Spreading Good Practice

Editor's Notes

• #2: Good afternoon everyone Thanks to GWT Focus of my presentation: Building Community Capacity – why this is important? Men’s Shed Research – what we wanted to know and what did we learn Lessons for sharing with public services and people working with communities
• #3: Established in 2004 to promote joint working between NHS and Local Authorities – fast forward 10 years and we now have a Joint Improvement Partnership Board – cross-sector representation at strategic level. JIT works with the 32 local partnerships to help deliver change at a local level. This includes challenging public agencies to think differently about how they work with and value the contribution of communities and the third sector to improving health and well-being. JIT 6 priorities, through it’s work with partners are: REFER TO SLIDE JIT provides a range of practical improvement support and challenge including knowledge exchange, developmental innovation and direct practical support to local health, housing and social care partnerships across Scotland. The partnership board has outlined it’s expectations for JIT: Co-production Key to JIT’s work is increasing awareness and understanding about the benefits of adopting co-production as an approach. This includes working directly with Partnerships as a critical friend and sharing examples of good practice from within Scotland and other countries.
• #4: Co-production is a central – if not always explicit – feature of a number of very high profile SG policies which seek to improve the health and wellbeing of people in Scotland ***Important note: this is only a snapshot of policies relevant to Health & Social Care in Scotland*** Key underpinning driver Christie Commission – Future of Scotland’s Public Services. Commissioned by The First Minister. Report findings were accepted by Scottish Government who have outlined the 4 pillars of public service reform - Focus very quickly on two: ‘Public service providers must work more closely in partnership’ – bringing public, third and private sector partners together with communities to deliver shared outcomes that really matter to people ‘Public services need to be built around People and Communities’ – we want to unlock the full creativity and potential of people at all levels of public service (in all sectors) and empower them to work together in innovative ways. Scottish Government wants to help create ways for people and communities to co-produce services around their skills and networks (note: Healthier, Wealthier & Fairer, Safer & Stronger, Greener, Smarter) Some key policies The Quality Strategy and 2020 Vision 3 Quality Ambitions – SAFE – PERSON-CENTRED – EFFECTIVE 2020 Vision – by 2020 everyone in Scotland is able to live longer, healthier lives at home, or in a homely setting Important point to highlight is ‘Person-Centred’ – putting the person at the heart of the work that we do rather than developing systems which people need to fit into. This is a fundamental principle of a community development approach. Reshaping Care for Older People 10 year transformation programme – aims to shift the balance of care from institutions to communities and Transform the culture and philosophy of care from reactive services done to people towards preventative, anticipatory and co-ordinated care and support at home DONE WITH people Equally Well Our national driver to reduce inequalities – recognises that we need to make use of the assets which exist in our communities to help overcome health inequalities Legislation Public Bodies (Joint Working) Scotland Act Integrating adult health and social care services in Scotland and seeking to build on what we have learned from Reshaping Care Partnerships – working across sectors and with people and communities. Section 31 (1) of the Act clearly identifies a set of 12 integration delivery principles:   is integrated from the point of view of service-users, takes account of the particular needs of different service-users, takes account of the particular needs of service-users in different parts of the area in which the service is being provided, takes account of the particular characteristics and circumstances of different service-users, respects the rights of service-users, takes account of the dignity of service-users, takes account of the participation by service-users in the community in which service-users live, protects and improves the safety of service-users, improves the quality of the service, is planned and led locally in a way which is engaged with the community (including in particular service-users, those who look after service-users and those who are involved in the provision of health or social care), best anticipates needs and prevents them arising, and makes the best use of the available facilities, people and other resources.   These legislative principles are consistent with the values and principles of co-production and will help “encourage the utilisation of the talents, capacities and potential of all of Scotland‘s people and communities in designing and delivering health and social services” (Policy memo pg.5). Self-Directed Support (Scotland) Act The Self-directed Support Act places duties on local authorities in Scotland to offer people who are assessed as needing social care the option of designing their own care package. This could mean receiving a direct payment which they can use, for example, to employ their own support workers. They might choose to have the council hold the funds, while the individual decides how it is spent. Finally, they could opt for the council to arrange the support package for them. They can also choose a mix of all three options. Proposed Community Empowerment Bill Scottish Government is currently working on further legislation which will give community groups the power to challenge the way services are delivered and propose alternative community-driven ways to achieve better outcomes
• #5: Without this capacity building, risk of widening inequalities
• #6: Community capacity building is one of the twin pillars of community development - the other being community engagement. It involves activities, resources and support that strengthen the skills, abilities and confidence of people and community groups to take effective action and leading roles in the development of their communities.
• #7: Moving on to Men’s Sheds WHY WE DID THIS RESEARCH? Not about Men’s Sheds per se. (other research looks at the benefits of Men’s Sheds – this conference heard about these last year). ASSUMPTION – communities believe they are making a difference This is an example of CCB which has spread across Scotland. How has this happened and what can we learn from the spread of Men’s Sheds that could be applied to other community capacity building initiatives so there is capacity – the skills and confidence for local communities to be able to co-produce outcomes, taking effective action and leading roles in the development of their communities. OF PARTICULAR RELEVANCE TO THE AUDIENCE HERE TODAY IS THE INTERGENERATIONAL ASPECT OF MENS SHEDS While some of the Shed’s were developed targetted specifically at older people many are now encouraging and open to men (and in some cases women!) of all ages Bringing different generations together.
• #8: The research found that the spread of Men’s Sheds was supported by five factors, and that the first two factors came together at a time when local organisations were aware of community needs and were in a position to act As well as the needs presenting in the particular environment, the assets of the community have been instrumental in taking forward individual Sheds and their spread; These assets such as knowledge, experience, skills, capacity, enthusiasm and networks.
• #9: Although each Shed developed specific to its local context, the research found that establishing a Men’s Shed followed a typical path and that there were key supports, challenges and learning at each step in the path. TALK THROUGH PATH
• #10: All the information here is in the Research report on our website… Go through a few examples of the supports, challenges and learning:
• #11: A few examples of the supports, challenges and learning:
• #12: A few examples of the supports, challenges and learning:
• #14: Cannot expect co-produced public services without developing the capacity of local communities The research into Men’s Shed may not have revealed much that we did not already know but it has reinforced our understanding that - cannot lift and lay from one community to another without understanding and trying to address local needs and tapping into the local assets