Localism & Decentralisation
No two communities are the same. Each differs in its needs and priorities, as all are distinctive in their own economic, social and cultural way. Consequently different communities require different levels and types of services and support if outcomes are to be maximised.
Perhaps counter-intuitively, the flexible allocation of services and resources across different communities can be more efficient and create savings. Resources can be freed up where they are not needed or be increased where need requires. Furthermore, innovation in the use of resources at the local level can create savings within and between organisations.
To be successful, localism requires information and intelligence at the right level, strong partnership working, and the ability to take appropriate decisions at the local level. To be sustainable, it must also be seen to contribute to wider strategic agendas and generate value for money.
A significant benefit of localism is a closer engagement with the communities being served. Decisions are taken closer to local people, who view them as more relevant, and feel more able to exert influence over those decisions. Improved levels of engagement generate better information and intelligence and can improve decision-making. Strong engagement can also build capacity within the community to undertake change for itself, beyond service provision.
MGA are industry leaders at developing different models of localism. Examples of our work include:
Neighbourhood Working and Neighbourhood Management
Under the last Government, working in a more effective, joined up way at the neighbourhood level became an important method of local service improvement and widely utilised. This shows no sign of lessening, with the neighbourhood seen as the key building block for the Big Society. This is because communities more naturally associate (and therefore get involved) within a neighbourhood setting rather than at bigger geographies such as area, borough or county. Furthermore, many of the issues communities prioritise are best resolved at the neighbourhood level.
MGA offers some of the most relevant and hands-on practical experience of developing and delivering neighbourhood management programmes. Examples of our previous work include:
Our experience and knowledge means that we can offer a full menu of neighbourhood working approaches to suit a wide variety of needs and contexts. In particular we have extensive experience of delivering neighbourhood management approaches, from design, to implementation and evaluation.
Community Infastructure & Mutualisation
If communities are to contribute effectively to the new agenda, they will need equipping with knowledge to form associations or more formal entities such as community anchor organisations, places and spaces to meet and undertake activities, and support to get things right. If public sector staff are to take over the running of their services forming mutuals, the same applies. Sustainable community organisations operating as enterprises help establish the foundations for communities to step forward and play their part.
Given the financial climate, the key challenge will be to enable and support infrastructure in a way that is both cost effective and sustainable. This will require innovative and holistic approaches ensuring the biggest possible impact at the lowest possible cost, wherever possible bringing new resources both cash and in-kind into play. MGA can facilitate these processes by building trust and robust models so that ventures can be delivered to encourage social change – real ‘win-wins’ for the community and Councils.
CASE STUDY
Pepys Community Infrastructure, LB Lewisham
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