SUZANNE HILTON AGE UK BOLTON Suzanne reflections on

  • Slides: 26
Download presentation
SUZANNE HILTON AGE UK BOLTON

SUZANNE HILTON AGE UK BOLTON

Suzanne- reflections on achievements Personal • New relationships- trust • Opportunities to share information

Suzanne- reflections on achievements Personal • New relationships- trust • Opportunities to share information & ideas with “bright sparks” with shared values but different lenses • The power of “together” • Space for thinking and talking “round and through” challenging issues • An opportunity to think a fresh & connect my old & new worlds of work My organisation • Enhanced profile for older people’s issues & Age UK • Opened up opportunities for new collaborations- working together • Amplified voice and credibility (CBA) • Proactive engagement as strategic & delivery partner • Meeting with key influencers and policy & decision makers • Increased interest & support from national charity- Prospectus & CBA work • Doors I’m pushing against opening more easily

Collectively • Not just us mentioning “us” now! • Some way off but moving

Collectively • Not just us mentioning “us” now! • Some way off but moving to parity of esteem- strategic as well as delivery • Recognition public sector doesn’t have all the answers- time to do things differently and value creativity of our sector and trust of communities • Seats on key strategic boards and agreement to secondments • Infiltrating the language- “Communities of identity/experience” “Reform of services for the public” – starting to understand & see the difference • Driving innovation and professionalism in our sector – Need to adapt too • Thinking beyond the organisation • Co-design and hopefully co-production. Development to implementation • The Mo. U & investment! But needs to go beyond health & social care • Success in 2019 - Expansion of the sector’s contribution. (Longer term -better more accessible, VFM services for local people and a more resilient VCSE sector)

MICHELLE SCATTERGOOD BREAKTHROUGH UK

MICHELLE SCATTERGOOD BREAKTHROUGH UK

Michele Scattergood Reflections - Achievements Personally - ? ? New connections with colleagues have

Michele Scattergood Reflections - Achievements Personally - ? ? New connections with colleagues have been valuable. My time available to group has been limited Professionally –we are starting to be recognised as some of the ‘go to’ people and organisations for devo/VCSE issues

Reflections - Achievements For Breakthrough – connectivity into the GM /devolution agenda. Pleased with

Reflections - Achievements For Breakthrough – connectivity into the GM /devolution agenda. Pleased with our impact Taking Charge conversations – we were quick and effective in engaging with our community Collectively – significant step change in how the VCSE is perceived – certainly within H&SC devo.

What will success look like 2019 ? Influence/ shaping agendas at Boards/ committees on

What will success look like 2019 ? Influence/ shaping agendas at Boards/ committees on which we have representation? (Not just about attending ) ? Influencing commissioning ? Significant investment into VCSE via new partnerships/ commissions to deliver services and work with communities ? Influence in all arenas expansion beyond H&SC

SIMONE SPRAY 42 nd STREET

SIMONE SPRAY 42 nd STREET

Big Problem(s) • Mental health and wellbeing of our young people- inequality “Need is

Big Problem(s) • Mental health and wellbeing of our young people- inequality “Need is rising and investment and services haven’t kept up” Simon Stevens, CEO of NHS England -March 17 th 2015 Future in Mind • Child poverty- the changing picture of poverty- 1. 6 million people (nearly half the population of Greater Manchester) sliding into deeper poverty. Manchester 4, Oldham 20 - inequality

Single Service, Single Issue Interventions vs Systems Thinking

Single Service, Single Issue Interventions vs Systems Thinking

Dream Vision 5 years 10 years 20 years me, my family, my organisation, my

Dream Vision 5 years 10 years 20 years me, my family, my organisation, my sector, my city, regionally, nationally, internationally

Mental Health best and worst • 1. 2. 3. 4. 5. 6. 7. 8.

Mental Health best and worst • 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Best Joined up planning and inclusion of partner thinking Tameside Partnership Recognition of the service user experience and designing services around them within financial constraints- Manchester CAMHS and Tameside , Salford Leaders that take the time to actively listen to service users and build this into design, continuous improvement and evaluation GM Team (yet to see reports) A systems approach that generates, rewards and encourages innovation – theory of change in commissioning? Recognition that VCS, ES services are integral to pathways and choice Tameside CAMHS, Trafford, Salford Where choice is respected for the service user that improves quality and impact and increases funding – current reporting- could be much better Where systems and infrastructure are recognised as a critical part of the service engagement, that they have a cost and a huge benefit –anywhere? Where research and bespoke evidence is used to shape service priorities and design, locally, regionally and nationally- Df. E transition research, We ell You, Salford Jewish community Where decision makers recognise the replicability of a local service/programme- Trafford Where services pre-empt change and think of this in terms off how their beneficiaries can be better supported across the system our Service model Where there is recognition of the issues around supply and demand- not asked for where it is clear which issues can be tackled at scale, e. g. schools, self-arm, new technology and where local responses are required e. g. community identity • 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Worst Tokenistic consultation- that still takes up a lot of time-QUIN targets and cuts MCCG Decisions based on financial drivers MCCG AMHS Leaders that do not get out into the field An approach that entrenches silos and creates unnecessary competition within and between sectors and organisations and that do not allow for development and growth unless its built into a CQUIN Where a one size fits all mentality negatively impacts on outcomes A feeling that VCS and ES are not joined up to pure NHS delivery but can add to numbers and be a heap option or sweetener but data and impact is missed- previous reporting Where systems and infrastructure are seen as areas for cost cutting and savings-nowhere? Where evidence other than the benchmarked national standards are all that drives delivery and the focus is very localised- IAPT Where smaller services are assumed to be only capable of being smaller services or their ideas remaining under-utilised. Where services refuse to embrace change and remain outside of the system- too often…. Where there are drives for increased numbers or awareness but no recognition of the expectations this can raise – stigma campaigns, CSE awareness Where there are lots of repetitive plans that don’t talk to each other or share resources

I’d like to be able to say Greater Manchester lives and breathes equality; it

I’d like to be able to say Greater Manchester lives and breathes equality; it doesn’t matter where you are born, what circumstances you were born into or what your background is, Greater Manchester welcomes you to contribute and supports you to succeed. 20 years ago this took being brave enough to do things differently, to share leadership, to listen to real experience and to break from the traditions. Greater Manchester made a decision to invest in the long term, to see prevention as an ethical and economical no- brainer and to build on the incredible assets that had already made us pioneers. 15 years ago we began to feel that we were re-building Greater Manchester, that we had a strong identity, grounded in our roots and heritage, celebrating our diverse culture and seeing the benefits of an integrated health, social and cultural sector. 5 years ago it was clear that Greater Manchester had proved that equality is not the destroyer of economic growth but the catalyst, that individual pride, good health, happiness and a sense of being able to succeed drives cultural and economic prosperity. My daughters will be 28 and 43 in 20 years time, I hope they have travelled the world and decided that Greater Manchester will always be where their heart is.

Second Lock in Achievements for the past year ü Equality is part of the

Second Lock in Achievements for the past year ü Equality is part of the narrative of VCSES and wider narrative of Devolution- but there’s still more to do, a narrative is not enough, does it feel like inequality has shifted ü Has Brexit and the voting in GM reflect a GM that does not welcome everyone’s contribution- is this inked to inequality? ü Does GM support everyone to succeed? ü There have been some examples of being brave enough to do things differently, sharing leadership, listening to real experience and to breaking from the traditions. –, representation at strategic groups , the Reference Group, GMCVO and VSNW new working arrangements, young people being engaged differently, the Mo. U ü The prevention agenda is seen as political and economic no-brainer and there is commitment in the system to build on assets but I am not sure the no-brainer has been thought through enough to recognise the difference between resilience building and genuine early intervention and prevention (particularly for Mental Health and young people) ü I have seen a renewed pride in our pioneering identity and looking to our strong sense of community to drive this e. g. narratives around social movements, but there is a long way to turn the narrative into action- and is that what the leaders actually want? Disruption? ü I have not really seen the cultural devolution link with the economic and social devolution- we need to work on this ü My girls have done a bit of travelling and they do love Greater Manchester!

Second Lock in ONE thing that success would look like for the Reference Group

Second Lock in ONE thing that success would look like for the Reference Group and sector in January 2019. “A similar shift in the relationships between the VCSES and businesses and communities that we have seen with the VCSES and statutory services; not just in relation to the architecture of devolution, but by bringing alive real examples of where equality is being tackled and more inclusive growth is taking hold, told by the people themselves in away everyone can understand”

BEN GILCHRIST ACTION TOGETHER

BEN GILCHRIST ACTION TOGETHER

Greater Manchester Cancer Vanguard Project 2 Citizen-led social movement Our Aim To catalyse and

Greater Manchester Cancer Vanguard Project 2 Citizen-led social movement Our Aim To catalyse and connect a citizen-led social movement for cancer prevention by working through the voluntary sector. The two main objectives for this project are: • To develop a network of 20, 000 cancer champions over the course of the three years. • To explore the use of digital technologies including social media to support the development of a social movement and mass involvement across the entire cancer prevention spectrum that is ultimately self-sustaining. Our Focus • Supporting, harnessing and connecting the energy of the voluntary sector and GM citizens which is currently centred on cancer research, treatment and survivorship • Understanding what motivates people to make lifestyle choices • Drawing on the intelligence of communities that face health inequality • Identifying ways to help change happen and scaling up collective action and campaigning • A fully engaged population – taking ownership and responsibility for their health and wellbeing • A new relationship between citizen, state and society – at the heart of devolution 18

Greater Manchester Cancer Vanguard Project 2 Citizen-led social movement Progress and Impact • 15

Greater Manchester Cancer Vanguard Project 2 Citizen-led social movement Progress and Impact • 15 social movement champions identified to work in local high need communities on cancer prevention messaging. • Mapped existing and historic GM cancer champion activity. • 15 workshops held with GM voluntary sector cancer groups to co-design the social movement • 148 individuals engaged from 71 organisations including grassroots groups, charities, voluntary sector leaders and system leaders. • Two expert reference group meetings held with 10 cancer charities and cancer champion leaders to draw on expertise, assess progress, build connections and shape and steer the development of the work • Mapping of training and learning resources and opportunities for champions with particular discussion of maximising digital technology options and opportunities. • Case studies for champions, blogs and publicity material developed to support recruitment and programme development activity. • New work to embed digital approaches as part of the citizen-led campaigning activity for cancer prevention. • Launch event 13 th January and media coverage. Success in 2017… learning from social movement work, strengthening it and ensuring inequality and equalities impacts throughout our work particularly making engagement real 19

ALEX WHINNOM GMCVO

ALEX WHINNOM GMCVO

Achievements • Personal – new choir • Professional – getting better at delegation –

Achievements • Personal – new choir • Professional – getting better at delegation – and a little bit better at Twitter • For GMCVO – some evidence-based influence on GM thinking about the economic model and how to achieve a more inclusive city • Collectively – health and social care MOU

One tangible indication of success For the Reference Group – • An MOU signed

One tangible indication of success For the Reference Group – • An MOU signed jointly with the VCSE sector by the GMCA and the new Mayor

JO WALBY BIG LIFE GROUP

JO WALBY BIG LIFE GROUP

Reflections on 2016 achievements & progress Personally – Teamwork! Collectively - Credibility! Professionally &

Reflections on 2016 achievements & progress Personally – Teamwork! Collectively - Credibility! Professionally & for our organisation

1 x Tangible Success for 2019 Multi-partner, community based, significant and integrated public service

1 x Tangible Success for 2019 Multi-partner, community based, significant and integrated public service programme/service across more than 1 GM area that makes a real difference and improvement to people’s lives: • Led by the 3 rd Sector and including statutory delivery • Real example of doing things differently due to devolved powers • Addresses inequality and gaps – delivered to scale

CHRIS DABBS UNLIMITED POTENTIAL

CHRIS DABBS UNLIMITED POTENTIAL