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Fig 1 is our first design of such a model. We will, in the coming months, develop this design and model. This will be done through discussion with commissioners and community activists to enable a robust, fundable and sustainable model to be designed that recognises the importance of all participants within the process.

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Fig 1 ASSET BASED COMMUNITY HEALTH OPERATIONAL MODEL – 1ST DRAFT

The development of this process is only part of our thinking.

For this model to be implemented systemically, ensuring success and sustainability, we would argue that there is a need for true transformation of the public realm funding processes, to review its attitude and opinion of VCSE / community groups, and their role in service provision.

Figs 2-4 outline our thinking about changes to the public realm funding decision making process.

We promote the use of data from wider sources than those currently used. We outline an asset based approach that should be adopted to support services, not because utilising community assets is a cheaper option in time of public realm budget cuts, but because community assets are an essential and skilful resource than can optimise the impact of projects.

In the coming months we will expand on these designs exploring current process, Fig 2 Traditional (Established) Model (yellow section on left), and the ‘market’ development of a supply chain. This diagram also explores the Product Development Process, (brown section on right), which is supposedly assimilated into the supply chain process.

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Fig 2 TRADITIONAL (ESTABLISHED) MODEL, PRODUCT DEVELOPMENT PROCESS

Fig 3 Current Ecosystem, Design Process, Wider Data Proposal explores what impact the term ‘transformation’ has had on the ecosystem, with the yellow and blue sections identifying a “delivery disconnect” in the sustainability of income from any ‘product’ developed within the supply chain.

This figure also provides an outline of the ‘Design Process’(grey section), as well as outlining a Wider Data Proposal (green section).

These last two sections form part of ‘absolute’ processes, processes that, together with the Product Development Process, are external to the system but should be incorporated within it, if true transformation is to take place.

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Fig 3 CURRENT ECOSYSTEM, DESIGN PROCESS, WIDER DATA PROPOSAL

The last sheet, Fig 4, incorporates elements of our previous work, overnight shipping on generic orlistat (green section), together with structures developed by buy generic xenical no prescription with whom we are working to develop transformational proposals. Poc Zero’s Ring Of Confidence, is augmented by Boxes Of Support (orange section). The final section Developing The Dojos (purple), begins the exploration of how community organisations can be engaged as ‘peers’ within the delivery and process, designed or developed through public realm funding.

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Fig 4 RING OF CONFIDENCE, BOXES OF SUPPORT, THREE FIELD ACTIVITY

The Operational Model, Fig 1, and subsequent transformational designs, Figs 2-4, place asset engagement and development at the core of the activity.

We believe that communities, assets, volunteers, whatever label is used, should not be seen as an aid to public realm funding cuts.

Communities and individuals, irrespective of their issues, can be assets to a programme but, generally, projects/programmes are developed within a deficiency model, activities to rectify deficiencies.

We at RnR put communities at the core of activities and model how both public organisations, Fig 1 and public realm funding can be transformed to accommodate their resources and assets, Figs 2-4.

This is what we believe to be true transformation.

If you are interested in discussing our designs or activities, please contact us to discuss how we can work together for you to achieve your outcomes and demonstrate your impact.

 

Pauline Roche

Ted Ryan

September 2016 

All images © copyright RnR Organisation except for Ring of Confidence © copyright Poc Zero

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A confusing title for an equally confusing time. We are told we have to behave more ‘market like’, be innovative and develop new products.

But, can publicly funded services, a publicly funded, openly tendered and procured service exist within a true ‘market economy’ (private sector) market?

As a producer, in a ‘market economy’, I would know the size of the market I operate in. I would know my market share, its sustainability and its growth potential.

I would know my customer demographic, have 5 year forecast predictions and have indications of actions to fulfil those potentials.

Any new product (innovation) that I wished to introduce into ‘the market’ would be developed and based on a thorough understanding of the above issues.

I would be able to cost development and retooling , potential borrowing requirements and repayments, capitalize the expenditure over a given period, borrow against projected sales and growth and then decide if I progress or not.

Having developed the initial product, from my own resources, and borrowed to get the product to market I would know which demographic it was targeted at, potential sales and impact on the whole market and my other products within the target market. I would know what share of the market my new product should achieve, and if that would have an impact on current products, or gain me larger market share overall i.e. I might lose 2% of market share from my current products but the new product would obtain 5% of market share, so my overall gain would be 3%.

While I accept that there is a finite amount of money in any given economy, at any given time, in this scenario I believe I could persuade people to change their buying habits and buy my new product.

All these judgements are based within an open ‘economic market’ – knowing that people want to buy my product, persuading people to buy a new product, made by me.

I am aware of how much money exists within my market and what I have to do to impact on my growth.

Product innovated, developed, produced, marketed, sold…

In the public sector funded service provision we are told we are to exist within a market and develop these skills. We are encouraged to innovate and develop new products to meet the need of tenders and procurement activity which is the way we access the funding. The process is developed, implemented and run by commissioners who receive an allocation of funding to ‘procure’ services and, in turn, develop tenders for applicants.

It is therefore a market restricted by funding, funding that can fluctuate within the public finance environment.

It is data driven, public sector data driving delivery targets, informing commissioning targets and outcomes. Data drives silos (specific funding for specific issues), and funding it attached to silos, and cannot (or very rarely can) be transferred between silos.

It is therefore outcome-orientated and very restricted. We have to deliver the expected outcome (data driven) within public sector (and silo) finance restrictions.

This is not a market.

Into an outcome-orientated market (environment), we are expected to deliver given outcomes, often in an expected manner. We cannot innovate, as that may not fit the commissioning brief. We cannot expand our market or products, through innovation, as there is a finite capacity to the finance in the silo for which we may be tendering, and the tender is for delivery, not development.

I cannot borrow to develop new products as I am not guaranteed a place in the market – I can neither argue nor prove my case.

Long term capitalisation of any investment is also restricted by the length of the contract, usually three years but it can be shorter, and any IT development to improve productivity cannot be included in a tender application.

Transformation argues we need, as a sector, to change our behaviour and practice within our ‘markets’.

While there may be skills and practices we can learn from the open market, we are having to learn them within the confines of our eco system, what I would call, based on the foregoing, a ‘non market’.

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order orlistat (xenical) no prescriptionI have so much to say about the various areas of work I’m doing that I don’t know where to start sometimes!

My friend Lorna Prescott (@dosticen on Twitter) says to start with the most enjoyable thing, the thing that you’re enjoying right now but I’m still stuck – sometimes this multi-tasking that women do means it’s hard to concentrate and get one thing done well i.e.to my own satisfaction.

The blog posts in my Drafts are:

  • FutureShift Festival reflections
  • When the public sector says “We haven’t got any money”
  • Building a West Midlands Open Datastore

And another one that could develop into a series so I don’t even want to say what it is yet

I know I’m not the only person with a busy life, working in many different fields – it’s called a portfolio career after all – but if anyone has a solution to this dilemma that works for them, please share it with the rest of us!

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Cllr Karen McCarthy totally ignored St Patrick’s Festival in her introduction to the Cultivating Culture symposium on 18th March, focusing on Art Soak festival (Selly Oak) and Flat Pack. She promoted engagement in cultural activity as well as utilisation of artistic activity and the engagement and encouraging of individuals in arts / cultural activity – so, are the 80,000 people on the streets of Digbeth on March 16th and attendances at several related events in the week leading up to the Parade on Sunday not prime examples of this?

I’m confident Cllr McCarthy wasn’t ignoring the Irish, or the impact that the festival has on the City. I’m sure she was focusing on the programme funded through the ‘Arts and Cultural’ elements of the City Council, as opposed to a major City event that is supported through the Events Team within the Council.

It does, however, highlight a dichotomy in Birmingham City Council as to what people consider as arts and culture. What is the role of our arts champions within the City? More importantly, there is a need to identify the role of the whole arts champions programme – is it a community development and engagement programme that uses arts and cultural activities as a conduit for engagement, or is it an aesthetic development programme that aims to increase engagement in established or new arts activities?

Whatever the City Council decides, it has to acknowledge the role wider ‘City’ events, the Parade and Festival, Vaisakhi, Melas, Carnival etc play in its artistic and cultural portfolio. At the moment there seems to be an implicit indication that they do not fall into an arts and cultural remit.

Yet the Parade fits all categories. It is nothing without its participants – dance schools, music from a variety of bands, modern, traditional, pipe bands etc., sports organisations – GAA football and hurling clubs. As a Festival, leading up to the Parade, there were a number of events that focused on cultural activities – storytelling, music and dancing, and the art of the younger generation.
Community groups provide and decorate the floats, as well as fund the musicians – they host visiting bands as well as attending the Festival events.

The BBC recently asked the question “where can i buy orlistat without a perscription??”. The article cited census statistics and the number of people who had identified as Irish. The Parade on the 16th March 2014 proves that Birmingham certainly is an Irish City – the multi generational presence, children as participants in social and cultural events and people celebrating their culture and heritage.

So I return to my opening statement. In an event promoted by the arts and culture team of the City Council the Parade gets no mention, neither did other ‘cultural’ activities.

The symposium focused on communities of geography, districts / constituencies, the multi cultural powerhouse that is Birmingham. Because those are the things that this department / section of the Council funds, and in an artistic elitist atmosphere, it seems that Parades are not worthy of presence or mention; even though they may tick all of the artistic, cultural, and engagement boxes you could think of designing.

So where do the Irish and their inclusive Parade fit in the cultural life of the City? Where does it fit in a silo focused City Council whose elitist arts programme ignores Parades leaving it to the ‘events’ teams?

Whose responsibility is it to identify the cultural, economic, marketing and community engagement element of the Parade and let it stand alongside local arts events?

One last thought, Birmingham festival website does not include any of the above mentioned festivals, but that’s another story.

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Background
Local Enterprise Partmerships (LEPs) were established to develop a local growth agenda, locally driven by businesses that had a buy-in to a distinct geography, supported by Local Authorities and other influential institutions, FE Colleges and Universities. LEPs developed strategic plans, recognised skills deficiency and suggested ameliorative processes to enhance their growth programme.

This was all fine and dandy, with government programmes being routed through the process, focusing such activity through the development plans, business plans being reviewed and evaluated with a business eye, and then along comes Europe!

In November 2012 after some deliberation, but coming as no surprise to those who had read Lord Heseltine’s report ‘orlistat for sale without prescription’, The Department for Business, Innovation & Skills (BIS) announced that the EU Structural Funds 2014 -2020 were to be directed through the LEPs.

While they waited for the initial guidance which eventually arrived in April and July 2013, LEPs went about their business, merrily developing their strategic plans within their initial structures, business orientated growth programmes targeting, predominantly, private sector enterprise, acknowledging the growing sound bites that it was the private sector, and not the public sector, that creates the wealth.
LEP and VCS engagement – a stalled start

In their initial development LEPs had little, and in some cases, no contact with Voluntary and Community Sector (VCS) organisations. From November 2012 there was an increased flurry of activity by some LEPs with VCS organisations as they began to discuss how LEPs and the Sector could benefit each other.

What didn’t help matters was the variety of names and terminology used to describe the activities of VCS organisations:
· Civic Society
· Civil Society
· The Third Sector
· Non Government Organisations (NGOs)
· The Voluntary Sector
· Social Enterprises
· Charities
· Community groups

Adding to the confusion of titles was the variety of perceptions of where the Sector gets its money from.

Some basic statistics
VCS organisations constitute an important sector of the economy, creating jobs and economic value, as well as social and environmental benefits. According to research by the National Council for Voluntary Organisations (NCVO), there are over 162,000 voluntary organisations in the UK. These organisations employ 793,000 people (around 2.7% of the UK workforce), and additionally they spend around £18.1bn on goods and services each year. At the same time there are over 60,000 social enterprises in the UK, and 5,950 co-operatives employing 230,000 people.

LEPs and Europe
With the announcement that LEPs were to ‘oversee’ the 2014-2020 structural funds, LEPs had to begin to accommodate new concepts and partnerships in order to deliver EU programmes.

Whilst ESF and ERDF were known programmes, terms like social inclusion, social innovation, community lead local development were unfamiliar. These concepts were to be accommodated into new strategic plans that would outline how the LEP would deliver a European funded programme, and so consultation began.

LEP and VCS engagement – a second bite
While an LEP is capable of delivering economic growth, it will be necessary for it to develop strategic partnerships with VCS organisations in order to fulfil, not only EU requirements, but also to enable them to deliver a growth agenda that accommodated the socio-, as well as the economic, growth agenda.

In some cases, the LEP journey of partnership with VCS was easier than in others – some sought out partnerships, some had partnerships within their existing agenda, and others continued without any partnership plans.

Those LEPs that recognised the importance of an ‘inclusive economic growth’ programme have recognised that the delivery of any growth agenda requires the engagement of those furthest from the labour market, people who, for whatever reason, take longer to become, or in some cases cannot fully become, economically active, and are continually excluded from accepted ‘norms’ and mainstream activity. For this engagement to be achieved, community lead organisations need to be involved.

LEP and VCS – issues to be addressed confusions to be clarified
The most common prejudice faced by the sector in any engagement is the focus on the charitable aspect of the sector, and not on the business aspect. There is often a misguided view that organisations receive grants to deliver to those in need. Much less is known or appreciated of the new commissioning and procurement aspects of public services, and the sometimes onerous open tendering process which organisations need to go through to win contracts, even small ones.

The concept of ‘Social Enterprise’ was often confused with ‘charitable’ delivery and, therefore, in some cases, ignored. There is evidence throughout the country, through information sharing at VCS network meetings, of sparse appreciation of the activity and role of the VCS.
This ignorance or lack of appreciation has prevented significant partnerships being developed, and while the role of LEPs was purely economic growth, stimulated only by the private sector, the management of European Structural Funds brings wider responsibilities.

The most successful LEPs and VCS partnerships occur where there is a historical connection between local and regional infrastructure organisations and the current European Management processes in Local Management Groups.

What therefore does the sector bring to LEPs?
While there is little argument that local, regional and national economic growth policies are a necessity, where such activity can be lead by business, it can be supported by public sector funding. However, the lack of penetration and engagement of public sector programmes has consistently failed to engage a certain percentage of the population. Whatever title we give this, or these groups, (for they are not a homogeneous community, geographically, culturally or socially), if we are to develop a fully integrated socio-economic growth programme, they must be engaged to their fullest potential, and at a pace that maintains and sustains their engagement.

We cannot assume that all individuals are capable of full time employment within the labour market. Are then these economically excluded individuals not to be included in mainstream developments and provision, or just managed/cared for, within other provision?

Are we to ‘lump’ all these people together or, building on the concept of the individual, develop communities of geography or interest, with civic activities that can include the individuals, starting the journey from their own specific capability and journeying, at their own pace, arriving at a destination with which they are comfortable?

What the VCS offers the LEPs is access to such groups, and the ability to engage them in relevant, developmental and sustainable programmes that will engage them, over a period of time, in the socio-economic development of an area.

There is significant evidence throughout the country where community and civically lead programmes have stimulated local engagement in economic regeneration and growth activity. Social innovation programmes can develop a social economy, and can generate sustainable activities that can accommodate developments which facilitate the necessary engagement outlined above.

This process is not one of ‘charity and care’, ‘handouts and management’, but one of business, humanity, and compassion, with an understanding of the individual’s journey, place and circumstances, and an appreciation of the economy, targets and their achievement capability, matched to a support programme to accomplish set and agreed targets and activities.