Implementing Asset Based Community Development (ABCD) in a transformative way

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Jonathan Hayes

Asset Based Community Development (ABCD) is an approach to community development and service provision that seeks to ‘reorient theory and practice from community needs, deficits, and problems to a focus on community assets, strengths, and power’. It has become a popular concept in public sector policy, but can too easily be used as mere rhetoric, rather than resulting in actual, transformative practice. Furthermore, the existing ABCD literature tends to focus on the steps involved in implementing the approach, rather than giving insights into how organisations can enable frontline staff to implement it successfully. The dissertation involved a case study in a large Metropolitan District Council in the north south of England, concerning a Council-wide transformation project aiming to develop work with local communities to more of an asset-based approach.

Key points
• The Asset-Based Community Development (ABCD) approach emphasizes community strengths rather than deficits.
• Implementing an ABCD approach requires that frontline workers operate in very different ways from their traditional professional and institutional norms.
• Adopting and adapting ABCD at the frontline involved conscious use of the ABCD ‘brand’ and acknowledging issues of power.
• The support of both the political leadership and the senior officer leadership of the Council is critical in adopting an ABCD approach and then being given the time and resources to make it successful.
• Local residents can be resistant to losing dependency on services and may be suspicious about ‘ulterior motives’ such as cutting budgets.

Background
Local Authorities in England have a statutory responsibility for education and have a duty to ensure there are sufficient school places to meet the needs of the population now and in the future. Traditionally, mitigating strategies adopted to provide additional pupil places generated by proposed new housing will involve either the provision of an entirely new school setting or an expansion to an existing provision. However, where appropriately located land is available, some councils are starting to consider a third option of relocating and expanding an existing school to a new site (school relocation).
The financial impact is particularly pertinent as councils are currently only able to request developer contributions to fund the additional places required to mitigate the impact of the development, whereas re-provision of existing places must be met by council borrowing.

What we knew already
The Asset-Based Community Development (ABCD) approach, championed by John Kretzman and John McKnight, emphasizes community strengths rather than deficits. Their research in North American neighbourhoods revealed that low-income communities, despite challenges, had inherent assets. In their foundational work, ‘Building Communities from the Inside Out,’ they rejected the view of these neighbourhoods as needy and problematic. Instead, they highlighted community assets like solidarity and local groups.
In the UK and Ireland, Cormac Russell’s book, ‘Rekindling Democracy,’ emphasises starting with community strengths to address issues. Russell traces ABCD’s roots to social critic Ivan Illich, who challenged institutionalism, who argued that communities must perform essential functions independently, without undue institutional interference. Illich argues that the ABCD approach requires a major shift in thinking as well as in practice, involving a re-orientation to ‘start with what’s strong, not what’s wrong’.
Implementing an ABCD approach requires that frontline workers operate in very different ways from their traditional professional and institutional norms. For example, Russell (2020) argues that the role is one of ‘community builder’, and he introduces the idea of ‘stepping back’ meaning that instead of taking a key role in, or worse control of, a community initiative, the worker must instead know when to ‘step back’ from being too closely involved and allow the gifts and skills of local people to move the initiative forward.
Whilst the concepts and challenges of the ABCD approach are clearly defined, where the existing ABCD literature is lacking, is in understanding how frontline workers can be enabled to make the necessary shift in their thinking and practice, so as to be able to successfully implement an ABCD approach in a transformative way.
This research involved qualitative interviews in a case study local authority identified as exemplary practice in ABCD. Interviews were held with the Community Development Team Leader, their service manager, and four community development practitioners.

What this research found
Theme 1: Adopting and adapting ABCD at the frontline
Frontline workers adopted and adapted aspects of the ABCD policy initiative so that it had meaning and applicability to the situations and challenges that they faced. First, they used the opportunities that the introduction of a new policy initiative gave them to implement it in a way that they felt would be most effective. Second, they had to adapt this to ways of working that were most appropriate to the communities they work in. Third, they used it to try and achieve outcomes that they are committed to, but which may not have been the original intention of the policy.
Some interviewees felt that proponents of ABCD have rediscovered community development and re-branded it as ‘ABCD’, in a way which was helpful to regain the trust and belief of politicians and senior officers in community development as a way of working in communities. However, some frontline workers felt they were not remaining true to the ‘pure’ spirit of ABCD and were, on occasion, doing things, if not ‘to’, then definitely ‘for’, people in the community.
ABCD was seen as using in addressing issues of ‘power’. Interviewees felt that the naming of power and getting people (residents, colleagues and politicians) to think about how power operates in their community is a key element of the ABCD approach. This is reflected in their multi-agency training course on ABCD being called ‘Growing the power of communities’, when they could have called it ‘An introduction to ABCD’.

Theme 2: Enablers to implementing ABCD
All of the interviewees mentioned the support of both the political leadership and the senior officer leadership of the Council as a key factor in them being able to both adopt an ABCD approach and then being given the time and resources to make it successful. Whilst not mentioning ABCD specifically, the Corporate Strategy had as one of its five ‘building blocks’ that the Council will “develop people, places and partnerships . . . releasing the expertise and resources of empowered communities”. The level of investment that has been made by the Council was also mentioned as an indicator of the high level of institutional support, not just in terms of the community development team but also in training for Council and other agency staff and the commitment to the Voluntary and Community Sector (VCS) in terms of grants, training and learning circles that are all focussed on working in an asset-based way.
The setting up of a dedicated team of community development professionals within the Council’s Neighbourhood Service appears to have been key to the success of this approach. Furthermore, the fact that they were given two years to train, develop and reflect upon their practice as a team without any pressure to achieve performance targets or specified outcomes helped them to deeply embed the ABCD approach into their way of working. Implementing ABCD successfully required both a certain amount of faith and a lot of time.


Theme 3: Barriers or challenges to implementing ABCD
Interviewees felt that the resistance they encountered from local residents was primarily due to the ‘dependency on services’ that had arisen from ‘fifty years of people depending on the system’, encouraged by previous ‘you said, we did’ approaches. There were also citizen concerns about ‘ulterior motives’ such as cutting budgets.
Interviewees suggested that some council staff want to help people starting from a council agenda, rather than building community capacity starting from theirs. Another institutional barrier can be silo working, where each service or department carries on with their own work without sufficient thought of, or communication with, other services/departments.
The tendency towards needs-based thinking and practice can be a further barrier to ABCD, particularly experienced from colleagues at a strategic level.
The attitudes and activities of elected Councillors can present a number of challenges in the implementation of an ABCD approach, such as a tendency to ‘fix and solve’ problems for citizens.

Conclusions
The successful implementation of an ABCD approach in a transformative way requires a shift in both thinking and practice that operates at three different levels: institutional, professional and personal.
Institutionally, senior politicians and managers must provide clear commitment to being a ‘development’ council, which is reflected in the Corporate Strategy. Councils should consider investing in a distinct community development team, with suitable training for these and other staff and residents. Allowing that team to have two years to embed its approach, to spend significant amounts of time in reflective practice and not burdening it with the expectation of meeting set targets, also appears to have had a significant effect.
Professionally, the key success factor here appears to have been the bringing together of a team of professionally qualified community development practitioners who have the skills to implement an ABCD approach, can see the benefits of working in that way, and recognise it as a sustainable way of working with communities. However, their previous needs-based practice and temptation to do things ‘for’ people have had to be ‘unlearned’.
At the personal level, the CD workers needing to have ‘faith’ in the approach they were being asked to implement. This is a departure from previous ways of working. It also demands great patience and a willingness to let go and let others lead.

About the project
This research was a Master’s dissertation as part of the MSc in Public Management and Leadership, completed by Jonathan Hayes and supervised by Dr Koen Bartels.

Politicians’ Conceptions of Fairness

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Clive Stevens

Doesn’t time fly when you are enjoying yourself! A new academic year – not that I noticed the join – Year 3, they say. For my PhD, I’ve completed six of a proposed 18 interviews with Local Government representatives (councillors) from all four political parties in Bristol. Focus groups are next year. The qualitative data is pouring in and I’m worrying how to cope with it all.

Fairness is clearly very subjective and even categorising it will be a step forward.

The theory I am relying on comes mainly from the field of Social Psychology, which draws its evidence from experiment and Social Anthropological ethnography. Add in philosophical works on Social Justice, a sprinkling of Schön and Rein’s framing and spiced up with biases of empathy, risk and power.

I have chosen councillors as I was one myself, which has proved useful in gaining access as well as for writing engaging vignettes. The three I use are based on Local Government case studies. They took a year to write and are pumped full of triggers, suggestions, biases and frames to see what and how many conceptions of fairness come into view.

The vignette content has been carefully reviewed by four experts (the Expert Panel) including an INLOGOV academic; their modifications were incorporated. The vignettes are driving the conversation, so much so that I don’t actually have to ask many questions!

The first one tempts councillors to break the usual rules for housing allocation by pushing the sympathy button ever so strongly; it looks at breaches where policy and procedures exist (Planning and Housing). The second vignette is placed in a sector with no policy and no procedure – a rare occurrence I know – and the final one tests adherence to policy almost to destruction. I can’t reveal the results, not until next year – sorry.

Thematic analysis (inductive and deductive) is picking up between 80 and 100 conceptions per interview fitting into 11 broad categories. Eight of these are different categories of fairness, or realms as I call them, each having an approach appropriate for certain circumstances. The other three are moral foundations of care, loyalty and liberty.

My current struggle is not the thematic analysis itself, but wondering whether I should investigate if there is any qualitative link between conceptions offered up by councillors compared with the suggestion, trigger or framing at that part of the vignette. For example, if a section of a vignette is supposed to prompt feelings of equality, then how to analyse a reply which ignores equality and concentrates on merit? Surely such occurrences are as significant (not statistically) than a comment discussing equality? Answers on a postcard please.

So where does this fit into Public Policy you may ask? Indeed, my supervisors ask that too. Clearly democratic legitimacy (moral rather than legal) relies to an extent on fairness of inputs and throughputs, and output effectiveness. I have heard, “What’s the point of democracy, if it doesn’t deliver fairness?” Additionally, the resolution of Wicked Problems and getting issues onto Political Agendas require understanding of differing moral values including conceptions of fairness. So, I would suggest, quite a lot really.

Moving briefly away from English Local Government to US Foreign Policy, I recently came across a 2022 paper on International Relations. The authors appeared to be lambasting their colleagues for focussing on just one conception of fairness: equality. Powers et al. the authors, used Social Psychology’s Moral Foundation Theory to explain why the American public and politicians think aspects of foreign policy like burden sharing for defence, peacekeeping, environmental clean ups and emergency response are unfair.

Their paper proposes the field introduce a second conception, proportionality, which they called equity. In the UK Social Sciences, we reserve equity to mean fairness based on need. Fairness conceived as proportionality would suggest, for example, that it might be seen as fairer for NATO countries to pay their way by putting in a similar percentage of GDP rather each country putting in what it can. I hope they succeed for all our sakes but I’m dreading the thought of having to tell them that there might be up to eight conceptions of fairness!

Back to Local Government and I’ll leave the last word with one of my councillor interviewees. I paraphrase, “You know Clive, we don’t really talk much about it, it’s rules and regulations, there’s comfort in them. These vignettes are very interesting to actually spend time thinking about fairness.”

As an ex-councillor in Bristol and author of the book on Local Government, After The Revolution, Clive needed to follow up on politicians’ conceptions of fairness. He is now in Year 3 of a PhD at the University of Bristol interviewing current councillors. His personal blog site is: https://sageandonion.substack.com/

Equipping local governments to deliver national and local priorities

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Jason Lowther

Today we launched our latest report, Equipping local government to deliver national and local priorities. Local government is critical to the delivery of the new government’s five key missions, and to improving life across the country. We argue that, once a series of critical reforms are in place, government should have confidence to equip local authorities with more power and (when public finances allow) prioritise additional resources there, enabling local and national priorities to be delivered. But critical reforms are needed in financial management, audit and performance management, and in community power and participation.

The new government inherited many challenges. Council budgets per person in England have been cut by 18% in real terms since 2010. Councils are hitting financial crises: twelve have issued section 114 notices in the last six years, compared with zero in the previous 17 years. Representative institutions at all levels of government are suffering from declining legitimacy and increasing polarisation. Local government plays a vital role in increasing democratic relationships and trust.

But councils’ wide remit, local knowledge, democratic accountability, public service ethos, and key roles in working with partners and shaping local places make them critical to the delivery of all five of the government’s key missions. Local governments are best placed to operationalise solutions to interconnected problems, for example, improving public transport and encouraging more cycling and walking helps meet net zero targets. It can also deliver health benefits, reducing the burden on the NHS, as well as increasing productivity by giving businesses access to a wider and healthier workforce.

Action is required to ensure that councils are fit for purpose to make the type of contribution that central government requires of them. Underlying this is a lack of confidence in local government on the part of ministers and civil servants.  We have identified three areas in which the government must be confident if it is to equip the local level with more power: financial sustainability, performance standards, and community power and participation. 

Policy recommendations

Financial arrangements

  1. Provide multi-year funding.
  2. End competitive bidding and deliver a “single funding pot” for each council/ local area that has been allocated fairly and sensitively to the needs and assets of the community.
  3. Abolish council tax capping.


Audit and performance management

  1. Strengthen the evaluation of councils’ performance management.
  2. Make OFLOG independent and extend its remit and approach.
  3. Reintroduce effective management and support of council external audit by independent bodies.


Community power and participation

  1. Strengthen the role of councillors as facilitators and catalysts of community-driven change.
  2. Embed participatory governance to ensure lived experience and marginalised voices drive policy and service delivery.
  3. Develop public-commons partnerships and community-wealth building to support community-driven sustainable economies.

As the Layfield Commission concluded 50 years ago, local government funding should promote responsible and accountable government. Beyond welcome recognition of acute financial challenges and commitment to multi-year funding settlements, there is a pressing need for additional immediate and longer-term action to improve Councils’ financial position and strengthen local accountability.

Local authorities have different needs for funding, depending for example on levels of population and its composition, deprivation, and spatial factors. Central and local government should develop updated funding formulae and funding models which are as simple as practicable whilst capturing the key elements of local need, and as transparent as practical in operation.  There are many reports researching available options for fairer funding, approaches to fiscal devolution, and local government funding options. 

Local audit, performance regimes and regulation each have a part to play. Both a parliamentary select committee and the Redmond Review into the Oversight of Local Government have sought to investigate the failings in local government audit.  The latter in 2020 critiqued market driven audits, stating that the new audit arrangements have undermined accountability and financial management. 

The adoption of the Redmond Review’s proposal for an Office for Local Audit Regulation would provide oversight on procurement, management, and regulation of external audits of local authorities. The government could extend the oversight of local government performance management processes while avoiding the creation of an overly powerful national regulator, by adopting key recommendations on the future arrangements of OFLOG (the Office for Local Government).

Proximity means that local government can play a crucial role in improving relationships between government and citizens. By creating conditions to mobilise the diverse expertise and resources of communities, local government can ensure that public policies and funding are informed by the assets, priorities and needs of local people and places.  There are already many examples where local government has made progress with innovations such as citizens’ panels and juries, the delegation of power to the hyper-local level and in building inclusive economies. 

We have over thirty years’ worth of research on deliberative democracy, social innovation, and co-production evidencing the value of collaboration with diverse communities and stakeholders. Participatory governance is less about finding perfect solutions and more about transforming organisations to engage with communities in processes of co-producing mutual understanding, shared solutions, and a sense of collective ownership.  

Our work on the 21st Century Councillor can help with enabling the role of councillors not just as democratic representatives but also as facilitators and boundary spanners between institutions, communities, civil society and local businesses.

Community-wealth building, pioneered in Preston and several London boroughs, can help strengthen the local economy with insourcing, linking public procurement to local cooperatives and social enterprises. These novel forms of governance can be formalised through Public-Commons Partnerships.

Equipping local government to deliver national and local priorities will leave a long-lasting legacy of a well-resourced, effective, accountable, and engaged local government.

The full report is available here

Equipping local government to deliver_WEB_singlesDownload

The report was edited by Jason Lowther and Philip Swann, with particular thanks to the following contributors (alphabetically by last name): Dr Koen Bartels, Dr Sonia Bussu, Prof Nicole Curato, Dr Timea Nochta and Dr Philip Whiteman. With thanks to other colleagues and associates in INLOGOV.

Rewiring local government for citizen engagement_WEBDownload

The hidden emotional effects of home encounters and how social landlords can improve the experience

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Dr Hannah Absalom

The unseen emotional landscape of home visits

Home visits by landlord representatives are a common occurrence in social housing, yet the emotional impact of these encounters on tenants is often overlooked. While landlords focus on property condition, tenancy issues, and behavioural compliance, tenants experience these visits in deeply personal ways, with emotions ranging from anxiety and mistrust to feelings of invasion and belittlement. This blog explores the hidden emotional effects of home encounters and offers actionable steps social landlords can take to make these visits more positive experiences for tenants.

The emotional toll of home visits

Home is more than just a physical space; it is a sanctuary where people find safety, comfort, and a sense of identity. When this private space is intruded upon by an outsider, even for legitimate reasons, it can trigger a range of emotional responses. The early findings report on home encounters reveals several key emotional dynamics at play during these visits:

  1. Anxiety and distrust: Negative historical experiences with landlords and other authority figures, can create a lasting sense of distrust among tenants. The anticipation of a home visit often brings anxiety, particularly when the purpose of the visit is unclear or when tenants feel they have no control over the situation.
  2. Invasion of privacy: The physical invasion of personal spaces within the home, such as bedrooms, can be especially distressing for tenants and discomfiting for visiting staff. The discomfort of having someone inspect intimate areas of their homes can undermine tenants’ sense of ownership, privacy and self-esteem.
  3. Feeling judged and belittled: Many tenants report feeling judged by home visitors, particularly when the visit involves assessing the condition of the property. This can be exacerbated when tenants have invested their own time and money into home improvements, only to be met with criticism, dismissal or punitive sanctions.
  4. The complexity of help: The dynamic of offering and receiving help is emotionally charged. Some tenants may resist help, out of a desire to maintain independence, while others may feel that accepting help makes them appear weak or needy. This complex relationship can lead to misunderstandings and tension between tenants and landlords. Sometimes well intended helping services by landlords, can be experienced as an invasion of privacy, and may unintentionally undermine a tenants right to quiet enjoyment of their home.

Actions landlords can take to improve home encounters

To mitigate the negative emotional effects of home visits and create a more positive experience for tenants, landlords can implement the following strategies:

  1. Clear communication and purpose: Ensure that the purpose of each home visit is clearly communicated to the tenant in advance. Provide detailed information about who will be visiting, the reason for the visit, and what the tenant can expect. Planned home visits, such as property inspections, would benefit from being co-designed with tenants. This transparency can help build trust and reduce anxiety.
  2. Offer alternatives to in-person visits: Whenever possible, offer tenants alternatives to in-person visits, such as virtual inspections or the option to submit photographs of property issues. This not only respects the tenant’s privacy but also provides them with a sense of control over the process.
  3. Social and emotional training for staff: Train staff in empathetic listening and emotionally informed practices. Understanding that a home is a deeply personal space, staff should approach each visit with sensitivity, avoiding judgmental language and focusing on building a rapport with tenants.
  4. Respecting personal boundaries: Be mindful of the emotional significance of different areas within the home. For example, if a visit requires access to a bedroom or other private space, ensure that the tenant is comfortable with this before the visit and consider alternatives if they are not.
  5. Amnesty for tenant-initiated home improvements: Many tenants take pride in their homes and may undertake improvements to enhance their living space, often without seeking prior permission from the landlord. These improvements, while unauthorised, are typically made with the intention of creating a safer, more comfortable environment for the tenant and their family. However, when landlords discover these changes, tenants often face penalties or demands to revert the property to its original state.

To address this issue, landlords could introduce an amnesty programme for tenant-initiated home improvements. Under such a scheme, tenants would be encouraged to declare any unauthorised changes without fear of retribution. The landlord would then assess these improvements on a case-by-case basis, granting retrospective permission where the changes do not pose safety risks or violate planning regulations.

This approach recognises the effort and care tenants put into their homes, transforming a potentially adversarial situation into a collaborative one. It also acknowledges that tenants are more than mere occupants; they are active participants in creating a home. By adopting an amnesty scheme, landlords can foster goodwill, reduce conflict, and ultimately contribute to a more harmonious tenant-landlord relationship.

  1. Peer support during visits: Consider developing a volunteer programme where trained tenants accompany home visitors, providing peer support to those who may feel anxious or uncomfortable during the visit. This can help alleviate stress and create a more positive atmosphere.

Moving towards emotionally informed housing practices

The emotional well-being of tenants should be a central consideration in social housing practice. By acknowledging the hidden emotional effects of home encounters and taking proactive steps to address them, landlords can improve tenant satisfaction, foster trust, and create a more supportive living environment. Emotionally informed practices not only benefit tenants but also contribute to a more professional and caring social housing sector.

Call to action

Landlords, tenants, and policymakers must work together to redefine the home visit experience. By implementing these recommendations, landlords can transform home encounters from a source of stress into an opportunity for developing a trusting relationship with tenants, and a collaborative approach to working together to create safe and stable homes.

The full report is available here:

230924 Home Encounters FinalDownload

Dr Hannah Absalom worked in the English social housing sector for 18 years before undertaking her PhD examining the use of behavioural insights in social housing. Her research interests can be broadly described as the application of relational frameworks and ideas in housing policy and practice. She has recently completed an ESRC Fellowship.

Why do philanthropic foundations engage with city governments?

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Dr Ruth Puttick

The fact that governments face an array of challenges is a well-rehearsed argument. City governments across the globe are tackling a myriad of social, economic and environmental issues, from trying to reduce homelessness, improving health and wellbeing, or increasing educational attainment.  In parallel, philanthropic foundations’ accumulated wealth and knowledge means they are increasingly welcomed as a government partner in addressing social needs. So why do philanthropic foundations engage with city governments?

The UK Association of Charitable Foundations defines philanthropic foundations as “charities with private, independent, sustainable income that supports individuals and/or organisations” (Pharoah and Walker, 2019, p. 1). In 2015, there were over 10,000 charitable foundations based in the UK and some of these are engaging with city governments.

In the U.S. context, philanthropic foundations have a long history of interacting with the government (Zunz, 2012) They have traditionally funded physical structures like libraries and opera houses, and in recent years, foundations have increasingly working directly with governments to tackle issues as diverse as climate change (Madénian and Van Nest, 2023), gun control, and poverty reduction (Barber, 2014; Nijman, 2009; Moir et al., 2014). Yet, there has been little exploration of this phenomenon in the English context.

Based upon the case study analysis of three contrasting English cities, Bristol, Manchester, and Newcastle, I drew upon qualitative interviews and policy reports to understand the interconnections between foundations and city governments.

Why do city governments and foundations collaborate

Philanthropic foundations can be a capacity-building partner of city government, providing direct funding and non-financial resources to help city governments solve problems.  Philanthropic foundations provide city governments with direct funding and non-financial resources, including data, research, events, and other outputs, such as toolkits.

Foundations are motivated to improve public services, develop new approaches to problem-solving, advocate on policy issues, and fill funding gaps left by austerity. Foundations select city governments based on personal rapport and perceived ease of working.

City governments are motivated to engage with foundations to access resources, for foundations to help amplify the voice of city governments, and because foundations are perceived as less bureaucratic and more trustworthy funders.

Barriers to city government and foundation collaborations

Foundation engagement with city governments is inconsistent. This study found that certain city governments (in this case, Manchester and Bristol) had more partnerships with foundations. The reason is that foundations often will not work with city governments when the city government’s priorities are unclear, if they are hard to engage, or when there is a perceived slow pace of change in city hall.

On the part of city governments, a scarcity of resources can prevent them from seeking foundation resources. With the impacts of austerity still lingering, it may have been surmised that austerity could prompt cities to seek foundation support, instead, this study has found that a lack of internal capacity can prevent the city government from seeking foundation involvement.

Implications for policy and practice

City governments interacting with foundations in England is a relatively nascent and under-explored phenomenon. As well as few academic studies, there is often an opaqueness in the nature of these collaborations. A lack of transparency can hinder scrutiny, which is problematic if city governments and their partners are to be held to account. Going forward, a key facet of city government engagement with foundations should be a commitment to transparency in the nature of the collaboration and an openness to sharing evidence of the impacts of the interactions on the outcomes that the foundation and city governments are trying to achieve.

Areas for future research

As a relatively underexplored topic, more research could usefully explore foundation engagement with city governments across England on a larger scale, particularly to understand the implications for accountability. Futuremore, future research could usefully explore whether philanthropic foundations prioritise collaborating with city governments over different types of organisations, such as charities, and if so, whether this is because city governments enable potentially larger degrees of policy influence than more “marginal” political institutions, such as NGOs or community groups.

To find out more about the research, please contact Dr Ruth Puttick, [email protected]

The full article is available here.

Picture credit: https://www.jolietymca.org/blog/the-significance-and-joy-of-giving/


Dr Ruth Puttick runs a research consultancy and is a Senior Research Fellow at the Institute for Innovation and Public Purpose (IIPP) at University College London. She has over 15 years of practical research experience in the public and private sectors advising on public sector reform, innovation and impact. She served as a Senior Policy Advisor in the UK Government’s Open Innovation Team, and before that, she worked at Tony Blair Associates, a global management consultancy, helping establish the policy and research team in the government advisory practice. Prior to that, she spent six years at Nesta, the UK’s innovation agency. Ruth is on X.com @rputtick and can be contacted at www.ruthputtick.com

Real-World Success: How Councils and Communities Are Enhancing Wellbeing Amid Austerity

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Alice Munson

This is the second of two blogs resulting from this year’s INLOGOV undergraduate summer intern project, which examined how councils can boost wellbeing amid austerity. The first article (last week) summarised some of the key literature. This article explores case studies of community initiatives around the UK that have successfully worked with councils, which have helped mitigate the negative impacts of spending cuts.

Bolton at Home

Bolton at Home is a prime example of how community-based initiative can result in positive results for a community, especially in places like Bolton, which has seen large levels of unemployment due to industries and factories moving. With funding from Bolton Council and Bolton at home, the initiative has put in place several programmes designed to encourage community participation and involvement (Local Government Association, 2023). To improve social ties and lessen loneliness, the taxi discussions programme, for example, provides free trips to people in return for meaningful discussions and helps to map out community networks. In addition, the formation of three poetry groups offers a forum for addressing individual aspirations and worries while fostering relationships and enhancing mental health. Furthermore, the distribution of free smart clothes through the ’working wardrobe’ project can help people get a job whilst increasing confidence and self-esteem, contributing to the community’s overall well-being (Local Government Association, 2023). These endeavours in Bolton, made possible from £180,000 from the Council, show the potential for community initiatives working with the Council to deliver holistic well-being outcomes to help mitigate the effects of government spending cuts.

Nudge Community

The decline of Union Street in Plymouth, combatted by the community-led response through Nudge Community Builders, shows how local initiatives can address urban decay and revitalise neglected areas. Union Street in Plymouth was once busy but in the last couple of decades it has been in decline, with 25% of its buildings vacant. Union Street was left behind as the city concentrated on waterfront and city centre development, leaving the local community feeling abandoned (Nudge, 2024)

The neighbourhood was frustrated that nothing was being done about the abandoned buildings and the area’s deterioration. Although they could not address the many problems afflicting their neighbourhood, they desired to see change. Nudge Community Builders, a community benefit society, was co-founded by local residents Hannah Sloggett and Wendy Hart in 2017 (Nudge, 2024). Their goal was to revitalise Union Street by returning empty buildings to the community to use for lasting local benefit.

  • Community Involvement: Nudge started off planning street parties to liven up the neighbourhood and alter people’s opinions of Union Street.
  • Acquisition of properties: Using a variety of ownership structures, they seized four properties with the intention of putting them to communal use.
  • Physical Improvements: To progressively improve the street’s look, Nudge used creative interventions like artwork and stitching on structures.

The efforts resulted in the reopening of buildings for community purposes, fostering hope, creating jobs, and providing entertainment. Nudge’s initiatives countered authoritarian approaches to urban renewal, showcasing that communities can innovatively address complex issues.

Nudge Community Builders (2024) has demonstrated that community-led initiatives can effectively address urban decay and bring positive change. Their work has breathed new life into Union Street and empowered residents to take charge of their neighbourhood’s future.

This case study exemplifies the potential of community action in urban revitalization and the possibilities for sustainable development through grassroots endeavours.Text Box: Grounded Coffee  

Stirchley Baths

Stirchley Baths, a converted Victorian swimming bath, opened as a community centre in 2016. Stirchley Baths in Birmingham shows how local councils can collaborate with communities to promote wellness despite financial constraints. This community centre, supported by Birmingham City Council (Stirchley Baths, 2024), provides a variety of activities that cater to different age groups and abilities, supporting physical and mental health, social connections, and skill development.

The Baths’ offer:

  • Diverse clubs: The centre offers fitness classes and art groups to accommodate various interests and needs.
  • Inclusivity: The hub provides activities for children, older adults, and individuals with specific needs.
  • Community leadership: Many activities are led by local instructors or groups. This has been shown to help foster a sense of community ownership (Imbroscio, 2013).
  • Affordability: Ensuring wide access through low-cost or free sessions.
  • Efficient space use: Maximising the venue’s space by hosting regular classes and private events.
  • Support for vulnerable groups: Offering targeted programs such as the Memory Cafe for individuals with dementia (Stirchley Baths, 2024).
  • Partnerships: Collaborating with health services, local government, and other organisations.
  • Community engagement: Actively seeking the community members’ input on new activities.

This approach is consistent with research on community well-being, including:

 – The significance of co-production in designing and delivering services (NHS Providers, 2024).

– The “Five Ways to Wellbeing” framework (Connect, Be Active, Take Notice, Keep Learning, Give (Mind, 2024)).

 – The role of community hubs in building resilience and social capital (Trup et al., 2019).

By leveraging community assets and partnerships, Stirchley Baths showcases how local councils can deliver a range of well-being services within financial limitations. This model has the potential to uphold and even improve community well-being during times of austerity, offering valuable insights for other communities facing similar challenges.

Community initiatives are proven to be effective and mitigate the negative impact of austerity measures while enhancing local well-being. Research consistently demonstrates our positive influence on public health, social capital and economic outcomes. The asset-based community development (ABCD) approach is a transformative strategy that emphasises strengths within communities. Case studies from Bolton, Plymouth, and Birmingham illustrate how lake authorities can successfully partner with communities to achieve Well-being outcomes despite financial constraints. These examples demonstrate the potential for community-led initiatives to revive neighbourhoods, repurpose abandoned spaces and provide essential services. By encouraging these collaborations, councils can effectively address service gaps, promote sustainable development, and improve overall community well-being in the midst of ongoing austerity.

Alice has recently graduated from the University of Birmingham with a first class degree in Policy, Politics and Economics. She was awarded the Jane Slowey bursary in her final year for her research on the Homes for Ukraine scheme. Alice is currently seeking further opportunities and can be contacted at [email protected]

References

Imbroscio, D. (2013) ‘From Redistribution to Ownership: Toward an Alternative Urban Policy for America’s Cities’. Urban Affairs Review, 49(6), 787-820. doi:10.1177/1078087413495362.

Local Government Association (2023) Working with housing association ‘Bolton at Home’ to reduce unemployment and deprivation – Bolton Council. Available at: https://www.local.gov.uk/case-studies/working-housing-association-bolton-home-reduce-unemployment-and-deprivation-bolton (Accessed: 20 July 2024).

Mind (2024) 5 ways to wellbeing. Available at: https://www.mind.org.uk/workplace/mental-health-at-work/five-ways-to-wellbeing/ (Accessed: 21 July 2024).

NHS Providers (2024) Co-production and engagement with communities. Available at: https://nhsproviders.org/media/698572/co-production-health-ineq-1e.pdf (Accessed: 25 July 2024).

Nudge (2024) Local love, local jobs, local spend, local change. Available at: https://www.nudge.community (Accessed 12 June 2024).

Stirchley Baths (2024) https://stirchleybaths.org (Accessed: 22 July 2024).

Trup, N., Carrington, D. and Wyler, S (2019) Community hubs Understanding survival and success, Available at: https://www.powertochange.org.uk/wp-content/uploads/2019/07/Hubs-Report-FINAL-120719.pdf (Accessed: 24 July 2024).