Agenda item

Martin Hughes, Head of Neighbourhoods, and Leanne Dudhill, Service Manager (Human Resources), to present the refreshed Thriving Neighbourhoods Strategy, including strength-based approach

Consideration was given to a presentation of the refreshed Thriving Neighbourhoods Strategy presented by Martin Hughes, Head of Neighbourhoods, and Leanne Dudhill, Service Manager, Human Resources. The refreshed strategy included a strengths-based approach. The presentation offered a six-month update on the ward priorities and how these linked into the strategic aims. These aims sought for ‘Every neighbourhood in Rotherham to be a thriving neighbourhood, where people are able to work together to achieve a good quality of life.’ Further, the Strategy worked toward ‘Ensuring communities are at the heart of everything we do to make people feel happy, safe and proud.’ The Strategy sought to achieveneighbourhoods that are safe and welcoming with good community spirit; and residents who are happy, healthy and loving where they live, with the opportunity to use their strengths, knowledge and skills to achieve what is important to them.

The Strategy provided a framework for key actions:

•       Enhance the role of Councillors as community leaders

•       Ask and listen to communities about the things that matter to them

•       ‘Work with’ communities rather than ‘doing to’

•       Build on the strengths and assets within our communities

•       Empower communities to do things for themselves

•       Support people from different backgrounds to get on well together

•       Build trust and pride

•       Promote early intervention and prevention

•       Improve services that are personalised and flexible

•       Find local solutions to reduce the impact of the cost-of-living crisis

A consultation was live to ensure communities have a say in various aspects of how the Strategy is delivered, including promoting the Strategy, role of Councillors and Neighbourhood Working; informing the delivery of the strategy and an Equality Assessment – to be presented at Improving Places Select Commission (July 2023); informing Councillors ward priorities – updated June 2023; delivering events across all of Rotherham’s 25 wards; engaging in discussions with communities with protected characteristics; and online survey for the Consultation.

Place-based approaches were being used in the Strategy Delivery. This included a role for Councillors, council services, police, Primary Care Networks, Parish Councils, community groups, residents and others working collaboratively within a neighbourhood to tackle local priorities. These priorities were:

•       Environment – including street scene, parks and green spaces

•       Community safety & ASB

•       Community resilience & infrastructure, including cost-of-living

•       Children and young people

•       Transport & road safety

•       Cost of Living

•       Physical & mental health and well-being

•       Ward Plans – Rotherham Metropolitan Borough Council

The diverse roles of Councillors within the University of Birmingham’s Twenty-first-century Councillor were described, as well as the Strengths-based Approach. Within the authority, the personal assets were the strengths, talents, skills, and local knowledge. Community and neighbourhood strengths included spaces, networks and services. The Strengths-based approach recognises and builds on the skills, resources, knowledge, experience and heritage within our communities and empowers residents to find creative solutions to the local issues that matter most to them. A partnership training programme on the strength-based approach is in development.

As part of this approach, Rotherham Metropolitan Borough Council has the following aims.

•       Place communities at the heart of everything we do.

•       Always ask and listen to ensure we are addressing the things that matter to residents.

•       Be innovative in how we involve residents so that it maximises their skills and knowledge.

•       Problem solve collaboratively with communities.

•       ‘Work with’ communities and not ‘doing to’ them.

•       Identify and support the motivation to act within communities.

•       Nurture relationships within neighbourhoods.

•       Build the capacity and resilience of the community and local community organisations.

A reflection on accomplishments during the pandemic response included the following points:

•       1,286 people offered to volunteer.

•       During the first 12 months of the pandemic over 1,000 households supported with prescription collection, shopping and befriending calls.

•       Helped to deliver 5,284 food parcels and 1.5 million items of PPE.

•       Numerous community organisations were established and existing ones expanded to develop new services.

•       Rotherfed set up a Befriending Service staffed by volunteers and created the Befriending Services Network.

The example of Sunnyside supplies was provided as a social supermarket which was working to help people with a variety of needs. Ward Councillors and council staff helped set up and now work alongside Sunnyside Supplies community group to provide a Social Supermarket and Community Café.

This essential service is providing healthy, affordable groceries, a range of valuable volunteer roles, and a much-needed place to come together for those who are lonely or socially isolated, including single-parents and older people.

Delivery and transformation involved a big element of learning and development for the workforce. Raising general awareness was a current aim to increase understanding of the importance of the Strengths-based approach in helping people to live well for longer. This approach would aid in the delivery of the Health and Wellbeing Strategy in the following ways:

•       Ward priorities/plans are helping to deliver the four Aims and Strategic Priorities.

•       Board membership / organisations informing future ward priorities – data, local intelligence, inequalities, etc.

•       Place-based working - Strengthen partnership working within neighbourhoods; focus on early intervention & prevention.

•       Strengths-based working – helping communities to help themselves; joint training and development.

In discussion the following points were raised:-

-       The importance of case studies to get a picture of work across the borough was emphasised.

-       It was felt that events arranged around bringing people back together had been excellent.

-       Partners had been impressed by the progress in learning and development that was creating a cultural competency.

-       It was felt that the Council had come a long way to a strong place of partnership and joined up working.

Resolved:-

1)    That the report be noted.