"You can't solve a problem on the same level that it was created. You have to rise above it to the next level."Albert Einstein

Swindon

Growing and regenerating

Trust & Public Understanding

Increasing and Changing Demand

Money

Demographic changeMajor policy changes - Council Tax support - Welfare to Work - Localism - Health & Social care reforms - Academies - Localisation of Business Rate

Our challenge

10-year?

Page 7

Q5. Do you agree or disagree that you can influence decisions affecting your local area?

A third believe they can currently influence decisions

Base All valid responses (2012 - 3154, 2008 - 3692) Source : Ipsos MORI

% satisfied

35%

27%

Gender

Age

Localities

Men (14% v 7% women); From North Central and

Town Centre (13% and 16% respectively);

Dissatisfied with the local area (41% v 1% satisfied);

Do not believe the Council offers good value for money (31%);

Feel they cannot influence decisions (16% v 4% who feel they can); and

Do not feel informed (16% v 2% who do)

Q14. To what extent do you trust Swindon Borough Council?

Only half trust the Council

Base All valid responses (3603) Source : Ipsos MORI

“room, opportunity and encouragement for voluntary action in seeking new

ways of social advance…services of a kind that often money cannot buy”

Helping communities do more for themselves

Developing meaningful conversations

Local communities involved in setting and delivering priorities

Service delivery that is more locally sensitive

More meaningful engagement with people and communities

A greater sense of community

“We are much more likely to act our way into a new way of thinking than to think our way into a new way of acting.” Karl Weick, American organisational theorist

Embracing experimentation

Stronger Together

We will work alongside our communities to:build healthy and resilient communities to reduce

vulnerability and the resulting long-term dependency focus our collective resources to secure the most cost-

effective priority outcomesensure innovative solutions by developing a rich and

diverse market of community, voluntary, private and public sector providers

shape Swindon’s future and grow a strong local economy

meet our statutory duties in a way that supports safer, stronger and creative communities

Our Purpose

There needs to be an appropriate balance between citizens’ rights and responsibilities

Vibrant local democracy is essential and it must be exercised responsibly and appropriately

We must always respond to need, but we must also recognise, when we design services, that people have capabilities that can help to reduce long term dependency

Invitation is more powerful than intervention – it opens up greater possibilities to work together

The behaviours of leaders are the most powerful catalyst for change but can also be the biggest barrier to change

Our Underpinning Assumptions

A genuine partnership based on trust between public service providers and Swindon’s communities will result in more resilient communities

Investing more of our resources into root causes will help reduce long term vulnerability and dependency and represents better value for residents and service users

A ‘One Swindon’ commitment to achieving agreed outcomes between people and organisations will enable us all to achieve far more than we could on our own

The decisions we make will be more appropriate and effective if we use data, both quantitative and qualitative

Learning is a fundamental part of everything we do and we recognise the important role it plays in helping people realise their aspirations.

Our Underpinning Assumptions cont…

Working alongside communities to better understand and prioritise needs, create capacity and broker local solutions

Shaping and defining outcomes for local people, and building the framework for delivery

CE

Cabinet

Local People & Communities

Fu

nctio

nal

se

rvic

es

Fu

nctio

nal

se

rvic

es

Fun

ctio

nal s

ervi

ces

Fun

ctio

nal s

ervi

ces

Mixed market of community, voluntary, private and public providers

From… To…

Macro Organisation Design

We recognised that the organisation would need to move from being organised by service to being organised in a way that puts people & communities at the heart of what we do

Commissioning

Locality

Local People &

Communities

Delivery

Seek to respond to demand

Offer ‘our’ solutionsShaped to optimise funds

Our ‘organisation’ is a significant determinant of services providedCorporate agenda is at the heart of what we do

Seek to influence and shape demand

create solutions togetherShaped to optimise outcomes (within clear

financial framework)

Services are determined by a rich body of evidence, data and professional insight.

Locality is at the heart of what we do

Solutions delivered through multiple functions, in silosRespond to presenting issues…. focus on issue resolution

Join up at Corporate plan level

Solutions coordinated in LocalityRespond to insights based on the ‘whole picture’ … balanced investment in prevention as well as issue

resolution

Creates dependency

We set priorities and deliver services and support Communities influence priorities, contribute to delivery and share responsibility for outcomes

Builds capability and capacity

Join up between locality and corporate level – decision is taken at the most appropriate level

Traditional Rhythm In the Future

13

We worked with ...... 12 families

15

Whole family18 year timeline

The 80/20 splitOne worker’s time

16

Tuesday, 15 June 2010

12 14%face-to-face

12%indirect

74% admin

Maintaining the Status Quo

£250,000 spent in direct costseach year on engaging with,reporting on and monitoring afamily in chronic crisis

Of that £250,000 nothing isinvested in:

- opportunities for change- building capabilities- building support networks

Stage 0 – Invitation Stage 1 – Aspirations Stage 2 – Capabilities Stage 3 – Opportunities

Families are revealingtheir true potentialand having thatrecognised andreinforced by theteam

Families are findingout about theprogramme

Committing Potential Dreams Action Seeking New Outcomes Networks

Families are findingout about the team,and whether theyconnect with themFamilies are deciding

whether to commit tothe programme

Families discover theunderlying theme totheir desires and startseeking thosequalities in their dailyactivties, friendships,

work, and familyrelationships

Families create a BIGplan. In these weeksthey explore thevalues and capacitiesthey want to develop

Families test thingsout on their own for astructured period oftime, and reflect withthe team

Families learn how toidentify theexperiences that willhelp them createwhat they want in life

Families areengaging inoutward-focusedactivities such as localgardening, helpingneighbours,

volunteering

Families startexperiencing thebenefits of theirchanged behavioursand are telling othersabout it

Families are talkingabout the success ofthe programme anda desire to finish

Families openthemselves to newrelationships andbuilding networksbeyond their currentfriendship circles

Families are doingmuch more forthemselves now anddo not want the teamto engage as often

1

Invitation

4

Revealing

5

Hopes &

2

Connecting &

Families start torecognise what theydo in their lives thatthey want to stop,and own what doesnot support them as

a family. They engagewith the team inchanging aspects oftheir environmentand the way they live.

3

Engagement

6

Family in

7

Opportunity

8

Experiencing

9

Contribution

10

Building Social

11

Independence

12

Exit

The LIFE Programme is an opportunity for familiesto build new lives. It is for families who feel thaton their own they cannot bring about the changethat they desire and that current circumstancesget in the way of anything changing.

LIFE is a constant throughoutfamilies’ ups and downs.

building new Livesfor Individuals & Familiesto Enjoy

Enjoying family life inthe community you

live in

By the end of theprogramme, families areseeking less help from LIFE

The Four Capabilities

Valuing Myself Being LovingDesigning a Life that I Value Being the Change

The Fundamentals

Building Valuable Relationships Offering an Open Invitation Living within the Community Being Family- Led Development not Fixing A Team not a Key Worker Co-building Capabilities Safeguarding and Promoting the Welfare of Children at all Times

Essence of Life in PracticeFocus on change and outcomesA developmental programme

Building capabilities of individuals in families through coaching

Holistic family workingA team not a key worker

A real relationship – co creation/productionReducing the bureaucracy – live recording

Neighbourhood fund – to build local engagement and enhance involvement in decision-making.

Big Conversation – to inform wider public about the challenges ahead and involve them in the debate – deliberative democracy.

Build trust, respect and relationships – listen to people in their communities to build trust and change the relationship between decision-makers and citizens.

Local & personal capacity building – a plethora of local projects to build resilience and reduce demand on services.

Local Partnerships – bringing One Swindon to life locally by joining up services in communities to serve people better.

Our agenda for locality working

•Not prescriptive in outcome but a systematic process for linking personal development, local action and wider society influence

•Open agenda – focussed on the person and uses strengths, not the problem or data

•Challenges blame culture

•Builds trust and develops community ownership

A sustainable future…Engaging people at the grass roots to build their capacity, so they can start to take action locally, develops their stake in the way the area is run. Using this strategy the actions of networks of hundreds and sometimes thousands of local people impact on lives and communities socially, environmentally, culturally and economically.

Building the networks capacity and supporting people to engage with agencies increases their employment opportunities and employability and ability to develop projects. It helps the agencies to deliver public services more effectively and in line with people’s concerns and aspirations for their area.

Encouraging people to start to shape the delivery of their services and encouraging enterprising and locally led solutions engenders a can do attitude that challenges dependency culture. People rely less on intervention and start to tackle issues for themselves.

In summary…Develop a strategy that gets to the root cause

Listen 1:1 and build trust, respect and relationships

Develop active networks that link people locally, regionally and nationally

Transform people’s attitude to the state and agencies through action and reflection

Facilitate. Don’t do anything for anyone they can do for themselves Reflect on your own role and your impact.

People must be more positively and concretely engaged in understanding the kinds of dilemmas which exist at every level -not just globally and nationally but on a neighbourhood level too.

People cannot persist in having a cynical consumerist approach to politics and decision making in which excessive demands are impossible to meet - they need to understand the underlying conflicts.

PolicyPracticePoliticsInnovationLeadershipOrganisation

development (OD)Transformation