Asset based approach

Immersion 2: Leading GM Leadership Programme

Following on from the first Immersion on 11 May, our second Leading GM Leadership Programme cohort regrouped on 22 June for their second Immersion event. Led by Mari Davis, Liz Goold, Joyce Redfearn, and Myron Rogers, the delegates continued to work through place based challenges with their GM colleagues. Ian Williamson (Chief Accountable Officer, Manchester Health and Care Commissioning) also joined us to open the day and share his story. Thoughts and learning that emerged throughout the day were captured by Paolo Feroleto, who created some fantastic images (available below). Through the two Immersion events, this second cohort of GM Leaders have identified some key issues in their place and developed tools and strategies to move forward.

As the second cohort continues moving through the Leading GM Leadership Programme, we are looking forward to their Reunion and Reflection event. To be held on 17 October, cohort 1 delegates are also invited to meet their colleagues on cohort 2 and share their learning and experiences. Cohort 1 and 2 Leadership Programme delegates can book their place here.

Some photos from the day: 

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Images from Paolo Feroleto:

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5 4 Goldfish 7

 

Slides from the day: 

 

Social media story: 

Immersion 11 May for Cohort 2 of Leadership Programme

Our second Leading GM cohort began their Immersion programme phase on 11 May at the Salford Innovation Forum. This was an exciting and thought-provoking day, with our second cohort (and some of our first cohort) of GM leaders grappling with real challenges in their organisations, places, and across GM. Throughout the day, the group immersed themselves in this work, and also continued to build upon their relationship both within and across their places and cohorts.

For this cohort, their Immersions will be a two day programme, with the second day taking place on 22 June. Leading this cohort through their first Immersion were Chris Lawrence-Pietroni, Myron Rogers, Mari Davis, and Liz Goold. We were also joined by Maggie Kufeldt, Executive Director, Health and Wellbeing from Oldham MBC to open the day. We look forward to seeing everyone on 22 June as the group comes back together to continue to work and reflect on their challenges!

Some photos from the day:
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Slides from the day:

Follow the day’s social media story as it unfolded:

Reunion and Reflection 25 April – Cohort 1, Leading GM Leadership Programme

Our first Leading GM Leadership Programme cohort reunited on 25 April for their final programme phase, the Reunion and Reflection event. Held at the Life Centre, Sale, this event was led by Rene Barrett, and provided this first cohort the opportunity to reflect on their learning and leadership journey to date. Some of the nominees from the second cohort also joined the group for part of the day to meet new colleagues and share their experiences more widely. Two delegates from cohort one – Gareth Hughes, GMP, and Shaer Halewood, Oldham MBC – presented a GM Leadership in Action Snapshot to the group, with Tony Cottam, Bolton at Home, also sharing new ways of working and leading from a housing perspective. We were joined by a range of speakers through the day:

Peter O’Reilly, County Fire Officer and Chief Executive, Greater Manchester Fire and Rescue Service
Dame Louise Casey DBE CB
Tony Cottam, Head of Employment and Enterprise, Bolton At Home
Ian Hopkins, Chief Constable, Greater Manchester Police

Panel
Carolyn Wilkins, Chief Executive, Oldham MBC
Charlie Norman, Chief Executive, St Vincent’s Housing Association
Yvonne Rogers, Strategic Workforce Lead, GM Health and Social Care Partnership
Eugene Lavan, QIPP Programme Director, Bridgewater Community Healthcare NHS Trust

Presentations from Rene Barrett, Gareth Hughes, and Tony Cottam

Notes accompanying Gareth Hughes’ presentation

Some photos from the day
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Social media story of the day

Second cohort begins Leading GM Leadership Programme

On 7 and 8 March, the second #LeadingGM Leadership Programme cohort began their leadership journey at their Driving Place Leadership event. Across the two days, this second group of almost 100 GM leaders started a six month programme that will see them connect with each other, with their wider places, and with GM citizens. Throughout this event, we saw another group of enthusiastic leaders explore what it means to be a courageous and innovative leader in Greater Manchester through a range of sessions and activities. A number of inspirational guest speakers from a variety of sectors joined the delegates and explored the GM vision and what it takes to lead:

Day 1
Jon Rouse, Chief Officer, Greater Manchester Health and Social Care Partnership
Carolyn Wilkins, Chief Executive, Oldham MBC
Claire Norman, Associate Director Communications and Engagement, Greater Manchester Health and Social Care Partnership

Day 2
Katy Calvin Thomas, Director of Strategy, The Pennine Acute Hospitals NHS Trust
Tony Lloyd, Greater Manchester Police and Crime Commissioner and Interim Mayor
Neil McInroy, Chief Executive, Centre for Local Economic Strategies
Carolyn Wilkins, Chief Executive, Oldham MBC
Claire Galt and John Walker, Tameside South Integrated Neighbourhood services
Vickie Hollingworth and Andy Parkinson, Wigan MBC
Jim Taylor, City Director, Salford CC

On the evening of 7 March, this group took part in a Dinner with a Difference, participating in Street Wisdom sessions led by Julie Drybrough, or in outreach activities with The A Teams (at the Audacious Church, Salford) and Barnabus (at their drop in centre at The Beacon, Manchester). This inspiring evening was another great addition to the Driving Place Leadership event.

We look forward to the rest of this cohort’s leadership programme!

A snapshot of the two days is available below:
Day 1 group Rita Evans opening Jon Rouse day 1 Carolyn Wilkins day 1 Lunch Dinner with a Difference - Street Wisdom Dinner with a Difference - A Teams Street Wisdom Group photo Guest panel day 2 Bio cards 2

The slides from the two days are available below:
Main presentation

Wigan case study

Useful links:
https://streetsupport.net/

October 2016: Stories Change the World: the power of public narrative


Ganz lecture on public narrative: https://www.youtube.com/watch?v=BX_Y0Eo1o64&t=1798s

The social media story from 7 and 8 March:

Asset Based Approach

Taking an asset based approach – recognising and valuing the strengths of people and places, enabling them to build on these to overcome challenges and make the most of opportunities.

You don’t know what you need until you know what you have” – Dr John McKnight

Taking an asset based approach demands a fundamentally different mindset and relationship with our communities to that which traditional public services has taken.

Central to this new relationship is a belief and understanding that the communities and individuals we work with have potential, are resourceful and have substantial assets that they can draw on to support their aspirations; individually, organisationally and within those communities.

Asset-based practitioners have a different perspective to most other health and care professionals. Fundamentally they ask the question, “What makes us healthy?” Rather than, “What makes us ill?”

What is assets based development?

Cormac Russell gives an explanation of asset based community development.

Angela Blanchard’s TEDx talk about what can be achieved by believing in people and communities.

Why is this important?

It is worth having a look at the Marmot Review which says (amongst lots of other fascinating things):

“There needs to be a more systematic approach to engaging communities by Local Strategic Partnerships at both district and neighbourhood levels, moving beyond often routine, brief consultations to effective participation in which individuals and communities define the problems and develop community solutions.”

What actually is an asset based approach?

The Health Foundation gives a great review of the conceptual evidence and detail of recent case studies in its Head, Hands, Heart publication:

They define asset based approaches as:

  1. Reframing thinking, goals and outcomes
  2. Recognising the assets available to achieve the change
  3. Mobilising assets for a purpose
  4. Co-production of services and outcomes by professionals and citizens.

There are a few must read papers that outline the value of asset based approaches in the public sector

Who is already working like this?

Here are some examples of places already working with an asset based approach (if you believe your work should be included here just let us know!)

Demand management

Managing demand is critical to the sustainability of public services. Drawing on previous work by Collaborate and the Leadership Centre, this paper looks at some of the approaches to demand management in public services currently being practiced, their underpinning principles and where demand management could be headed next.

 The art of change making

A collection of theories, approaches, tools and techniques for understanding the complex interactions between people and organisations and how to intervene to create meaningful change. These are used by current practitioners in developing systems leadership:

More reading

So you want to find out a little bit more? These links should take you to some interesting places

Where are the conversations happening right now?

On Twitter a good place to start would be to search the #ABCD hashtag or to follow Cormac RussellJohn Wade and Angela Blanchard

On Facebook you might want to check out The Centre for Welfare Reform as a starting point.

If you have any resources that you think would be useful on here just let us know.

The Wigan Deal

Wigan Deal

Wigan is changing the way that their public services work. Core to this is building a more positive and trusting relationship between public services and local people. This is founded on a belief that this new relationship is the only way to deliver improved and more efficient public services that supports a more resilient, healthy and productive population. Wigan have a clear belief they exist to serve their local population, not the interests of separate organisations.

Wigan have kindly shared some of their stories and resources with us. Continue reading