policy makers

A Charter for Community Development & Health

changes has been involved in the development of The Charter for Community Development in Health. It is a call to action for CCGs, local authorities and Health and Well-Being Boards to develop, support and commission community development. It is also a call to government and NHS England to create the conditions to make that as easy as possible.

You can read the Charter here: A-CHARTER-FOR-COMMUNITY-DEVELOPMENT-IN-HEALTH(1)

We hope people and agencies will see this Charter as both a challenge and a solution to making it easier to improve equitable access to health for all.

The Charter addresses all those with decision-making power at local and national levels, as well as those with a duty and role to influence those decision-makers – organisations like Healthwatch and Governors of Foundation Trusts. The approach championed by this charter will help them in the delivery of their duties to local people, which includes consultation and engagement more broadly as well as their new duties around the social determinants, quality of life, isolation, reducing obesity, mental health and premature mortality.

The Charter will be launched in London on 9th July – if you’d like to attend contact: rebecca.riffel@salixconsulting.com

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Friday, June 27th, 2014 Community development

Community leadership / active citizenship

Our community leadership and active citizenship development work started in Wolverhampton in 1998 through a women’s community development and health project, when the focus moved from running workshops on ‘dealing with the menopause’ and ‘how to be a mother and stay sane’ to working out how women can influence the decisions that affect their lives. It evolved from a series of workshops around women and leadership which, by 1998 had expanded to include a programme of training, practical support and mentoring. The first accredited ‘course’ of this type began in January 2000 and it focused on women’s own experiences and opinions whilst setting out to explore local, national and European decision making structures.

Funding came from a variety of sources – Health Action Zones, National Lottery, Barrow Cadbury Trust – to develop ideas around women becoming more active in community and public life through using a community development approach, countering the notion of elevating a few women as community leaders to talk on behalf of others, engaging with civic structures as a token (and not necessarily particularly representative) voice for women. A key aim of the programme was to encourage women from a whole range of backgrounds to speak out and make their voices heard in whatever context is most appropriate and relevant to them.

The success of the pilot courses led to further developments around the main topics – citizenship, democracy, leadership and participation – and then to an invitation by the Home Office Active Learning for Active Citizenship (ALAC) programme to showcase the IMPACT! approach as a creative learning initiative (2004-06). We commissioned our own evaluation of the Impact! initiative to identify what it was that made the difference.

The experience of Impact! contributed substantially to the development of the Framework for Active Learning for Active Citizenship; the document was jointly written by Jill Bedford from Impact! and Helen Marsh from London Civic Forum and launched by CLG in November 2006. The Framework was subsequently named the Take Part Framework and the original group of seven ALAC projects became the Take Part network. The ALAC initiative was evaluated by Professor Marj Mayo and Alison Rooke from Goldsmiths College and their findings, including comments about IMPACT! are available at takepart.org.

changes was asked to present a paper to the Expert seminar on citizenship and belonging – part of the Commission of Inquiry into the Future for Lifelong Learning (2008). The focus was ‘Moving on up: the role of lifelong learning in women’s journeys to active citizenship’.

In 2008, changes started working with Dosti, WVSC and Wolverhampton Council to develop a Take Part Pathfinder in the Black Country: funded through CLG (2008 – 2011) Details are below:

Purpose of the Initiative
To increase the level of influence people and communities have over the decisions that affect their lives and that this influence is shaped by the values of participation, co-operation, social justice, equality and diversity.

Delivery outline
The initiative encompassed work with individuals and communities as well as pubic sector organisations and agencies. There were five main delivery strands:

  1. Learning and support to build skills and confidence, within a community context – this would include active shared learning leading to community leadership; increased individual and collective voices, action and influence. This included courses, support network, buddying scheme, and information on opportunities for civic and civil involvement.
  2. Initiatives for community and voluntary groups and networks around monitoring and increasing their capacity to influence. This used Voice, one of the Axes of Influence, which was researched and developed in Dudley.
  3. Initiatives for public sector agencies to assess their openness to community influence using Echo.
  4. Joint dialogue across sectors and boroughs on themes of active critical citizenship, community empowerment, involvement and engagement.
  5. A pool of local facilitators developed and supported through training, shadowing and provision of materials

Women Take Part
During 2007 members of changes were approached by Government Equalities Office and Communities and Local Government to undertake research on under represented women in public life. This was called Women Take Part and built directly on the work of Impact! and other Take Part hubs. The Women Take Part (WTP) research was funded by the Government Equalities Office (2007 – 2008) to examine the participation of women, in particular under-represented women, in governance and decision making, in both community and public life. Women Take Part collected information about two sides of the story: ‘what works’ in terms of approaches, initiatives and learning models that encourage different groups of women to become more involved, and ‘what needs to happen’ so that structures, policies and organisations work in ways that encourage the recruitment and support of more women.

The report (published September 2008) provides a summary of the research findings and guidance on models and approaches which can be used to encourage, equip and support women. It is a resource which can be used by agencies, to extract information and ideas to inform delivery of relevant performance targets. The report draws upon research and knowledge which confirm and articulate the inequalities surrounding women’s active participation in public life. The need to develop and grow the ‘pool’ of women available for civil participation and civic engagement is emphasised. Despite being researched and written in 2008 the report and the framework developed from the research is increasingly relevant in 2013.

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Community engagement – back on the agenda

We have recently had a few requests for ‘community engagement training’ which is music to our ears. We have never ceased to believe that ‘good’ community engagement takes skill and understanding so it is great to see this valued. We are now developing a two-day course which takes people through the different stages of planning, engaging and reviewing community engagement with a comprehensive resource pack to help people to put it all into practice. At the moment we are talking to people in the housing sector and local authorities and we believe that this will be useful for many others with just a little tweaking.

And this is not a million miles away from some work we have been doing in Dudley Borough.
More consultancy than training, this project ostensibly started out by looking at collaboration between the voluntary sector and the local authority in the name of efficiency. It became known as the MASH project (Managing Assets and Service Holistically), with a particular focus on ‘assets’ – viewing all partners as bringing something of value to the party – and making that the starting point. This can be quite a culture shock for some and it has been interesting to watch the [growing number of] people involved tussle with putting ‘assets’ at the forefront. When planning the latest session we were faced with trying to ensure that this wasn’t going to stray into just ‘any old collaboration’ but was distinctive and had its USP embedded. That was the point at which we started to see how the Community Empowerment Dimensions could help to keep it on track – and ensure it all hangs together. Taking that one step further we had a go at re-framing the Community Empowerment Dimensions to say – we (i.e. all the partners involved) collaborate in ways which mean that:
We are Confident
We recognise and increase the skills, knowledge and confidence of others.
We recognise our own skills.
We recognise when we have something to offer – and when we don’t

We are Inclusive
We recognise and value difference
We promote equality of opportunity
We promote good relations between individuals and groups

We are Organised
We encourage shared learning
We bring people together collectively: physically and/or virtually
We encourage and value group working and experience
We communicate effectively

We are Cooperative
We promote the value of long term collective change
We seek creative, complementary approaches
We know what we bring to a collaboration
We build on the assets of others

We are Influential
We know that what we do makes a difference, to individuals, to organisations and communities
We have a clear focus on broader outcomes and a plan to achieve these

These are not the be and end all, but a starting point from which people can build their own interpretations – and then check how they will put this in to practice. Voila, a work plan! It sounds easy but if that was the case everyone would be doing it. We all need to be prepared to put time and focus in

 

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