thriving communities

Derbyshire County Council © Copyright 2015

Corporate Resources Presentation – 20 November 2015


Thriving Families is a programme that aims to develop and grow a new approach to working with our communities in Derbyshire.


Introduction

• Context and background• Alison’s Story• The case for change• Learning From Thriving Families• Thriving Communities Model


Context and background• Supporting councillors to take on the role of

community leaders – key manifesto commitment and a key priority in Council Plan

• Pockets of good support in some communities but this not consistent or part of an overall framework

• Developed thinking on co-design and co-production through Thriving Families

• Developing a collective approach to social capital• Initial thinking of virtual teams taken place• New model of working – trial approach which

supports the overall ambitions of the Council


Alison’s Story

What does the story make you think?What’s surprising?What questions does it raise?

Innovation Unit l Derbyshire County Council © Copyright 2015

Derbyshire County Council © Copyright 2015Innovation Unit l Derbyshire County Council © Copyright 2015

Alison’s 14 year old grandson lives with her full time (unofficially) as he is treated badly by his stepfather.

She has suffered financially since the introduction of the bedroom tax, despite using every room in the house regularly to provide respite care for relatives.

Alison’s sister stays most weekends with her two autistic sons.

Innovation Unit l Derbyshire County Council © Copyright 2015


The case for change

Derbyshire County Council © Copyright 2015 OUR COMMUNITIESFamily (diverse

types)

Peer Networks

Community

Thriving Communities is commitment to recognising that our communities and their families are diverse and often require support tailored to their individual needs and aspirations.

Derbyshire County Council © Copyright 2015 OUR COMMUNITIESFamil

y

Peer Networks

Community

District

County

‘GAP’

To meet this commitment requires us to address the gap between our system of provision and our diverse communities.

Partners

SYSTEM OF PROVISION


This ‘gap’ can characterised by a number of key challenges

• Often slow and out-dated understanding of what people’s needs areOur understanding of people’s needs in communities is often completely out of date and based on regional, or even national data and intelligence

• Our understanding of need and provision often doesn’t reflect people’s lived experiencesThe types of information we know about our families doesn’t necessarily give us the right kind of insight to identify what support we should provide

• Understanding what we already doWe often lack a clear understanding of what existing provision is being delivered and whether it is effective – leading us to often continually invest in ineffective support

• Gap between our ‘theory of what works’ and ‘what works in practice’Unrealistic service and support models or a lack of effective support for professionals to adopt new ways of working

• Lack of shared ownership of service developmentDeveloping support is often seen as a centralised activity for ‘policy makers’ reacting to policy issues and not the responsibility of ‘practitioners’ on the front-line

Derbyshire County Council © Copyright 2015 OUR COMMUNITIES

SYSTEM OF PROVISION

Family

Peer Networks

Community

This ‘gap’ limits the opportunity for visible and effective community leadership to take place

Elected member


Community

OUR COMMUNITIES

SYSTEM OF PROVISION

Family

Peer Networks

Supporting councillors to take on the role of community leaders - key manifesto commitment and a key priority in Council Plan

Elected member


In order to narrow this gap, we need to find new ways of working that strengthen relationship between each level of the system.


SYSTEM OF PROVISION

Family

Peer Networks

Community

District

Service to Service

Service to community & individual

Community to community

We need to develop a collective approach to growing and harnessing social capital A Key priority for Health and Wellbeing Board


SYSTEM OF PROVISION

Family

Peer Networks

Community

County

Service to Service


Build on the pockets of good practice we have across the county to create a more consistent and effective approach to working with communities



SYSTEM OF PROVISION

Family

Peer Networks

Community

District

County



Service to Service

Ensure that we support a more networked (virtual) and joined-up way of working across our partners


This gap doesn’t just limit how effectively we work together, it impacts on the lives of families in our communities.


Learning from Thriving Families


A Radical Efficiency approach

NEW PERSPECTIVES ON THE CHALLENGE

NEW PERSPECTIVES ON SOLUTIONS

Developed by Innovation Unit, supported by NESTA


1. Work collaboratively

2. Take a family-centred approach

3. Build on existing knowledge and insight

4. Challenge how the system works where appropriate

5. Active engagement of our senior leaders

6. Make things happen in our communities

Thriving Families Commitments


• Areas where we can identify and build on existing resources

• Areas with strong existing networks to work with and build on

• Areas with diverse families, needs and aspirations

• Areas that require big structural issues to be tackled

A focus on four localities


Thriving Communities PrinciplesWe need to be…• Always learning about families and communities, what works, how to do

things better.• Human. Prioritise building relationships, take time to listen and

understand.• A positive force for change in the lives of families and across

communities. Proactive, not reactive.We need to have…• Trust & honesty that works in both directions. Keep our promises. Be

dependable. Admit mistakes. Be truly accountable.• Practical & sustainable services, relationships and interactions that

provide consistency and are of real benefit.• Agility & flexibility to respond to changing circumstances and try new

ways of doing things. Help families to have this too and support their transition points.

We need our services to…• Meet real needs and get the basics right.• Build community capacity to be able to take ownership of and pride in

its future.• Focus on family outcomes above all else.• Form alliances and work in partnership, with families and each other.


Thriving Families identified the need for a set of new frameworks to transform how we work more effectively with communities and families


Thriving Communities Model


• Formalises a “Team around the Elected Member” approach across the Council and introduces this to partner agencies

• Builds on work that has taken place on Thriving Families in four localities in Derbyshire (Cotmanhay, Gamesley, Shirebrook and Danesmoor)

• Uses existing resources where possible, recognising that some areas of greatest need may require additional support

Thriving Communities Model


• Initially to be piloted in four areas across Derbyshire over a two year period – currently looking at:• Cotmanhay• Gamesley• Shirebrook• Danesmoor• An area in South Derbyshire

• Has a number of key elements some, or all, of which could be applied in other communities across the county • Connected team/team around the elected

member• Community “out and abouts”• Thriving communities worker• For the community, by the community• Families supporting families

Thriving Communities – proposed model


Will link existing teams and groups of staff from within Council and partner agencies to work around the community and Elected Members

Key features• Strategic Director lead • Core Group• Virtual staff and community networks• Understanding of who is doing what

and where• Community “out and abouts” led by

Elected Member

More ambitious features• Shared understanding of need and

provision (shared needs assessment)• Single community budget • Joint investment/commissioning

strategy • Element of savings/funding ploughed

back into area

CONNECTED TEAM


Core Group which comprises Strategic Director for Community, local Elected Member(s), a key senior representatives from DCC departments and partner agencies

ADVISORY CORE

GROUP

WIDER ACTION GROUP

NETWORK

Wider Group - Made up of representatives from DCC, district council, partner agencies, businesses, voluntary organisations working in local community Involves everyone in community who is interested in improving the area. Connected virtually and meets one/two times a year to discuss key community matters


The person who has the overview, time, objectivity and flexibility to glue it all together at a local level.

Key features• Works to Strategic Director lead• Member of the Advisory Group • Links with Thriving Communities

Workers in other areas to share experiences, successes and learning

• Understands the system, where to go, but is not drawn into and suffocated by it

• NOT the local ‘problem solver’ or ‘go to’ person to sort out specific service related problems.

• Moves on when system/behavioural changes have been embedded and there is a more positive and dynamic relationship between local people and public services


In direct contact with members of the Advisory Group. Connected to everyone in the ‘Team’. Takes a lead role on the community “out and abouts”

Team around the Elected Member

Action Group

Advisory group


• A virtual team of locality based staff who act as a central point of contact to resolve individual, family and community issues

Key features• Responsive, flexible and dynamic support • ‘Can do’ • Link to Advisory Group - involving DCC and

partner agencies - for escalating issues• Support community “out and abouts”• Work across departmental and organisational

boundaries to solve problems/issues• Elected Member pivotal community leadership

role

Team around the Elected Member – in practice


Aims to increase confidence and capacity in the community by harnessing the good ideas and enthusiasm of local people

Key features• Welcoming and friendly places for

people to meet – possible new “bases” but opening up of existing buildings

• Community researchers• Volunteer mentor scheme • Focus on “supporting to do”, not

“doing for”• Locality specific solutions

FOR COMMUNITY BY COMMUNITY


Aims to enhance the informal (and mostly unrecognised) support in communities

Key features• Supported by Thriving

Communities Worker• Identifies individuals who want to,

and are able to support others• Connects supporter families to

those requiring support• Focuses on low level support which

may diminish as public sector resources reduce

• Link into services through TCW where support required is at a higher level

• Potential opportunities to train people and support them into jobs

• Recognition and celebration of supporters


SYSTEM OF PROVISION

FAMILY TO FAMILY

FOR COMMUNITY BY

COMMUNITY

ADVISORY GROUP

ACTION GROUP

NETWORK

THRIVING COMMUNITIE

S WORKER

CONNECTED TEAM


Will be looking at how can roll out across other non pilot districts/areas through:

• Strategic Director/CMT Leads for districts looking at whether can focus effort without without a worker

• Cabinet Member Leads tasked with developing/taking forward opportunities in their patch

• Community “out and abouts” • Virtual team approach – exploring how can

develop an online presence to connect staff across different areas

Scaling up/Rolling Out the Model


• Get involved specifically at this stage in the four/five pilot areas if you can

• Identify staff who work and could participate in each of the pilot areas

• Contribute to community needs assessment specifically thinking about who is using your service

• Identify what existing provision is taking place looking at how much things currently cost

• Challenge us (if we are on the wrong track) and your own department (about the way we do things)

• Be open minded and give it a go

Departmental “asks”

thriving communities

Government & Nonprofit