The Enabling State Challenge

Meet the Winners ENABLING STATE CHALLENGE AWARDS CEREMONY 25 November 2015

The winners

To find out more about our winners visit their website or follow them on twitter.

Durham County Council www.durham.gov.uk @DurhamCouncil

South Yorkshire Housing Association www.syha.co.uk @SYorksHA

Community Catalysts www.communitycatalysts.co.uk @CommCats

Club Soda www.joinclubsoda.co.uk @joinclubsoda Envision www.envision.org.uk Cartrefi Cymru @envisionUK www.cartrefi.org @CartrefiCymru

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Foreword

For over 100 years the Carnegie UK Trust has been supporting and advocating for community-led and ‘bottom-up’ approaches to decision making and development.

Our Enabling State journey started in 2012 with the aim of describing the shift that we were beginning to see in the delivery of public services: a shift from a welfare state to an emerging enabling state. This shift is characterised by a recognition that traditional ‘top down’ approaches can no longer solve the complex social problems that we face as a society and that the state needs to play a more facilitative and enabling role which empowers individuals and communities to have more control in order to improve their own and our collective wellbeing.

Progress towards this shift is occurring in a piecemeal way which reduces the potential for transformative change and increases the risks that we leave behind the most vulnerable in our society. The 8 steps set out in our Route Map to an Enabling State provide a guiding set of principles by which this shift can be accelerated whilst mitigating against some of the risks.

The Enabling State Challenge was our contribution to moving the rhetoric into a more practical reality by highlighting and showcasing the enabling approaches already being adopted and practiced across the UK. We were pleasantly surprised at not only the number of applications we received but at the high quality of the projects and the impact they’ve had which left us with the challenging but enjoyable job of short-listing and then selecting the winners.

We were delighted to come together on 25th November, the birthday of Andrew Carnegie, to celebrate the excellent work and passion of our winners in empowering individuals and communities to have more control over improving their wellbeing.

Jennifer Wallace Head of Policy, Carnegie UK Trust

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The Enabling State Challenge Process

Launch May 2014

APPLICATION CRITERIA

3 minute video

Demonstrates 1 or more of the 8 steps

Innovative

Partnership working

Learning and transferability potential

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21 122 shortlisted entries reviewed by received expert panel

6 WINNERS selected by expert panel to each receive £5,000 Public vote opened in September for 1 month

winner of public vote

to receive additional £5,000 revealed at the event

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winner Club Soda of public CLUB SODA vote

Club Soda is a social business “People want to stick and healthy lifestyle brand around a community that created to help people change will support them in the their drinking whether they want long term and share with to cut down, stop for a bit, quit other people advice and or stick. It is based on behavioural ideas as part of them change science. keeping to their goal.” Club Soda aimed at the 1.8m people Team Member, Club Soda in the UK who drink above the recommended amount, and want drinkers but no support for those to change their drinking. Excessive who weren’t dependent and didn’t drinking is not an easy issue to identify with the label ‘alcoholic’. talk about with close friends or work colleagues as there can be It launched in January 2015, with huge stigma and embarrassment. the help of a Cabinet Office start-up Moreover, there was limited loan and since then has gained over availability of appropriate support 3000 members across the UK as and services to help people well as internationally. undertake a self-guided journey to change their drinking was limited. Club Soda is about empowering There were a number of services people to choose their own goals and support aimed at dependent in relation to their drinking and bringing people together to support each other in achieving their goals. “People choose their own It does so through providing online goal. It’s really important (community rooms to chat, buddy to us, because telling matching, connecting individuals people that the only way with experts and perks) and is quitting is actually a also friendly socials, supportive barrier to people making workshops, and inspiring events. any changes.” Team Member, Club Soda

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“It doesn’t tell me what I have to do, it gives me a space to work out what would be good for me to do. It helps me work through how I’m going to go and do it.” Member, Club Soda

The approach of bringing people “I realised that if we were together is based on evidence commissioned, they shape which shows that individuals are the service rather than more likely to succeed in their drink our members shape the related goals if they use more than service, which I wasn’t one behaviour change technique really happy about, because at a time. Their success is further they would want it shaped improved if they have access to around what they think the social support (both practical outcome should be, rather and emotional) and the ability to than the outcomes of compare their drinking (both current individuals.” and hoped for) with others and Club Soda team practice their new behaviours in normal social situations.

After all, we get drunk together, Good practice example of so why should we have to get sober alone? Enabling State steps

Step 3 Helping people to help “We’re collaborative, each other we’ve worked with other people in the sector and Step 8 we’re not anti-alcohol A focus on wellbeing and we’re pro-pub.” Team Member, Club Soda

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Cartrefi Cymru

Floating Support Service

Cartrefi Cymru is a not-for-profit organisation established in 1989 by a group of parents and activists. It aims to support people in Wales living with disabilities, autism, challenging behaviour and older people to live their lives at home and in their community. “(Our approach) allows Carftrefi Cymru’s Floating Support people to live the lives they Service supports people with want to lead.” learning disabilities in the rural area Support Worker, Cartrefi Cymru of Brecon in Wales. Previously, the floating support service had been delivered in a traditional top down This new approach moves away way via a set number of hours from the previous model of set governed by care plans i.e. specific hour care plans and adopts a more tasks, on certain days within set flexible model of care which is amount of hours. At the time the focused on the desired outcome of service was providing a set 200 the service user. Care and support hours of care a week, supporting are tailored to the requirements approximately 38 people in Brecon. of each individual, as requested by them in their own words, when Faced with funding cuts from they need it. This new way of the Government in 2013, the working has enabled people to organisation decided that rather move from a dependency on the than reduce its service and therefore floating support service to become the number of people it supports, it more independent, have a better would review its approach. Greatly understanding of their rights to supported by the Supporting People decide what support they want and Team at Powys Council and working closely with service users and other stakeholders, Cartrefi Cymru “I’ve got more independence, designed a more person-centred, I don’t phone all the time.” bottom up approach. Service user

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“I think the penny dropped with me about oh, four weeks into our recording demands and I thought ‘my goodness, we’ve held people back for such a long time’. And I feel quite passionate about it because Good practice example of I can see now how people Enabling State steps are really doing things.” Manager, Cartrefi Cymru

Step 1 Getting out of the way when, and become more involved in the local community. In addition Step 2 to this, opportunities created by Give permission Cartrefi Cymru have enabled service Step 3 users to support one another in a Helping people to help way that they weren’t doing in the each other previous top down approach. Not only did the state play a supportive Step 4 role in the design of this new Giving people help to approach but it has also created do more the space for this new flexible and preventative way of working. This Step 5 new approach led to an increase in Giving people rights the number of service users from Step 6 38 to 60 – whilst absorbing a Making enabling the reduction in support hours. ‘new normal’

Step 7 “They (Powys Council) Investing in disadvantaged were our mentors if you communities like… They worked very closely with us all the Step 8 way through.” A focus on wellbeing Manager, Cartrefi Cymru

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Community Catalysts

Worcestershire Micro-Enterprise Project

Community Catalysts is a Social “Local is key to us in these Enterprise and Community Interest projects…local knowledge Company established by, and is absolutely key to them working in close partnership with, the being successful.” charity Shared Lives Plus. Team Member, Community Catalysts

The Worcestershire Micro-enterprise Project is a partnership between The project is run by community Community Catalysts, Worcestershire catalyst Chris Clarke who is County Council and local people. supported by an advisory group of It started in 2013 as a small pilot representatives from the council, with a focus on Evesham, Pershore local agencies and the community. and Upton and since 2014 has been Chris has two main roles: extended to cover the whole county. • Providing help, advice and The project aims to help local people information to people with to support other local people on a good ideas for a new venture very small and human scale and is or enterprise. Helping them to underpinned by 2 core beliefs: understand the care world, link with statutory agencies and 1. People who need help to live their lives (e.g. people who are think about the quality and older, disabled or have a health sustainability of their venture. condition) should have a choice of • Working with the council to help small, local, high quality services them to understand and address and supports. the barriers faced by community 2. With the right help, local people ‘care’ ventures and to create new have the skills and motivation to systems for the future. establish new enterprises and ventures that can offer these services and supports. “It’s been a really positive partnership. It’s been this joint “We don’t want to be ambition, this joint passion, a long-term solution… expectation, this trust to we want something left work together on problems. behind where people can I think that’s its success, is support themselves.” moving forward together.” Team Member, Community Catalysts Team Member, Worcestershire County Council

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“I remember reading one of Good practice example of the case studies we’ve had Enabling State steps and I though oh goodness, that’s the real impact, that’s really worth it when Step 1 people come back and say Getting out of the way I was at home and I wasn’t doing much and then I went Step 3 to this organisation and it Helping people to help changed my life. That’s the each other stuff we’re doing it for, for those people.” Step 4 Team Member, Community Catalysts Giving people help to do more

Step 6 The community enterprises and Making enabling the ventures offer support in really ‘new normal’ flexible (and often unusual) ways and with an emphasis on putting Step 8 people first. Examples include A focus on wellbeing enterprises that support older or disabled people to socialise, learn skills, keep fit or get a break from their caring responsibilities.

Since the project was launched Chris has nurtured 68 community micro-enterprises and ventures. “With a bit of support and Between them they have capacity encouragement it’s amazing to support 1,712 people. They what can happen. It’s not all have also created 98 jobs and 175 about money or anything like that, it’s about someone volunteering opportunities. believing in you and someone giving you some time with your idea.” Team Member, Community Catalysts

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Durham County Council

Macrae House Community Centre

Between April 2012 and March 2015 Durham County Council (DCC) “It’s not just us deciding if carried out one of the largest asset we’re going to let you take transfer programmes in England. the building on, it’s you deciding if you want to The programme has supported a take it on.” network of sustainable community Support Team, Durham County Council buildings, put control into the hands of local people and enabled communities to find solutions to local and individual needs. The Macrae House Community Centre, in Murton, has been With support from the Council, highlighted by the Council as a stand- local groups have built capacity, out building within the programme. strengthened governance and Prior to asset transfer, the building developed robust business plans, was only used by 6 people for a cash-flow forecasts, policies and weekly bingo session. In 2013, a procedures to ensure they can be group of local people requested to viable and fit-for-purpose to support take on the building on a 30 year full their communities in the future. repairing lease. The group worked A key feature of the programme with DCC, Durham Community has been the hands-on help and Action, East Durham Area Action mentoring provided by council Partnership, East Durham Trust, East officers and partner organisations. Durham Homes, Locality, Cranfield Trust and other community centres, to gain advice, guidance, mentoring and learn from best practice in “If you look at the summer, order to run a relevant and enabling obviously we had all the community centre. kids in, but everything we’ve got from September is what the mams, the kids, and everybody else has decided they would like to see running.” Volunteer Manager, Macrae House

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The centre now has over 150 people using it weekly and successfully “I think having a council runs many projects that fully that’s willing to be engage the community. The innovative and learn men’s CREE – a men’s health and and find solutions to what wellbeing project similar to Men’s is coming up has been quite Sheds – attracts previously ‘hard crucial.” to reach’ individuals who often fall Support Team, Durham County Council between the gaps of other service provision. They take part in various activities and socialise with others reducing isolation. ‘Murton Mams’ Good practice example of has provided opportunities for Enabling State steps women to come together for a range of activities which have increased their skills, confidence and helped Step 1 some to secure employment. The Getting out of the way personal journeys of those involved in the centre have, in many cases, Step 3 Helping people to help been life changing. New skills have each other been learnt, self-confidence raised, an increased sense of well being Step 4 enjoyed and many people actively Giving people help to engaged in numerous social and do more fitness activities. Step 5 Giving people rights

“I mean, as much as there’s Step 6 been money for investing Making enabling the in buildings that’s almost ‘new normal’ an aside. That’s just like housekeeping almost. I think Step 7 it’s been all those other Investing in disadvantaged things and the growing bit. communities Having people there to help grow the groups and to Step 8 help them take it on and be A focus on wellbeing sustainable.” Support Team, Durham County Council

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Envision

Community Apprentice

Envision is a charity established in 2003 by four young people “They (Envision) allowed with the aim to inspire and enable us to do what we wanted young people to solve social and to do, and they helped us. environmental problems. It’s based They didn’t carry us along, on the belief that all young people but they helped us find our have their own potential to make own way along. So I think an impact. they found the perfect balance of not carrying Envision’s Community Apprentice you, but helping you find programme is an interschool your own way.” competition for 16-18 year olds Community Apprentice Participant operating in Birmingham, Bristol and London. The programme is based loosely on The Apprentice The Birmingham programme TV series and challenges teams of partnered with 20 schools to young people in schools to identify identify the students who would problems in their local communities benefit most from this volunteering and make the biggest impact opportunity. possible in solving them. During this process the young people are The young people themselves developing and demonstrating that decide what they want to change they have the qualities which mark and how they want to change it. them out as change-makers. Over 10-months they are guided and supported by the team at Envision and organisations and business “We find that some of the within the local community to large companies, especially develop and implement a successful we’ve found construction change project. Throughout the companies and those which programme young people develop are quite visible in the a portfolio of employability community, they’re really keen to help community skills including communication, focused projects like ours.” resilience, planning, problem solving, leadership and empathy. Staff Member, Envision They graduate with a competencies

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profile setting out examples from the programme to demonstrate “From the Cabinet Office side, I think because of the these qualities in the future. youth social action fund, All of these competencies are it was quite impressive developed through the practical for them… I think they challenge of tackling problems were quite drawn to young people identify in the local the fact that actually it community. Projects range from was young people who actually identified a need developing healthy eating classes in the community, and then for primary school children to identified how can they renovating the grounds in an old make an impact, who were people’s care centre. they going to reach in their The programme not only aims community…” to enhance young people’s Staff Member, Envision employability potential, but it also builds a culture of participation, equipping the next generation to build a better society for all of us. Good practice example of The programme was the subject Enabling State steps of a rigorous Randomised Control Trial carried out by the Behavioural

Insights Team at the Cabinet Office Step 2 who stated there is, “compelling Giving permission and robust evidence that young people who take part in Community- Step 3 Apprentice develop some of the Helping people to help most critical skills for employment each other and adulthood.” Step 4 Giving people help to do more

Step 7 Investing in disadvantaged communities

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South Yorkshire Housing Association

EatWell

The South Yorkshire Housing “We found that our Association (SYHA) works with its approach to EatWell really customers to settle at home, live captured the hearts and well and realise their potential. minds of our staff, and In October 2014 they ran a 5 month, through that, they were customer-led, healthy eating project able then to work with our EatWell funded by Public Health customers.” England. The project is centred on the Staff member, SYHA New Economics Foundation’s ‘5 Ways to Wellbeing’ framework and aimed Central to the EatWell project was to support people to develop healthy SYHA’s innovative approach to co- eating habits, improve their diets and production. The project has been reduce the number of takeaway and coproduced at every level with its ready meals eaten in areas of Sheffield intended beneficiaries, from working with the greatest need. with participants to co-design all elements of the project to working with participants to facilitate their “With co-design, nurturing role in co-delivering the project. all sparks of interest, and The project also used a scaled investing time, making people model of coproduction to ensure feel confident and valued the project achieved influence at an enough to participate.” individual, community, city-wide and Staff member, SYHA regional level. Handing the lead over to customers resulted in a health and wellbeing project that had a “We pride ourselves on fundamentally different look and feel. our ethos, our values, of working with local people, The project brought together an and helping them live well, innovative partnership between SYHA realise their potential, and staff teams, customers, communities settle at home and eating and the public and private sector. The well goes part and parcel partnership with restaurant chain, with that.” Nourish, allowed SYHA to utilise Staff member, SYHA Nourish’s public sector links and expertise in nutrition to help develop

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“We’re really pragmatic in our approach to coproduction… pairing our expertise in what we do, with their expertise in what’s going to work elements of the programme. The for them, to create an end partnership was based on a skills and product that’s going to be resource exchange rather than on mutually beneficial.” financial transaction; pioneering an Staff member, SYHA innovative approach to collaboration across different sectors.

The team at SYHA are now looking to grow the EatWell project by Good practice example of facilitating more community-led Enabling State steps public health improvement. For example, they want to build on their existing network of ‘Shop and Share’ Step 1 groups which support people to shop Getting out of the way together and share food; encouraging community cohesion, healthier eating, Step 2 and waste reduction. Giving permission

An evaluation from Sheffield Step 3 Hallam University on the short-term Helping people to help outcomes and impacts has proven each other the positive effect of the project on the wellbeing and health choices of Step 4 Giving people help to do those who took part. more

Step 6 “There’s a culture which is Making enabling the ‘new an old fashioned culture normal’ of care delivery that we wanted to change. And we Step 7 thought that by having the Investing in disadvantaged Five Ways to Wellbeing, as communities the overarching concept just kind of humanises the Step 8 approach.” A focus on wellbeing Staff member, SYHA

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Expert Panel

The 6 winners were selected by an expert panel made up of key figures from the public, third and private sectors across the UK.

Jennifer Wallace Sir John Elvidge Will Haire Head of Policy, Carnegie UK Trust JRF Trustee & Former Carnegie UK Trust Trustee & Former Permanent Secretary (Chair) Permanent Secretary in the Department of of the Scottish Social Development in Government the Northern Ireland Executive

Jackie Killeen Susan Love Ruth Marks Director for Scotland, Policy Manager, Chief Executive, BIG Lottery Fund Federation of Small Wales Council for Businesses Scotland Voluntary Action

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Paul Nowack Simon Parker Assistant General Director, New Local Secretary, Government Network Trade Unions Congress

Professor Karl Wilding Steve Wyler Sir Adrian Webb Director of Public Independent Chair, BIG Lottery Fund Policy, National consultant & former Wales Committee Council of Voluntary Chief Executive of Organisations Locality

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8 steps to an enabling state

2 GIVE PEOPLE PERMISSION TO TAKE CONTROL

1 3 GET OUT HELP PEOPLE OF THE WAY TO HELP EACH OTHER

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6

4 ENABLEMENT HELP PEOPLE IS THE NEW TO DO MORE NORMAL

5 GIVE PEOPLE MORE RIGHTS

7 INVESTMENT IN DISADVANTAGED COMMUNITIES

8 TANGIBLE FOCUS ON WELLBEING

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The Carnegie UK Trust works to improve the lives of people throughout the UK and Ireland, by changing minds through influencing policy, and by changing lives through innovative practice and partnership work. The Carnegie UK Trust was established by Scots-American philanthropist Andrew Carnegie in 1913.

Andrew Carnegie House Pittencrieff Street Dunfermline KY12 8AW Tel: +44 (0)1383 721445 Fax: +44 (0)1383 749799 Email: [email protected]

www.carnegieuktrust.org.uk @CarnegieUKTrust

www.enablingstate.co.uk @enablingstate

Reports in the Enabling State series

The Enabling A Route The Rise of the Sate from map to an Enabling State Rhetoric to Enabling State Reality

Weathering The Enabling the Storm? A State: A look at small Discussion countries’ Paper public services at times of austerity Carnegie United Kingdom Trust Scottish charity SC 012799 operating in the UK and Ireland. Incorporated by Royal Charter 1917 20