voted back into power, and instead if it really enables the community to thrive. 3. We should be looking at moving towards a Corp B mentality (or even getting Corp B certified as an organisation) because then all of the contractors, everyone we work with, will need to have the same mindset of positive community development over profit. 4. We need to take our engagement TO the community rather than the other way round. I.e. how can we really take the voices of young people into account if they aren't upskilled to be active members of the community, with a full understanding of what local government is and does and how they can make change. Or taking a consultation to a group at the time and place they can meet, rather than expecting them to come to us.	My issues is hearing the lesser heard voices when in dialogue with the community about EIG matters such as infrastructure, climate change and place. My drivers are: 1. Everyone has an opinion on where they live and it is wrong to assume that just because they don't turn out to a consultation at a time and place we have set, that they do not care. 2. When people are relaxed and there is something like a craft or activity to diffuse tension, there will be less confrontation and more constructive discussion. 3. We are putting changes in place for the generation that are coming up behind us. We should never, ever overlook the importance of the younger generation's input into every plan we make, even if it is voiced in a more naive way that we are used to because they are young. 4. Although our technical experts should be held up in esteem for being experts in their fields, it doesn't mean that they can't learn from those on the ground. 5. Consultation and engagement on place-based projects doesn't have to be dull - there are only laws about how and what is recorded for statutory consultation, not whether respondents enjoyed the process or not. 6. The quality of input will naturally increase hugely if people are informed clearly and in the most concise and accessible way possible BEFORE they have an input. When information is unclear or consultation questions are spurious you will get, at best, a confused set of data and at worst, potential allegations of deliberate conspiracy to misinform. 7. Never underestimate the power of angry residents to cause harm, or good. Those that shout the loudest are not always right. 8. Politicians have a duty to make unpopular decisions for the good of the wider community and every effort should be made to ensure that they hear the unheard voices clearly so that they can see the impact of their actions and make the best choices they can. 8. Groups are powerful and also willing to help if it furthers their cause in some way. Lean on them to spread conversation as widely as possible - for example upskill group leaders to run focus groups for us.	1. Family-friendly consultations 2. Up-skilling group leaders to run focus groups on our behalf. 3. over-and-above consultation on place based street improvements.	1. For too long, EIG services have been designed with a top-down authoritarian approach and this needs to change. 2. Objectives and goals: Ensure that a wide community voice is heard, educate to empower, listen with humility and admit you don't know it all, work with politicians not against - breaking down the barriers between political and civilian, Make it happen. 3. Seek to support and precipitate all the community drivers listed. 4. The business case is simple: The current approach isn't working. 5. Impact will be evaluated by how much stuff actually gets on the ground. How much of people's budgets are spent in the year they are supposed to spend them and the actual output and its impact on the community. 6. Critical reflection will be cultivated by peer learning and the closeness of relationships with those in the community.	Yes
04/03/2024 04:54 PM		recognise and support self help, employ coproduction, people and communities are equal decision makers, reshaping the roles played by people and communities	PDSI Action Plan -	people and communities produce outcomes with organisations via coproduction, and through self help, organisations (suppliers) proactively link with each other (rather than compete), commissioners become co-commissioners with people and communities	What is our shared storey; Connecting up and investing in community assets; Shared Measures of Wellbeing, Resilience and Equity	Yes
06/03/2024 01:49 PM		Basing this on severe mental health reviews within general practice: 1. Focusing on the person and ensuring the review takes into considering the family as a whole, listening the patient. 2. Empowering the person to look after their own health needs, focusing on individual care. 3. Making and perspective on the review being more meaningful than the process. Not being lead by the process but letting patient take responsibility in leading that conversation. Not being done to. 4. Communicating and advocating for patients responsibility over own health. - Giving opportunity and time to speak openly about their needs and wants, concerns /queries	1. Person who's receiving the service/care 2. Care coordinator 3. Clinical/practitioner 4. Social Prescriber 5. Family/Friends - advocates 6. Pharmacist 7. Providers - leisure centres, volunteering organisations, speaking therapies, support groups	1. Connecting person to other providers within this review - signposting to community organisations that offer wellbeing groups 2.	To discuss on Monday	Yes
06/03/2024 02:02 PM		Basing this on Mental health reviews within General Practice. Step 1. focusing on the person and ensuring the review takes in consideration as the whole person. 2. Empowering the person to take care of their own health. 3. Ensuring the perspective of the review is more meaningful and not process driven. 4. Community and advocating for peoples responsibility for their over own health; the opportunity and time to talk freely	1. Person 2. Clinician/Practitioner (Care coordinator) 3. Social prescriber,4. Advocates/family, significant others. 5. Pharmacist. Providers (Voluntary organisations, support groups, wellbeing groups).	listening to the person on what works for them and what they enjoy and signposting to community organisations that offer wellbeing groups, sports which they have expressed an interest in or would like to set up for themselves etc.....	1.Creating a meaningful space for the review. 2. tailoring review centred around the person and what matters to them. 3. offer of support that caters what the person is interested in and what works for them. 4.Mental Health Review within GP is a national standard and making it meaningful for the person. 5. Evaluation taken from the person and measuring success of impact and over health and wellbeing outcomes. 6.Checking in on practices and behaviour that is `process driven' and `tick box exercise'	Yes
07/03/2024 11:50 AM		Centering residents ideas, voice and solutions as the benchmark, as opposed to the organisation. Ensuring that co-design and production is authentic and runs through commissioning. Take the communities' advice on how the Council can implement itself into its own role within the commissioning.	In my role, although the community groups in question may vary, I feel that the drivers would remain the same as the example. In the extent that there are different spheres of community/social involvement and it is key to consider them all. an example would be youth work. The spheres would be: individual, family/friends, public sector (schools, youth services), private (clubs and activities), third sector (support services).	Staffordshire County Council and York Council - commissioned the 'People Helping People' fund to enable members to invest in community projects. Cambridgeshire County Council's Best Start in Life approach linking families to services. Derbyshire County Council's Thriving Communities approach seeks to embed residents in their community work.		Yes
07/03/2024 03:51 PM		Community Asset Mapping and Collaboration: Instead of solely focusing on addressing needs through external services, engage in comprehensive community asset mapping to identify existing strengths, resources, and capacities within the community. Collaborate with local organisations, community leaders, and residents to develop services that leverage these assets, ensuring that they complement and enhance rather than diminish local connections and assets. Capacity Building and Empowerment: Prioritise capacity building initiatives that empower individuals and communities to become active participants in shaping their own solutions. Invest in training programs, skill-building workshops, and leadership development opportunities that enable community members to take ownership of their challenges and drive sustainable change from within. Promote Community-Led Initiatives: Recognize and support community-led initiatives that offer alternative approaches to addressing needs. Encourage partnerships with grassroots organisations and community groups that champion innovative solutions rooted in local knowledge and expertise. Provide resources and funding to help scale up successful community-driven projects that foster self-reliance and resilience. Co-Design and Co-Production of Services: Adopt a co-design and co-production approach to service delivery, where individuals, families, and communities actively participate in shaping and delivering services that meet their unique needs. Facilitate inclusive decision-making processes that prioritise the voices of those being served, ensuring that services are tailored to their preferences, values, and aspirations. Foster collaboration between service providers, community members, and other stakeholders to co-create solutions that promote autonomy and agency.	Social Engagement Programs: Extra care housing facilities often provide a range of social activities and programs tailored to residents' interests and abilities. These programs can include arts and crafts, fitness classes, game nights, educational workshops, and community outings. Social engagement helps combat loneliness and isolation among residents, promoting a sense of belonging and connection within the community. Health and Wellness Services: Access to healthcare services is crucial for residents of extra care housing. Community drivers include on-site healthcare professionals such as nurses, caregivers, and therapists who provide medical assistance, medication management, and personalised care plans. Additionally, wellness programs focusing on nutrition, exercise, and mental health support contribute to residents' overall well-being and fostering independence. Transportation Assistance: Many residents of extra care housing may require assistance with transportation for medical appointments, grocery shopping, or social outings. Community drivers often include transportation services such as shuttle buses, volunteer drivers, or partnerships with local transportation providers to ensure residents can access essential services and maintain independence. Safety and Security Measures: Creating a safe and secure environment is paramount in extra care housing communities. Community drivers include 24/7 carer presence, emergency call systems, assistive technology, and well-lit common areas. Regular safety assessments and procedures for emergency response ensure residents feel secure in their living environment. Community Involvement: Encouraging community involvement fosters a sense of purpose and fulfillment among residents. Community drivers include opportunities for residents to engage in volunteer work, participate in resident councils or committees, and contribute to community events and initiatives. Building a strong sense of community empowers residents to take an active role in shaping their living environment and supporting one another. Supportive Services and Advocacy: Extra care housing communities often provide supportive services to assist residents with daily activities and navigate challenges. Community drivers include case managers, social workers, and resident advocates who offer personalised support, advocacy, and assistance with accessing external resources and services. These professionals play a crucial role in empowering residents to live independently and address their evolving needs effectively.	Intergenerational Co-Housing Initiatives: Instead of relying solely on traditional extra care housing models, some communities may explore intergenerational co-housing initiatives. These initiatives involve creating shared living spaces where older adults live alongside individuals from different age groups, including families with children or young adults. In this setup, older adults can offer mentorship, companionship, and support to younger residents, while also receiving assistance with tasks and accessing social connections. This approach promotes a sense of community, mutual support, and intergenerational learning, fostering meaningful relationships and reducing social isolation for older adults. Community-Led Co-Design and Self-Management: Another alternative response involves adopting a community-led co-design and self-management approach to extra care housing. Instead of relying solely on council-commissioned or delivered services, communities may engage in collaborative design processes to co-create and self-manage their extra care housing facilities. This approach empowers residents and local stakeholders to actively participate in decision-making, design, and management of the housing environment, ensuring that services and programs are tailored to meet the specific needs and preferences of residents. Community-led initiatives can range from co-housing cooperatives to self-governing housing associations, where residents collectively manage amenities, support services, and social activities, fostering a strong sense of ownership, autonomy, and community cohesion. Technology-Enabled Aging in Place Solutions: In response to the increasing demand for aging in place options, some communities may explore technology-enabled solutions as alternatives to traditional extra care housing models. These solutions leverage digital technologies, remote monitoring systems, and telehealth services to support older adults in living independently in their own homes while accessing necessary care and support. Examples include virtual care platforms, smart home automation systems, wearable health monitoring devices, and telemedicine services that enable remote consultations with healthcare professionals. By integrating technology into aging in place initiatives, communities can enhance older adults' autonomy, safety, and access to support services, while also reducing the need for institutional care settings.	1 Introduction A. Background of Commissioning Framework B. Overview of ABCD Principles II. Understanding Assets A. Identifying Community Assets 1. Physical assets 2. Human assets 3. Social assets B. Mapping Assets 1. Tools and methods for asset mapping 2. Engaging with community members III. Building Relationships A. Collaborative Partnerships 1. Engaging with existing networks 2. Developing new partnerships B. Empowering Community Members 1. Involving stakeholders in decision-making processes 2. Building trust and accountability IV. Co-designing Services A. Participatory Planning 1. Co-design workshops 2. Community consultations B. Integrated Service Delivery 1. Coordinating services with community needs 2. Building holistic support systems V. Implementing Sustainable Solutions A. Long-Term Planning 1. Setting achievable goals 2. Monitoring and evaluation B. Capacity Building 1. Developing skills and knowledge within the community 2. Creating opportunities for leadership and empowerment VI. Conclusion A. Summary of ABCD Principles in Commissioning Framework B. Future Directions for Community-Led Commissioning.	Yes
07/03/2024 06:01 PM		Placed based asset commissioning - not allowing 1 provider to dominate the market with a cross county contract Work with more CIC's to shift the balance Move away from large contracts and (back) towards smaller grants Co-produce services with citizens and providers.	I commission services for unpaid carers in across Surrey. 1) The unique competencies of carers to understand the needs and support other carers. This would be promoted by expanding social networks through investment in peer support groups. Carers have fed back to us that meeting other carers have helped them enormously – and boarded their social network. Something that they tell us takes a back seat due to their caring responsibilities. 2) The unique competencies of local communities to identify carers – included is supporting someone to self-identify as a carer. For example we expect GP’s to identify carers and utilise social prescribing – pharmacies should do the same (as the carer collect prescriptions for the person they care for). Local shops, post offices, library’s could do more to support carers to self identify. 3) The unique competencies of the third sector to co-design CIC’s with citizens to provide spaces for carers to meet face to face. Alongside space, volunteer support to ensure the needs of carers are met whilst using the spaces. 4) The unique competencies of the third sector to co-design innovative breaks solutions for carers. Carers have told us that breaks are a priority for them. We have recently started working with some smaller charities who are innovative in their approach. As a result the breaks solutions are more person centred and carers report better outcomes. E.g. people with lived experience setting up smaller day centre type arrangements in their own home (for up to 6 people). The carer receives a break all day and the cared for meets other people. 5) The unique competencies of local employers to allow cares to remain in employment due to flexible working patterns for carers. Many carers tell us they have to leave the work place as the employer cannot accommodate their caring role. E.g. non-flexible working hours, working from home, interruptions in the day (when the cared for needs escorting to an appointment), fatigue – some carers have reported they have left employment due the fatigue of the caring role. By simply allowing flexibility in working hours, annual leave – and introducing carers leave would make the role sustainable for the carer. 6) The unique competencies of Surrey County council to effect change in communities by changing our approach to commissioning. Our role would be more to facilitate carers/communities taking more of a lead.	CIC's Co-production with providers and carers (Surrey have started this now)	1) Co-production of an outcomes framework for carers. The framework will build on individual resident capacities and ensure Carer outcomes will be at the heart of any new service 2) Objectives & Goals a. Co-production between carers (as citizens) and providers of any service. Providers will be more invested in the outcomes if they co-design and ultimately believe they are what the carer wants – as apposed to a request from SCC. b. Stronger neighbourhood cohesion would be achieved as carers & providers would engage at Place community level (not cross county). c. Local associations could be strengthened with new ‘members’. They could be promoted because of networking and making connections with carers e.g during a co-production session the carer could become exposed to local associations they did not know existed. d. Local businesses could support and become better connected with the communities through providing assets such as spaces and participating in social enterprises to deliver the services. e. An agreed framework would enable carers to share their stories to shape services. Any commission/grants arrangements would come from the framework. 3) Community drivers – I would want to support our carers & providers to come together as one community. Outcome framework would be the 1st step, this could lead to a Comminuty lead action plan, where the community tell us how they want to meet the outcomes. E.g. community asset transfers of service currently commissioned by SCC. We could then see a real shift of power from SCC providing/problem solving, to community resilience. 4) Business case – The business case would need to outline the ABCD theory, reference & benchmark success stories and have a strong focus on being an outcomes framework and co-design. I would also make the case that SCC have just completed a robust Co-production policy – which commits to making co-production at the heart of how we operate. 5) Evaluating impact – As an outcome based framework, there would need to be an element of reporting, but not in the traditional sense. Carers who had used the service would tell us the experience of the service – how the outcomes were met. This would be a change as there is much reporting now – but this would solely focus on the carer experience. Review- the models and outcomes would be revied on a ongoing basis. Experts by experience (carers) should be leading the reviews – and not SCC. 6) Reflective practice – an approach could also be co-produced. The carer has the lived experience and therefore should be the voice guiding any reflection on how good a service has been at meeting their needs.	Yes
08/03/2024 06:06 PM		1. Assume that the community already has the strengths, assets and competencies present, carry out an asset inventory to understand what and who is in the community. Talk to the people that make up the community to understand and what is important to them. Listening party? 2. Measure the success of initiatives through a combination of feedback from community, and ICS wide trend data (for neighbourhood) not service activity KPIs. 3. This would be a big culture change in health, but could be achieved with sharing success stories from other areas and as programmes develop. 4. Remember the points that you shared with us: - What communities can do for themselves with out us, - What they can do with a bit of support or if we stop doing something - What we they actually do need us to do for them	Reducing rates of obesity, cardio vascular disease, and type 2 diabetes over the course of 5 years by increasing physical activity in a defined neighbourhood. Drivers 1. Neighbourhood residents have the competencies to be more active. 2. Existing community resources e.g. Green spaces and recreational facilities, are able to support residents to become more active 3. Community institutions e.g. schools, clubs, faith groups, to support their members and the wider community to become more active. 4. Residents with skills and competencies to support fellow residents to live more active lives 5. Public sector can commission services and infrastructure that enable residents to live more active lives. 6. The private sector – local business as well as supporting their staff to be more active can to provide goods, service and support for members of the community to live more active lives.	1) Peer run exercise class in the park for parents of children at the local school 2) Local authority to ensure footpaths are not overgrown to encourage people to walk to local facilities 3) Community run walking group, taking advantage of local downs and tow path.	Aim – Briefly describe why you are using ABCD to commission or transform a service. Objectives - What do want to achieve? Critical success factors – What are the key elements that must be included for the initiative to be considered a success? Community drivers – What will you seek to support and precipitate? Financial model – Please outline resource and anticipated benefits How will you measure the impact of the change? - Qualitative – e.g. Community listening events, focus groups - Quantitative – e.g. Graphnet system wide reporting Quality Improvement – How will you embed quality improvement in this initiative?	No
09/03/2024 05:57 PM		1. Investigate/research what individuals, their families or the community more widely can offer themselves. 2. Commission organisations to deliver services as a last resort. Find ways to identify that the individual, family, and community routes available have been tried or thought about, prior to such organisations being commissioned. 3) Provide real life examples of community alternatives that have already been commissioned (e.g. in other parts of the county) and can be investigated before organisations are commissioned. 4) Give people a menu of community alternatives to choose from (e.g., joining a community cooking circle, community pantry, or food club) before commissioning services like meals on wheels.	Nurturing community-identified initiatives 1) The competency of individuals to identify any initiatives, projects, or support that they would benefit from 2) The competency of families to identify local initiatives that they could benefit from 3) The competency of communities to identify the initiatives that would benefit their neighbourhood 4) The third sector's competency to provide support, assistance or guidance to help individuals, families or communities to implement their ideas 5) The public sector's ability to provide conditions such as funding or permissions - e.g., licencing if needed - to enable these initiatives to occur 6) The private sector's competency to contribute expertise, products, and strategies that complement and support what individuals, families and the community can provide for themselves (e.g., commercial banking services running alongside a community's credit union 7) The competencies of all of the above to work together to support community-identified initiatives and action in this way through information sharing, financial, and expert skills and support.	1) Devolved community budgets where money is transferred to individuals and communities for them to identify any required initiatives and decide whether or not to fund them; 2) Online support groups via Facebook and other platforms - e.g., that sprang up pre, post and during Covid - providing advice and guidance to their communities (incl. communities of interest) 3) DIY initiatives that someone starts because they see a gap or a need for this support. They self-organise and/or get their friends or family to help them to get a group, club or initiative off the ground without any outside assistance. They may or may not apply to external funders later on (e.g., the Lottery) if they need it.	1. Mission - to increase in the number of community-initiated projects, groups, and support services on offer in Surrey. 2. Objectives and Goals - Empowered individuals, families, and communities; Decreasing paternalism in public bodies; Re-casting third sector organisations' roles ; Greater involvement of the private sector; and better dialogue and joint work in support of communities between all the sectors, elements and members that make up a community. 3. Community Drivers a) Increase the level of confidence within communities and appreciation that they have permission - or power - to do things for themselves; b) Increase knowledge in public bodies that communities are well able to do things for themselves and by themselves; c) Help third sector bodies to perform a supportive 'working alongside' role to individuals, families and communities and feel less threatened by them, and seeing the assistance they provide as the service, rather than the numbers of people reliant on them; d) Assist the private sector to identify areas where it can add value through supporting grass roots community initiatives and interventions, leveraging funds or creating complementary products and opportunities; and e) facilitate better join up and dialogue between all sectors, elements and members within a community. 4 Business Case - a) Provide real life examples of similar community approaches that have been commissioned (e.g. in other parts of the UK); b) Share the impact research conducted by councils and academics detailing the benefits of this approach, along with any savings that have been made c) Demonstrate the impact that our current, more paternalistic/technocratic approaches have had and the failures of these approaches in tackling issues like social isolation and loneliness. 5. Impact Evaluation - Ask individuals benefitting to share case studies (e.g., videos) showing the impact that this approach has had on them, their families, and communities; Conduct (academic) impact research detailing the holistic and system benefits of this approach, and any savings that have been made; Use before and after scores e.g., sense of wellbeing or community before involvement in bringing the initiative to life, during and after it. 6. Critical reflection: Assess and use the data from the impact evaluation stage, above, to inform this. Ask participant representatives from all aspects of the community - individuals, families, groups, associations, institutions, private, public and third sectors - about their experience and the impact of the approach versus what went before, and ways to improve it in the future.	No
09/03/2024 11:05 PM					My directorate is not about people. Our work is not concerned with how we fix people, but it concerned with real, tangible solution to how we fix our infrastructure. Create safe and welcoming physical realms, nurture the environment and, ultimately, allow people to live their fullest lives and contribute meaningfully to the spaces in which they live, work and play. Commission in my area has long since been done ‘for’ people ‘by’ experts. This is very similar to the concept of deficit-based community development. Technical experts identify problems in an area and then develop solutions to solve them. Road layouts, safety, multi-use spaces, accessibility, climate change. To a very large extent, this specific element cannot change. It is simply not feasible a large part of the time to get members of the public involved in co-designing technical solutions to enduring issues. However, this does not mean that operating with an ABCD mindset in this sphere is not possible, or, indeed, vital. The growing wave of public discontent about how changes are made to their physical communal spaces is more than evident. It forces its way to the forefront of conversation at every opportunity. Every large consultation, every controversial project laid to waste because it was rejected. They all so clearly demonstrate a need to shift opinions and procedures. How can this be done? First and foremost, we must open up dialogue far earlier in the process. Rather than parachuting a ready packaged solution onto the doors of the community affected, conversation should be opened at a formative stage in the process – when you are designing a scheme, ask the questions ‘what would you like to see’, ‘how do you want your spaces to look, feel and function in 10 years time?’ You will, likely, get a barrage of vitriol about potholes at this stage. However, it is arguably then the turn of the facilitator and technical experts to dig deeper into this and also, provide explanations and education. Why do you want the potholes gone? What is the outcome of filling a pothole? Safety? Damage to vehicles? What if the potholes going were just one step towards a safer solution – how would they feel then? Along with conversation about this desired outcomes, it is then the turn of the technical experts to unlock information that will help with resident understanding. This is absolutely crucial to implementing an ABCD mindset and approach to commissioning. Knowledge is power and truth brings justice. The biggest barrier between the subject matter experts and the majority of the community they are duty bound to serve, is the different in understanding, knowledge, sense of importance – or indeed relevance – and thereby passion. If someone sees a pothole on the road, they will look at that pothole and wonder why it wasn’t fixed immediately. They will blame the Council for neglecting their roads and if an incident happens and they are hurt or their vehicle is damage because of it, they will likely become angry and accusatory. If, instead, they were equipped with knowledge about the time it takes to fill in a pothole, how many are being dealt with, what constitutes and urgent pothole and how to report them, they could be satisfied that Surrey County Council are doing all they can in the given circumstances. If they were then involved in a discussion about how they can fix up their area, including the different choices for limiting potholes, they could feel included and listened to. Education and knowledge is the absolute key in this particularly complex and technical industry. People cannot take an active role in co-designing our streets but they can give their opinion and, if given the chance to learn, they can understand why different choices are made. Our gift is not to ignore the wealth of technical expertise abundant in the council, but to recognise that people have opinions and ideas that could be of value in the community as well. It may be a new perspective, it may be a new opinion but it is certainly worth listening to. It also isn’t always possible to make people think like you and that will cause some misunderstandings. If people understand the ‘why’ and ‘how’ more then they will hopefully have an easier time understanding the ‘what’. The early explanation is to give time for everyone involved to digest the information and come to an opinion. Officer should also be prepared to humbly let go of ideas and be flexible. Finding out where the pinch points are in advance will help mitigate the loss of time, effort, money and energy on schemes that are either not wanted, or, more to the point refused immediately because they are see as unwanted. Flippin times on their head and talking early on before anything real has been done is key. In my role as Community Engagement Manager for EIG I propose to commission as many different contracts as I can that assist with community learning, in an enjoyable way, for all ages and abilities. For example, Minecraft versions of our mineral recovery sites, to demonstrate to people what they look like and why they are so important. In spreading the word as far as possible about these sites, I anticipate mitigating the blow of the Minerals and Waste Local Plan when it comes to fruition.	Yes
11/03/2024 09:16 AM		Voice of the community being at the centre of design and delivery. An equal approach - shared learning spaces. Equality throughout the process. Community part of the governance and scrutiny, with equal partnerships. Flexible approaches to commissioning - communities and commissioners working together to co-produce outcomes.	Developing Lived experience to support system change for multiple disadvatage. 1) Individuals with lived experience / living experience willing to be part of a community group to support system change and co-production. 2) Family members / friends to share their experience with loved ones about the issues with getting the right care. 3) Experiences of lived / learned experience in the workforce to support frustrations and solutions with cohort of facing multiple disadvantage. 4) Using the experience of VCSE organisations on how to value the voice of lived experiences when seeking options for co-production, while also bringing knowledge of the experiences in areas of work. 5) Using the experience of public services when supporting system change and to co-produce options with the community in governance structures for person centered services. 6) Using experiences of the private sector when delivering new projects to employment. Looking at pathways to employment for lived experience and the value that brings. Opening up conversations for opportunities.	1) Community being at the centre of design and commissioning. 2) Working groups of Communities to decide options for that community. 3) Doing with and not too.	Community drivers / leaders / change makers. Co-produced business case. Co-produced outcomes Reflective space for developing evaluation.	Yes
11/03/2024 09:21 AM		1. Work closely with residents to design solutions. 2. Take the time to get to know your communities. 3. Understand what community assets are already in place. 4. Give residents an opportunity to take part in the decision making process.	1. Giving people access to independent living that they would have not otherwise been able to. 2. Reducing a reliance on institutional forms of care that impact individual autonomy. 3. Supporting individuals to remain part of their existing communities. 4. Supporting individuals to become members of new communities. 5. Far reaching support for this type of accommodation and the opportunities it will provide. 6. Giving residents choice and control over the care and support they receive.	1. Befriending and initiatives in the local community to prevent social isolation. 2. Shared living options, where individuals move into a spare to support the owner of the property. 3. Individuals move in with friends or family.		No
11/03/2024 10:14 AM		Understanding lived experience and identifying what is already there to build with. Identify needs Identify assets Promoting culture of engagement, ensuring sustainability, understanding social value Learn from residents and ensure they are equal partners. Take views seriously and be adaptable. Co-production. Having clear governance and process. Realistic outcomes and KPIs.	The unique competencies of people experiencing loneliness and isolation to understand their own experiences and individual journeys. The unique competencies of family and friends to identify signs of isolation/loneliness and reach out to those who might be experiencing it. The unique public and green spaces in the community. Places to meet others and find support in community or nature. The unique competencies of businesses and other private sector, such as cafes, restaurants, museums, and shops, to promote and enable human connection. The unique competencies of community groups, support groups, and community-oriented spaces (e.g. community and leisure centres), to facilitate spaces where others can share and come together with peers and others. The unique competencies of Public Sector to provide ethical services, co-created. Add value to strengths of individual, family/friends, community.	Chatty cafes Andy’s Men Club - are a men’s suicide prevention charity, offering free-to-attend peer-to-peer support group, they aim to eliminate the stigma surrounding mental health and create a judgment-free, confidential space where men can be open about the storms in their lives. They do this through weekly, free-to-attend peer-to-peer support groups for men. Arts-led/Creative spaces	Impact of loneliness/isolation, Community uniquely placed to address loneliness. Using existing protective factors/ activating assets. More opportunities for social connection; awareness/uptake of those opportunities; sense of place and community belonging; improved health outcomes; improved local economy through social trust and individual capacity See question on Community Drivers. Health demand/need. Identify expressed need. Co-production. Evidence-based approaches. Cost-effectiveness analysis (health economics or other). Senior leadership and political buy-in through compelling narratives. Capacity/clear governance. Co-design an evaluation framework, sourcing community-relevant outcomes that are measurable and realistic. Peer research. Community voice as part of working group, to reflect and take stock at different stages of delivery. External evaluation to ensure objectivity and provide independent advice. Learn continuously. Be adaptable and flexible.	Yes
13/03/2024 01:56 PM		test	test	test	test	No
14/03/2024 03:47 PM		1. Listen to and work with communities 2. Enable change and not 'do to communities / people' 3. Research the strengths of the community 4. Use collaboration across different systems / partners	1. Improve living conditions - Investment in building fabric and empowering tenants to request and recognise the need for changes. 2. Improve household health - Housing and Health Partnerships 3. Person centred support building on applicants strengths 4. Flexibility in how services can be accessed 5. 6.			Yes
14/03/2024 03:49 PM		1. Engagement is a tokenistic, structured affair within EIG. Strategies and plans are written with an outcome in mind and then consultation takes place in the expectation of getting enough pro-responses to satisfy councillors and get the green light for a project. We need to rethink the input of communities and stop doing 'to' instead do 'with'. We hear communities and find out what they want their places to look like and be, and then use our technical expertise to design to deliver that as closely as possible 2. We need to find a way to drastically change the one guarantee of all local authority services, that the political decision is the final word. Based on a whim, or the popularity vote, weeks, months or years of work can be annihilated in a split second because the minority voice - the categories of residents who are willing and able to voice their opinions, is against a project. We need to majorly rethink what and how the data we present looks like - when do we gather, who from, how to we sell to the politicians. We need to not take allow the politicians to have so much jurisdiction over projects if they are going to make decisions based on whether or not it will get them voted back into power, and instead if it really enables the community to thrive. 3. We should be looking at moving towards a Corp B mentality (or even getting Corp B certified as an organisation) because then all of the contractors, everyone we work with, will need to have the same mindset of positive community development over profit. 4. We need to take our engagement TO the community rather than the other way round. I.e. how can we really take the voices of young people into account if they aren't upskilled to be active members of the community, with a full understanding of what local government is and does and how they can make change. Or taking a consultation to a group at the time and place they can meet, rather than expecting them to come to us.	My issues is hearing the lesser heard voices when in dialogue with the community about EIG matters such as infrastructure, climate change and place. My drivers are: 1. Everyone has an opinion on where they live and it is wrong to assume that just because they don't turn out to a consultation at a time and place we have set, that they do not care. 2. When people are relaxed and there is something like a craft or activity to diffuse tension, there will be less confrontation and more constructive discussion. 3. We are putting changes in place for the generation that are coming up behind us. We should never, ever overlook the importance of the younger generation's input into every plan we make, even if it is voiced in a more naive way that we are used to because they are young. 4. Although our technical experts should be held up in esteem for being experts in their fields, it doesn't mean that they can't learn from those on the ground. 5. Consultation and engagement on place-based projects doesn't have to be dull - there are only laws about how and what is recorded for statutory consultation, not whether respondents enjoyed the process or not. 6. The quality of input will naturally increase hugely if people are informed clearly and in the most concise and accessible way possible BEFORE they have an input. When information is unclear or consultation questions are spurious you will get, at best, a confused set of data and at worst, potential allegations of deliberate conspiracy to misinform. 7. Never underestimate the power of angry residents to cause harm, or good. Those that shout the loudest are not always right. 8. Politicians have a duty to make unpopular decisions for the good of the wider community and every effort should be made to ensure that they hear the unheard voices clearly so that they can see the impact of their actions and make the best choices they can. 8. Groups are powerful and also willing to help if it furthers their cause in some way. Lean on them to spread conversation as widely as possible - for example upskill group leaders to run focus groups for us.	1. Family-friendly consultations 2. Up-skilling group leaders to run focus groups on our behalf. 3. over-and-above consultation on place based street improvements	1. For too long, EIG services have been designed with a top-down authoritarian approach and this needs to change. 2. Objectives and goals: Ensure that a wide community voice is heard, educate to empower, listen with humility and admit you don't know it all, work with politicians not against - breaking down the barriers between political and civilian, Make it happen. 3. Seek to support and precipitate all the community drivers listed. 4. The business case is simple: The current approach isn't working. 5. Impact will be evaluated by how much stuff actually gets on the ground. How much of people's budgets are spent in the year they are supposed to spend them and the actual output and its impact on the community. 6. Critical reflection will be cultivated by peer learning and the closeness of relationships with those in the community.	Yes
14/03/2024 03:50 PM		recognise and support self help, employ coproduction, people and communities are equal decision makers, reshaping the roles played by people and communities	PDSI Action Plan -	people and communities produce outcomes with organisations via coproduction, and through self help, organisations (suppliers) proactively link with each other (rather than compete), commissioners become co-commissioners with people and communities	What is our shared storey; Connecting up and investing in community assets; Shared Measures of Wellbeing, Resilience and Equity	Yes
14/03/2024 03:51 PM		Basing this on severe mental health reviews within general practice: 1. Focusing on the person and ensuring the review takes into considering the family as a whole, listening the patient. 2. Empowering the person to look after their own health needs, focusing on individual care. 3. Making and perspective on the review being more meaningful than the process. Not being lead by the process but letting patient take responsibility in leading that conversation. Not being done to. 4. Communicating and advocating for patients responsibility over own health. - Giving opportunity and time to speak openly about their needs and wants, concerns /queries	1. Person who's receiving the service/care 2. Care coordinator 3. Clinical/practitioner 4. Social Prescriber 5. Family/Friends - advocates 6. Pharmacist 7. Providers - leisure centres, volunteering organisations, speaking therapies, support groups	1. Connecting person to other providers within this review - signposting to community organisations that offer wellbeing groups 2.	To discuss on Monday	Yes
14/03/2024 03:52 PM		Basing this on Mental health reviews within General Practice. Step 1. focusing on the person and ensuring the review takes in consideration as the whole person. 2. Empowering the person to take care of their own health. 3. Ensuring the perspective of the review is more meaningful and not process driven. 4. Community and advocating for peoples responsibility for their over own health; the opportunity and time to talk freely	1. Person 2. Clinician/Practitioner (Care coordinator) 3. Social prescriber,4. Advocates/family, significant others. 5. Pharmacist. Providers (Voluntary organisations, support groups, wellbeing groups).	listening to the person on what works for them and what they enjoy and signposting to community organisations that offer wellbeing groups, sports which they have expressed an interest in or would like to set up for themselves etc.....	1.Creating a meaningful space for the review. 2. tailoring review centred around the person and what matters to them. 3. offer of support that caters what the person is interested in and what works for them. 4.Mental Health Review within GP is a national standard and making it meaningful for the person. 5. Evaluation taken from the person and measuring success of impact and over health and wellbeing outcomes. 6.Checking in on practices and behaviour that is `process driven' and `tick box exercise'	Yes
14/03/2024 03:53 PM		Centering residents ideas, voice and solutions as the benchmark, as opposed to the organisation. Ensuring that co-design and production is authentic and runs through commissioning. Take the communities' advice on how the Council can implement itself into its own role within the commissioning.	In my role, although the community groups in question may vary, I feel that the drivers would remain the same as the example. In the extent that there are different spheres of community/social involvement and it is key to consider them all. an example would be youth work. The spheres would be: individual, family/friends, public sector (schools, youth services), private (clubs and activities), third sector (support services).	Staffordshire County Council and York Council - commissioned the 'People Helping People' fund to enable members to invest in community projects. Cambridgeshire County Council's Best Start in Life approach linking families to services. Derbyshire County Council's Thriving Communities approach seeks to embed residents in their community work.		Yes
14/03/2024 03:55 PM		Community Asset Mapping and Collaboration: Instead of solely focusing on addressing needs through external services, engage in comprehensive community asset mapping to identify existing strengths, resources, and capacities within the community. Collaborate with local organisations, community leaders, and residents to develop services that leverage these assets, ensuring that they complement and enhance rather than diminish local connections and assets. Capacity Building and Empowerment: Prioritise capacity building initiatives that empower individuals and communities to become active participants in shaping their own solutions. Invest in training programs, skill-building workshops, and leadership development opportunities that enable community members to take ownership of their challenges and drive sustainable change from within. Promote Community-Led Initiatives: Recognize and support community-led initiatives that offer alternative approaches to addressing needs. Encourage partnerships with grassroots organisations and community groups that champion innovative solutions rooted in local knowledge and expertise. Provide resources and funding to help scale up successful community-driven projects that foster self-reliance and resilience. Co-Design and Co-Production of Services: Adopt a co-design and co-production approach to service delivery, where individuals, families, and communities actively participate in shaping and delivering services that meet their unique needs. Facilitate inclusive decision-making processes that prioritise the voices of those being served, ensuring that services are tailored to their preferences, values, and aspirations. Foster collaboration between service providers, community members, and other stakeholders to co-create solutions that promote autonomy and agency.	Social Engagement Programs: Extra care housing facilities often provide a range of social activities and programs tailored to residents' interests and abilities. These programs can include arts and crafts, fitness classes, game nights, educational workshops, and community outings. Social engagement helps combat loneliness and isolation among residents, promoting a sense of belonging and connection within the community. Health and Wellness Services: Access to healthcare services is crucial for residents of extra care housing. Community drivers include on-site healthcare professionals such as nurses, caregivers, and therapists who provide medical assistance, medication management, and personalised care plans. Additionally, wellness programs focusing on nutrition, exercise, and mental health support contribute to residents' overall well-being and fostering independence. Transportation Assistance: Many residents of extra care housing may require assistance with transportation for medical appointments, grocery shopping, or social outings. Community drivers often include transportation services such as shuttle buses, volunteer drivers, or partnerships with local transportation providers to ensure residents can access essential services and maintain independence. Safety and Security Measures: Creating a safe and secure environment is paramount in extra care housing communities. Community drivers include 24/7 carer presence, emergency call systems, assistive technology, and well-lit common areas. Regular safety assessments and procedures for emergency response ensure residents feel secure in their living environment. Community Involvement: Encouraging community involvement fosters a sense of purpose and fulfillment among residents. Community drivers include opportunities for residents to engage in volunteer work, participate in resident councils or committees, and contribute to community events and initiatives. Building a strong sense of community empowers residents to take an active role in shaping their living environment and supporting one another. Supportive Services and Advocacy: Extra care housing communities often provide supportive services to assist residents with daily activities and navigate challenges. Community drivers include case managers, social workers, and resident advocates who offer personalised support, advocacy, and assistance with accessing external resources and services. These professionals play a crucial role in empowering residents to live independently and address their evolving needs effectively.	Intergenerational Co-Housing Initiatives: Instead of relying solely on traditional extra care housing models, some communities may explore intergenerational co-housing initiatives. These initiatives involve creating shared living spaces where older adults live alongside individuals from different age groups, including families with children or young adults. In this setup, older adults can offer mentorship, companionship, and support to younger residents, while also receiving assistance with tasks and accessing social connections. This approach promotes a sense of community, mutual support, and intergenerational learning, fostering meaningful relationships and reducing social isolation for older adults. Community-Led Co-Design and Self-Management: Another alternative response involves adopting a community-led co-design and self-management approach to extra care housing. Instead of relying solely on council-commissioned or delivered services, communities may engage in collaborative design processes to co-create and self-manage their extra care housing facilities. This approach empowers residents and local stakeholders to actively participate in decision-making, design, and management of the housing environment, ensuring that services and programs are tailored to meet the specific needs and preferences of residents. Community-led initiatives can range from co-housing cooperatives to self-governing housing associations, where residents collectively manage amenities, support services, and social activities, fostering a strong sense of ownership, autonomy, and community cohesion. Technology-Enabled Aging in Place Solutions: In response to the increasing demand for aging in place options, some communities may explore technology-enabled solutions as alternatives to traditional extra care housing models. These solutions leverage digital technologies, remote monitoring systems, and telehealth services to support older adults in living independently in their own homes while accessing necessary care and support. Examples include virtual care platforms, smart home automation systems, wearable health monitoring devices, and telemedicine services that enable remote consultations with healthcare professionals. By integrating technology into aging in place initiatives, communities can enhance older adults' autonomy, safety, and access to support services, while also reducing the need for institutional care settings.	1 Introduction A. Background of Commissioning Framework B. Overview of ABCD Principles II. Understanding Assets A. Identifying Community Assets 1. Physical assets 2. Human assets 3. Social assets B. Mapping Assets 1. Tools and methods for asset mapping 2. Engaging with community members III. Building Relationships A. Collaborative Partnerships 1. Engaging with existing networks 2. Developing new partnerships B. Empowering Community Members 1. Involving stakeholders in decision-making processes 2. Building trust and accountability IV. Co-designing Services A. Participatory Planning 1. Co-design workshops 2. Community consultations B. Integrated Service Delivery 1. Coordinating services with community needs 2. Building holistic support systems V. Implementing Sustainable Solutions A. Long-Term Planning 1. Setting achievable goals 2. Monitoring and evaluation B. Capacity Building 1. Developing skills and knowledge within the community 2. Creating opportunities for leadership and empowerment VI. Conclusion A. Summary of ABCD Principles in Commissioning Framework B. Future Directions for Community-Led Commissioning.	Yes
14/03/2024 03:56 PM		Placed based asset commissioning - not allowing 1 provider to dominate the market with a cross county contract Work with more CIC's to shift the balance Move away from large contracts and (back) towards smaller grants Co-produce services with citizens and providers.	I commission services for unpaid carers in across Surrey. 1) The unique competencies of carers to understand the needs and support other carers. This would be promoted by expanding social networks through investment in peer support groups. Carers have fed back to us that meeting other carers have helped them enormously – and boarded their social network. Something that they tell us takes a back seat due to their caring responsibilities. 2) The unique competencies of local communities to identify carers – included is supporting someone to self-identify as a carer. For example we expect GP’s to identify carers and utilise social prescribing – pharmacies should do the same (as the carer collect prescriptions for the person they care for). Local shops, post offices, library’s could do more to support carers to self identify. 3) The unique competencies of the third sector to co-design CIC’s with citizens to provide spaces for carers to meet face to face. Alongside space, volunteer support to ensure the needs of carers are met whilst using the spaces. 4) The unique competencies of the third sector to co-design innovative breaks solutions for carers. Carers have told us that breaks are a priority for them. We have recently started working with some smaller charities who are innovative in their approach. As a result the breaks solutions are more person centred and carers report better outcomes. E.g. people with lived experience setting up smaller day centre type arrangements in their own home (for up to 6 people). The carer receives a break all day and the cared for meets other people. 5) The unique competencies of local employers to allow cares to remain in employment due to flexible working patterns for carers. Many carers tell us they have to leave the work place as the employer cannot accommodate their caring role. E.g. non-flexible working hours, working from home, interruptions in the day (when the cared for needs escorting to an appointment), fatigue – some carers have reported they have left employment due the fatigue of the caring role. By simply allowing flexibility in working hours, annual leave – and introducing carers leave would make the role sustainable for the carer. 6) The unique competencies of Surrey County council to effect change in communities by changing our approach to commissioning. Our role would be more to facilitate carers/communities taking more of a lead.	CIC's Co-production with providers and carers (Surrey have started this now)	1) Co-production of an outcomes framework for carers. The framework will build on individual resident capacities and ensure Carer outcomes will be at the heart of any new service 2) Objectives & Goals a. Co-production between carers (as citizens) and providers of any service. Providers will be more invested in the outcomes if they co-design and ultimately believe they are what the carer wants – as apposed to a request from SCC. b. Stronger neighbourhood cohesion would be achieved as carers & providers would engage at Place community level (not cross county). c. Local associations could be strengthened with new ‘members’. They could be promoted because of networking and making connections with carers e.g during a co-production session the carer could become exposed to local associations they did not know existed. d. Local businesses could support and become better connected with the communities through providing assets such as spaces and participating in social enterprises to deliver the services. e. An agreed framework would enable carers to share their stories to shape services. Any commission/grants arrangements would come from the framework. 3) Community drivers – I would want to support our carers & providers to come together as one community. Outcome framework would be the 1st step, this could lead to a Comminuty lead action plan, where the community tell us how they want to meet the outcomes. E.g. community asset transfers of service currently commissioned by SCC. We could then see a real shift of power from SCC providing/problem solving, to community resilience. 4) Business case – The business case would need to outline the ABCD theory, reference & benchmark success stories and have a strong focus on being an outcomes framework and co-design. I would also make the case that SCC have just completed a robust Co-production policy – which commits to making co-production at the heart of how we operate. 5) Evaluating impact – As an outcome based framework, there would need to be an element of reporting, but not in the traditional sense. Carers who had used the service would tell us the experience of the service – how the outcomes were met. This would be a change as there is much reporting now – but this would solely focus on the carer experience. Review- the models and outcomes would be revied on a ongoing basis. Experts by experience (carers) should be leading the reviews – and not SCC. 6) Reflective practice – an approach could also be co-produced. The carer has the lived experience and therefore should be the voice guiding any reflection on how good a service has been at meeting their needs.	Yes
14/03/2024 03:57 PM					My directorate is not about people. Our work is not concerned with how we fix people, but it concerned with real, tangible solution to how we fix our infrastructure. Create safe and welcoming physical realms, nurture the environment and, ultimately, allow people to live their fullest lives and contribute meaningfully to the spaces in which they live, work and play. Commission in my area has long since been done ‘for’ people ‘by’ experts. This is very similar to the concept of deficit-based community development. Technical experts identify problems in an area and then develop solutions to solve them. Road layouts, safety, multi-use spaces, accessibility, climate change. To a very large extent, this specific element cannot change. It is simply not feasible a large part of the time to get members of the public involved in co-designing technical solutions to enduring issues. However, this does not mean that operating with an ABCD mindset in this sphere is not possible, or, indeed, vital. The growing wave of public discontent about how changes are made to their physical communal spaces is more than evident. It forces its way to the forefront of conversation at every opportunity. Every large consultation, every controversial project laid to waste because it was rejected. They all so clearly demonstrate a need to shift opinions and procedures. How can this be done? First and foremost, we must open up dialogue far earlier in the process. Rather than parachuting a ready packaged solution onto the doors of the community affected, conversation should be opened at a formative stage in the process – when you are designing a scheme, ask the questions ‘what would you like to see’, ‘how do you want your spaces to look, feel and function in 10 years time?’ You will, likely, get a barrage of vitriol about potholes at this stage. However, it is arguably then the turn of the facilitator and technical experts to dig deeper into this and also, provide explanations and education. Why do you want the potholes gone? What is the outcome of filling a pothole? Safety? Damage to vehicles? What if the potholes going were just one step towards a safer solution – how would they feel then? Along with conversation about this desired outcomes, it is then the turn of the technical experts to unlock information that will help with resident understanding. This is absolutely crucial to implementing an ABCD mindset and approach to commissioning. Knowledge is power and truth brings justice. The biggest barrier between the subject matter experts and the majority of the community they are duty bound to serve, is the different in understanding, knowledge, sense of importance – or indeed relevance – and thereby passion. If someone sees a pothole on the road, they will look at that pothole and wonder why it wasn’t fixed immediately. They will blame the Council for neglecting their roads and if an incident happens and they are hurt or their vehicle is damage because of it, they will likely become angry and accusatory. If, instead, they were equipped with knowledge about the time it takes to fill in a pothole, how many are being dealt with, what constitutes and urgent pothole and how to report them, they could be satisfied that Surrey County Council are doing all they can in the given circumstances. If they were then involved in a discussion about how they can fix up their area, including the different choices for limiting potholes, they could feel included and listened to. Education and knowledge is the absolute key in this particularly complex and technical industry. People cannot take an active role in co-designing our streets but they can give their opinion and, if given the chance to learn, they can understand why different choices are made. Our gift is not to ignore the wealth of technical expertise abundant in the council, but to recognise that people have opinions and ideas that could be of value in the community as well. It may be a new perspective, it may be a new opinion but it is certainly worth listening to. It also isn’t always possible to make people think like you and that will cause some misunderstandings. If people understand the ‘why’ and ‘how’ more then they will hopefully have an easier time understanding the ‘what’. The early explanation is to give time for everyone involved to digest the information and come to an opinion. Officer should also be prepared to humbly let go of ideas and be flexible. Finding out where the pinch points are in advance will help mitigate the loss of time, effort, money and energy on schemes that are either not wanted, or, more to the point refused immediately because they are see as unwanted. Flippin times on their head and talking early on before anything real has been done is key. In my role as Community Engagement Manager for EIG I propose to commission as many different contracts as I can that assist with community learning, in an enjoyable way, for all ages and abilities. For example, Minecraft versions of our mineral recovery sites, to demonstrate to people what they look like and why they are so important. In spreading the word as far as possible about these sites, I anticipate mitigating the blow of the Minerals and Waste Local Plan when it comes to fruition.	Yes
14/03/2024 03:58 PM		Voice of the community being at the centre of design and delivery. An equal approach - shared learning spaces. Equality throughout the process. Community part of the governance and scrutiny, with equal partnerships. Flexible approaches to commissioning - communities and commissioners working together to co-produce outcomes	Developing Lived experience to support system change for multiple disadvatage. 1) Individuals with lived experience / living experience willing to be part of a community group to support system change and co-production. 2) Family members / friends to share their experience with loved ones about the issues with getting the right care. 3) Experiences of lived / learned experience in the workforce to support frustrations and solutions with cohort of facing multiple disadvantage. 4) Using the experience of VCSE organisations on how to value the voice of lived experiences when seeking options for co-production, while also bringing knowledge of the experiences in areas of work. 5) Using the experience of public services when supporting system change and to co-produce options with the community in governance structures for person centered services. 6) Using experiences of the private sector when delivering new projects to employment. Looking at pathways to employment for lived experience and the value that brings. Opening up conversations for opportunities.	1) Community being at the centre of design and commissioning. 2) Working groups of Communities to decide options for that community. 3) Doing with and not too.	Community drivers / leaders / change makers. Co-produced business case. Co-produced outcomes Reflective space for developing evaluation.	Yes
14/03/2024 03:59 PM		Understanding lived experience and identifying what is already there to build with. Identify needs Identify assets Promoting culture of engagement, ensuring sustainability, understanding social value Learn from residents and ensure they are equal partners. Take views seriously and be adaptable. Co-production. Having clear governance and process. Realistic outcomes and KPIs.	The unique competencies of people experiencing loneliness and isolation to understand their own experiences and individual journeys. The unique competencies of family and friends to identify signs of isolation/loneliness and reach out to those who might be experiencing it. The unique public and green spaces in the community. Places to meet others and find support in community or nature. The unique competencies of businesses and other private sector, such as cafes, restaurants, museums, and shops, to promote and enable human connection. The unique competencies of community groups, support groups, and community-oriented spaces (e.g. community and leisure centres), to facilitate spaces where others can share and come together with peers and others. The unique competencies of Public Sector to provide ethical services, co-created. Add value to strengths of individual, family/friends, community.	Chatty cafes Andy’s Men Club - are a men’s suicide prevention charity, offering free-to-attend peer-to-peer support group, they aim to eliminate the stigma surrounding mental health and create a judgment-free, confidential space where men can be open about the storms in their lives. They do this through weekly, free-to-attend peer-to-peer support groups for men. Arts-led/Creative spaces	Impact of loneliness/isolation, Community uniquely placed to address loneliness. Using existing protective factors/ activating assets. More opportunities for social connection; awareness/uptake of those opportunities; sense of place and community belonging; improved health outcomes; improved local economy through social trust and individual capacity See question on Community Drivers. Health demand/need. Identify expressed need. Co-production. Evidence-based approaches. Cost-effectiveness analysis (health economics or other). Senior leadership and political buy-in through compelling narratives. Capacity/clear governance. Co-design an evaluation framework, sourcing community-relevant outcomes that are measurable and realistic. Peer research. Community voice as part of working group, to reflect and take stock at different stages of delivery. External evaluation to ensure objectivity and provide independent advice. Learn continuously. Be adaptable and flexible.	Yes
14/03/2024 04:00 PM		1. Listen to and work with communities 2. Enable change an d not 'do to communities / people' 3. Research the strengths of the community 4. Use collaboration across different systems / partners	1. Improve living conditions - Investment in building fabric and empowering tenants to request and recognise the need for changes. 2. Improve household health - Housing and Health Partnerships 3. Person centred support building on applicants strengths 4. Flexibility in how services can be accessed 5. 6.			Yes
09/04/2024 04:37 PM		1. Carry out asset mapping and understand the communities strengths. 2. Work with local community groups and associations. 3. Identify community connectors. 4. Empower local residents to drive change.	Theme: Moving more to improve physical, social and emotional wellbeing. 1. The understanding of individuals of the importance of being active and moving more. 2. The competencies of residents to find positive physical activity experiences that work for them. 3. The competencies of local organisations to provide cultural and socially appropriate opportunities to move more. 4. The competencies of residents and communities to co create ways to be active in the community. 5. The competencies of the public sector to provide / or commission infrastructure and support to enable people to live more active lives (e.g. active travel).	1. Community Activity Champions 2. Community led health awareness sessions 3. Funded training for community based activity deliverers	Empowering a community to move more to improve physical, mental and social wellbeing.	Yes
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