Aim Present a resultant model of community development

Aim • Present a resultant model of community development at a locality level • That brings together – Behavioural change approach ( individuals) – Community building and development of social capital (Communities) – Coproduction ( services) Through and empowerment lens or asset base approach that clearly identifies the need for a localised approach

Tower Hamlets Locality Based Public Health 1. Quick introduction to need in Tower Hamlets ( 2 slides) 2. The importance of locality & development of Public Health Locality Managers ( PHLMs) - (1 slide) 3. Mandate for community development: The Health and Wellbeing Board priorities ( 1 slide ) 4. Department model 5. Community development model • Community Development programme commission ( input of vanguard pilot ) Social Movement for Life • Community insight network • Communities Driving Change 6. Can Do projects and the locality organisation - Brenda Scotland (5 mins)

1. Tower Hamlets 1. 2. 3. 4. Tower Hamlets has the lowest health life expectancy for both women (52 years) and men (54 years) in the country Tower Hamlets has the most deprived children and elderly population nationally. Tower Hamlets also has the greatest level of income inequality in the country Highly diverse population with almost 70% belonging to minority ethnic groups.

1. 2 Local variation and need 2007 IMD By Ward Deprivation Predictable geographical variation in death rates linked to deprivation…. Circulatory Disease Mortality Rates Increasing Deprivation

Spearhead £ INEQUALITIES n£ w To y h lt 9 -11 CAN a e H 200 DO’s PHLM Area based initiatives Somen & Esther ADs 2004 - 8 Ps A L LAA targets Levels of Locality work (PHLMs)that endured • 8 GP Networks • Health Trainers with CVS • Can Dos Programme – by CVS with community groups • Children’s Centres, Linkage Plus

So where are we now ? • Restructure • Cuts • Three teams – Healthy Environments – Healthy Communities – Life Course Team ( Children, Young people Middle age and older people ) - Healthy People

Tower Hamlets Health and Wellbeing Strategy 2017 -2020 5 Priorities: • • • Communities Driving Change Creating a Healthier Place Employment and Health Children’s Weight and Nutrition Developing an Integrated System Ø System leadership from Health and Wellbeing Board Ø A mandate to prioritise the work Ø Board engagement is strengthened through board champions and political members Ø THCVS and Health Watch for communities driving change

3 Teams 2. Environment /Service/ Care/ Supply/ Healthy Environments Team : 1. Control “TO” 3 Collaboration Pulling the circles together 2. Economic / Individual/ Self/ Need Life course Teams Healthy People: 1. confidence “FOR” 3 equality Public Health Aspirations 1. Connecting them to their Healthy Communities inner worlds USP what is unique Team to this sphere PHLMs: 2. Connecting the circles to their 1. Connection “WITH & BY Wider worlds 3. Participation 3. WHY ? Driving principles/outcome 2. Social/Community/ /Other /Demand Public Health Aspirations Key principles what REALLY underlies the work : control , connection and confidence

Pulling the domains together wider integration • • Social model of health Wider determinants Local And now … Through the empowerment lens Through asset based approach Health Creation. . New areas open up where domains overlap • And what pulls the circles apart ?

Model of Community Development Brokerage Approaches Se rv ic Su e/ C pp ar ly e/ al/ du ivi d Ind Nee Collaboration Equality Patient/ service user Coproduction rg e Us Re Asset Based Community Development approaches sid en pu t/C bl itiz ic e n/ Integration space ed Ne Peer Support Approaches Health Gain up o r Behavioural Change Participation Re sou Community/ Demand s rce Social capital Tiers

Add the empowerment lens – levels appear Equality Se Collaboration al/ du ivi d Ind Nee rv ic Su e/ C pp ar ly e/ Brokerage Approaches Empowerment Lens Lev el o 1. Personal empowerment & Behaviour change ion er Us Re sid en pu t/C bl itiz ic en Asset Based Community Development approaches / ed Ne Peer Support Approaches p ou gr Health Gain Participation Re Status Quo Community/ Demand s rce sou Level of community organisations Transformation pro d al son r e p t l of rmen e v Le owe p em Patient/ service user uct 2. Community organisation • Social Capital : • Bonding • Bridging and • Linking 3. Co production • Descriptive – • transformative f co Tiers

Model • • Small and local Health Creation Asset based Under pinned by our Public Health Aspirations

Communities Driving Change Commissioning • PH found £ 1 m from not re-commissioning Health Trainers, Can Do , Food Growing and others to develop a specification to deliver Community Development Programme • Specification is not co produced but delivery is expected to be • Based on principles coproduction • Working with partner on the specification influenced the specification to be locality based as this was where it was possible for partnerships and consortiums to be formed • Supported by Vanguard projects – Social movement for life – Community researchers – CEPN on assets based approached

What is Can Do • Community development programme launch in 2009 • Resident led • Public Health outcomes • Operates in four localities • Supports individuals with project ideas aroudn healthy eating physical activity, mental wellbeing and environment

KEY AIMS of the Can Do programme: (1) Improve public health / challenging obesity (2) Identify and develop new community leaders / activists (3) Establish new & sustainable healthy lifestyle activities (4) Empowerment to help change the ‘mind-set’ regarding taking responsibility for health from the “grass-roots” up

The Can Do Partnership – locality based The programme is delivered by 4 partner organisations working in localities NW Locality ~ Osmani Centre SW Locality ~ Island House NE Locality ~ Bromley-by-Bow Centre SE Locality ~ Island House

Can Do PRINCIPLES: Grass roots & community led Accessible & easy Personalized & supported Sustainable & v. f. m. Monitored & evaluated Celebrated & shared

Can Do in 2015 & 2016: • 4 new local Community Assessment Panels set up, 35 panel members trained and active across the 4 localities • 52 new projects supported in 2015, and • 50 new projects supported in 2016 46 projects set up encouraging “Active Lives” 6 projects set up encouraging “Active Travel” 23 projects set up encouraging “Healthy Eating” of which 8 projects were “Food Growing” 12 projects set up encouraging “Improving Environments” And new for 2016: 15 projects set up targeting “Mental Health & Wellbeing” • Over 2, 500 participants in Can. Do projects in 2015 & 16 • 80+ volunteers undertaking free Training Courses in: # Food Hygiene # Project Management & Fundraising # First Aid # Gardening & Growing # Web design

So from 2009 -2016 … (over 8 years) … • Over 428 new Can Do Community Projects have been supported across Tower Hamlets; • £ 193, 000 invested directly in setting up new projects over 8 years • Over 10, 000 people have participated in Can Do projects to date: • 235 new projects encouraging regular physical activity • 102 new projects encouraging more walking & cycling • 116 new projects encouraging Healthy Eating • 33 new projects encouraging local Food Growing • 20 new projects improving the local environment • 15 new projects targeting Mental Health & Wellbeing

Impacts of the Can Do Programme Impacts related to health and well-being of project participants • Increased health related knowledge and understanding of what constitutes a ‘healthy life’ • Increased interest in physical activity and motivation to engage in it • Changes to health related behaviour directly related to projects • Changes in areas of life not directly related to projects • Impacts on attitudes and diets of participants and their families Impacts related to community, social and environmental changes • Participants extended their social networks, made friends and met new people • Reduced social isolation by bringing people together • Bringing communities together - creating a better social environment and increasing understanding and solidarity amongst different groups in the community • Increased confidence for participants and grant winners. • Development of local community leaders SWEMWEBS scores improved NLH Partnership Ltd 2011

SWEMWEBS results