SlideShare a Scribd company logo
Area Working
Arrangements
Barnsley
Anna Hartley, Executive Director Public Health and
Communities
2011
• Some pockets of
innovative
neighbourhood
working
• Mainly a ‘traditional’
model of listening to
public and responding
to their needs
2012
• Expectations of
customers changing
• Role of councillors in
modern society
• Reducing resources
within public sector
• A different
relationship needed
with our
communities?
Why did we adopt these ways of working in 2013?
• The Council needed to find 50% cuts
over 5 years but wanted to use
austerity as a chance to do things
differently
• Wanted to work WITH our citizens
rather than do things for them
• To help our citizens & communities to
put their many talents to best use
locally
• Build on our strong existing levels of
‘people helping people’ to make our
communities stronger
• Wanted to use the enormous
knowledge & talents of communities &
councillors to get better value for
remaining budgets
Area Councils and
Ward Alliances
The Area Governance
arrangements
June 2024: Neighbourhood Care in Barnsley
Area Councils
Area Council Commissioning Budgets:
• £2.1m budget allocated equally by number of wards in the area (4 wards = £400k etc) but
spent at Area level
• Determined by Area Council to meet strategic needs of that area based on data, local
intelligence & consultation information
• Make use of non-traditional, VCS and Barnsley-based organisations
• Commission on quality & social value rather than just price
• Vital for members to have good grasp of datasets, local issues & performance issues of their
projects
Ward Alliances
• Governed by the Ward Alliance Governance Framework
• Shared influence and decision making between Ward Members and community
representatives – elected member chairs the meeting
• 3 Ward Members plus a minimum of 6 residents/local workers/businesses – but many
have more
• Determine local priorities and mobilise community-led & volunteer-led solutions
• Small budget to support community action
Ward Alliances Devolved Funding
Ward Alliance Fund
• £10k per ward (plus any carry-forward or any devolved funding from Area Councils –
some areas dedicate some of the Area Council budget to the Ward Alliance)
• Is determined by the Ward Alliance by consensus wherever possible & by majority vote
if needed (elected members do not have the power of veto)
• Addresses local priorities by enabling others to undertake social action and volunteer
• 50% of available funding requires a volunteer match-funded element – was flexed
through the pandemic
• Launched June 2014
• Volunteering campaign - taking pride in where we live and
mobilising social action
• A strong, established brand for volunteering
• Anyone can get involved
• Gives volunteering the recognition it deserves
Area Councils and
Ward Alliances
The Area Governance
arrangements
Building Positive Relationships
A strong community leadership role for councillors
3,259
4,915
2,202
Stronger Communities 2023-2024 (Full Financial Year)
Stronger Communities 2023-2024 (Full Financial Year)
£615,993.31
13,816
Stronger Communities 2023-2024 (Full Financial Year)
13,412
£4,873,265.53
£220,152.00
Co-creating good health &
wellbeing
Why does
working at
neighbourhood
level matter ?
A new narrative
From:
- Passive recipients of our services
- ‘Demand’ / problem
neighbourhoods / negative
languages
- Needy
- Needs analysis
- Silos and institutional approaches
- Independence
To:
- Co-creators of wellbeing
- ‘Opportunity’ and ‘capacities’ a
different language
- Needed
- Strengths / asset based
- Collaborative
- Interdependence
Helpful adventures – co-creating health
• Learning together – what do we know about the wellness of folk in this neighbourhood, what
works what more can we do together – recognising we can’t do everything so testing and trying
approach
• Connecting – appreciating the totality of our gifts, paid / unpaid and spend more time together
• Structural changes can help create conditions but it’s the cultural shift & mindset that real
opportunity
• 1 PCN – neighbourhood networks aligned to our area arrangements
• Community health services – aligned to neighbourhood model
• Alliance based working
• Embedding wellbeing into broader strategy – housing, growth, inclusive economies and
supporting leaders to draw on our neighbourhood arrangements ( Principal Towns Programme,
Pathways to Work Commission etc)
• Connecting the economy & wellbeing – Health on the High Street
Primary Care –
neighbourhood
networks
Economy and wellbeing
Our Community Diagnostic centre in Barnsley
Town Centre
Development of a Health &
Wellbeing Hub
Understanding relationship
between economic inactivity
and health together
Inclusive neighbourhoods – walking alongside community
community
Valuing all of our assets
Neighbourhoods as
primary unit of
change
Our alliances -
Co-creation and co-delivery of
campaigns
Creativity & Wellbeing
Saying thanks
The VCSE Structure for Barnsley
Health and Wellbeing Board ICB Barnsley & SY Barnsley 2030
(Main VCSE group) VCSE Strategy Group
(Sub groups) Start Well Live Well Age Well
Newsletter Alliances Newsletter Alliances Newsletter Alliances
(VCSE groups can be in various alliances depending on their services / needs of their customers)
Some of our
Alliances
Active in
Barnsley
Partnership
Age Friendly
Barnsley
Alcohol Alliance
Armed Forces
Covenant Board
Barnsley Best
Start
Partnership
Barnsley
School’s
Alliance
Cultural
Education
Partnership
Environmental
Alliance
Evening &
Nighttime
Economy
Good Food
Barnsley
Partnership
Healthy Heart
Alliance
Homeless
Alliance
Inclusive
Economy Board
Mental Health
Partnership
Oral Health
Improvement
Advisory Group
Positive Climate
Partnership
Sexual and
Reproductive
Health Alliance
Tobacco
Control Alliance
VCSE Strategy
Forum
3rd Sector
Dementia
Alliance
And there
are more !
June 2024: Neighbourhood Care in Barnsley

More Related Content

June 2024: Neighbourhood Care in Barnsley

  • 1. Area Working Arrangements Barnsley Anna Hartley, Executive Director Public Health and Communities
  • 2. 2011 • Some pockets of innovative neighbourhood working • Mainly a ‘traditional’ model of listening to public and responding to their needs
  • 3. 2012 • Expectations of customers changing • Role of councillors in modern society • Reducing resources within public sector • A different relationship needed with our communities?
  • 4. Why did we adopt these ways of working in 2013? • The Council needed to find 50% cuts over 5 years but wanted to use austerity as a chance to do things differently • Wanted to work WITH our citizens rather than do things for them • To help our citizens & communities to put their many talents to best use locally • Build on our strong existing levels of ‘people helping people’ to make our communities stronger • Wanted to use the enormous knowledge & talents of communities & councillors to get better value for remaining budgets Area Councils and Ward Alliances The Area Governance arrangements
  • 6. Area Councils Area Council Commissioning Budgets: • £2.1m budget allocated equally by number of wards in the area (4 wards = £400k etc) but spent at Area level • Determined by Area Council to meet strategic needs of that area based on data, local intelligence & consultation information • Make use of non-traditional, VCS and Barnsley-based organisations • Commission on quality & social value rather than just price • Vital for members to have good grasp of datasets, local issues & performance issues of their projects
  • 7. Ward Alliances • Governed by the Ward Alliance Governance Framework • Shared influence and decision making between Ward Members and community representatives – elected member chairs the meeting • 3 Ward Members plus a minimum of 6 residents/local workers/businesses – but many have more • Determine local priorities and mobilise community-led & volunteer-led solutions • Small budget to support community action
  • 8. Ward Alliances Devolved Funding Ward Alliance Fund • £10k per ward (plus any carry-forward or any devolved funding from Area Councils – some areas dedicate some of the Area Council budget to the Ward Alliance) • Is determined by the Ward Alliance by consensus wherever possible & by majority vote if needed (elected members do not have the power of veto) • Addresses local priorities by enabling others to undertake social action and volunteer • 50% of available funding requires a volunteer match-funded element – was flexed through the pandemic
  • 9. • Launched June 2014 • Volunteering campaign - taking pride in where we live and mobilising social action • A strong, established brand for volunteering • Anyone can get involved • Gives volunteering the recognition it deserves Area Councils and Ward Alliances The Area Governance arrangements
  • 10. Building Positive Relationships A strong community leadership role for councillors
  • 12. Stronger Communities 2023-2024 (Full Financial Year) £615,993.31 13,816
  • 13. Stronger Communities 2023-2024 (Full Financial Year) 13,412 £4,873,265.53 £220,152.00
  • 14. Co-creating good health & wellbeing
  • 16. A new narrative From: - Passive recipients of our services - ‘Demand’ / problem neighbourhoods / negative languages - Needy - Needs analysis - Silos and institutional approaches - Independence To: - Co-creators of wellbeing - ‘Opportunity’ and ‘capacities’ a different language - Needed - Strengths / asset based - Collaborative - Interdependence
  • 17. Helpful adventures – co-creating health • Learning together – what do we know about the wellness of folk in this neighbourhood, what works what more can we do together – recognising we can’t do everything so testing and trying approach • Connecting – appreciating the totality of our gifts, paid / unpaid and spend more time together • Structural changes can help create conditions but it’s the cultural shift & mindset that real opportunity • 1 PCN – neighbourhood networks aligned to our area arrangements • Community health services – aligned to neighbourhood model • Alliance based working • Embedding wellbeing into broader strategy – housing, growth, inclusive economies and supporting leaders to draw on our neighbourhood arrangements ( Principal Towns Programme, Pathways to Work Commission etc) • Connecting the economy & wellbeing – Health on the High Street
  • 19. Economy and wellbeing Our Community Diagnostic centre in Barnsley Town Centre Development of a Health & Wellbeing Hub Understanding relationship between economic inactivity and health together
  • 20. Inclusive neighbourhoods – walking alongside community community Valuing all of our assets Neighbourhoods as primary unit of change Our alliances - Co-creation and co-delivery of campaigns Creativity & Wellbeing Saying thanks
  • 21. The VCSE Structure for Barnsley Health and Wellbeing Board ICB Barnsley & SY Barnsley 2030 (Main VCSE group) VCSE Strategy Group (Sub groups) Start Well Live Well Age Well Newsletter Alliances Newsletter Alliances Newsletter Alliances (VCSE groups can be in various alliances depending on their services / needs of their customers)
  • 22. Some of our Alliances Active in Barnsley Partnership Age Friendly Barnsley Alcohol Alliance Armed Forces Covenant Board Barnsley Best Start Partnership Barnsley School’s Alliance Cultural Education Partnership Environmental Alliance Evening & Nighttime Economy Good Food Barnsley Partnership Healthy Heart Alliance Homeless Alliance Inclusive Economy Board Mental Health Partnership Oral Health Improvement Advisory Group Positive Climate Partnership Sexual and Reproductive Health Alliance Tobacco Control Alliance VCSE Strategy Forum 3rd Sector Dementia Alliance And there are more !