A fresh approach doing things differently

In order to deliver the recommendations from the commitments we have outlined, we will need to do things differently and have a fresh approach.   This will require:
  • A move from a deficit-based approach to an asset-based approach.  Assets can be physical (buildings, land), human resources (citizens, workers, volunteers with skills and expertise), social relationships (family, community, business) and financial.  Organisations across the city should develop and deploy assets towards social inclusion aims and priorities identified by this process.  Individuals and families should be empowered to develop the personal, family and community assets that underpin wellbeing.
  • Services to be developed based on firm evidence and targeted to those with greatest need. We propose that the city council should work with its partners to establish an evidence base of ‘what works’ in tackling social exclusion.
  • Developing outward facing services. We believe that public sector bodies should adopt a workforce development approach that embeds wellbeing into service delivery.
  • Utilising co-production in the design and delivery of services. Evidence suggests that services that are co-produced with service users are likely to be more effective and to build greater social capital.  We propose that co-production methods are adopted by all organisations involved in the design, commissioning and delivery of services.
  • Collaboration and partnership working. Addressing the complex and interrelated issues of social inclusion cannot be achieved by the city council alone but require a combined response from a range of organisations across the city.  We advocate greater collaboration between organisations
  • Using public procurement as an economic development tool. We suggest that other public sector organisations should be encouraged to follow Birmingham City Council’s example of using public procurement as an economic development tool across their activities.  Public procurement can be deployed to create local jobs for local people and also to encourage local firms to create new products and services that have export potential.
  • The Social Inclusion Process should establish a social inclusion champions’ network that will allow us to build social capital, share learning, good practice and to highlight the ‘unseen’ individuals and organisations that achieve positive outcomes.