Services

Jayne and Trevor offer consultancy support, training and the delivery of improvement and development programmes for local government, the NHS, community and voluntary organisations. They can also run community engagement and development activities working for, alongside or within your organisation.

They offer this support in four main areas:
  • Leadership
  • The 'Asset Approach'
  • 'Large Group Methods'
  • Improving health & wellbeing.

They are particularly interested in organisational change, community development and the 'co-production' of outcomes. Their approach is often to look at the 'whole system' rather than individual services, issues or problems.

They work with a number of Associates, each a recognised expert in their own field, and can tailor an individual solution to the challenges that your organisation is facing.

Leadership

Local Political Leadership

As an elected representative, the duty of a Councillor is to make decisions on behalf of their ward and the citizens who live in it. Councillors are able to provide this political leadership by setting and influencing the policy priorities affecting their area through the different decision-making structures of the council, other local service providers and community organisations.

In our Health & Well-being leadership programmes Elected Members will:
•    gain an overview of national policy frameworks for improving health and well-being and reducing health inequalities;
•    develop an understanding of the key drivers and issues in health and well-being and the role of local government in these;
•    focus on understanding what improved health outcomes may mean in a wide variety of different places;
•    build and understanding of the more and less effective ways of achieving improved health outcomes for individuals, families and communities and in reducing health inequalities;
•    learn how to achieve effective organisational change and develop more productive partnerships; and
•    be aware of the implications of current policy developments and local issues including opportunities and challenges.

Leadership for Change

Effective leadership is sometimes difficult in times of uncertainty and change. Our approach will help you to ask and find answers to the following questions:

  • What are you trying to achieve?
  • Do you have the assets and strengths to see it through?
  • Do you understand the others agenda?
  • How are you going to handle resistance and inertia?

We will help you to focus on outcomes and enabling others in co-producing ways of achieving them.

Leadership in Partnerships

Working is partnerships is messy and uncertain. People don't start from the same place, working and thinking together is learning. In partnerships think systems not organisations. Purpose and outcomes should lead process, not structures,

  • Leaders provide space, encouragement and support - not solutions - however partnerships are often 'contested' space
  • Peer leadership is often effective in partnerships - leaders in partnerships are not necessarily the 'bosses'.
  • The source of authority in partnerships will often shift from a reliance on positional power to an emphasis on knowledge, understanding and personal trust.

Asset Approach

Asset Based Community Development (ABCD)

Principles
The principles of ABCD are that it is asset-based, place-based, relationship-based, citizen-led and it promotes social justice and equality.
What is it?
ABCD is a process of community building that starts with the process of locating the assets, skills and capacities of residents, citizens, associations and local institutions.
Practice
Mapping the assets in a community; building relationships and connections to change values and attitudes; mobilising people to become self-organising and active; convene a core group to identify the key theme or issue that will inspire people; lever in outside resources but only to do things that communities cannot do themselves.

Community Asset Mapping

Principle
Every community has a tremendous supply of assets and resources that can be used to build the community and solve problems.
What is it?
Participants make a map or inventory of the resources, skills and talents of individuals, associations and organisations. They discover and collate the links between the different parts of the community and the agencies.
Practice

Creating a map or an inventory is more than just gathering data and information. It is a development and empowerment tool. The process of discovering the hidden and potential assets in a community creates new relationships and new possibilities.

Appreciative Inquiry

Principles
In Appreciative Inquiry (AI) we learn from successes; look for what works well and do more of it.
What is it?
AI is a process for valuing and drawing out the strengths and successes in the history of a group, a community or an organisation. These are used to develop a realistic and realisable vision for the future and a commitment to take sustainable action. It is not an uncritical or naive approach; it creates a positive mindset by talking about success rather than being defined by past failures.
Practice
Thye AI process is commonly described as having five stages:

  • Define - the key stakeholders agree the positive focus of the inquiry.
  • Discover - the group draws out positive experiences and gifts, what works and what they can build on
  • Dream - the group develops a shared vision of the future
  • Design - what would they have to do to create the ideal vision of the future?
  • Delivery - plan the actions to deliver the dream

Large Group Methods

Open Space Technology

Principles
Whoever comes are the right people. Whatever happens is the only thing that could happen. Whenever it starts is the right time. When it's over, it's over.
What is it?
Open Space Technology is a way of organising a meeting or an event that allows a diverse group of participants to work on a complex and real issue. The process works best if representatives from the 'whole system' are in the same room.
Practice
In a session there are no presentations, no set agenda and only loose timings. The convenors set up a central and open-ended question or statement that the participants are passionate about. This provides the framework for the event. The learning from the session will answer the initial question as well as commit people to action.

World Cafe

Principle
The World Cafe is built on the assumption that people already have the wisdom and creativity to confront even the most difficult of challenges.
What is it?
It is a way to engage large numbers of people in a conversation on an issue that matters to all of them. It is especially useful way for communities, Councillors and service providers to talk to each other productively; share their knowledge and collaborate on ideas for change.
Practice
In the Cafe people sit round tables and talk to each other with one person acting as the host. After about 20 minutes they move on and the host stays to tell the new people about the previous discussions. At the end the emerging themes and ideas are collected and distilled by the whole group.

Creating the Future Together

Principles
Organisational change works best when we shift from focusing on problems that are rooted in the past to looking at the future and its potential.
What is it?
A series of methods that are used when an organisation or community wants to create a plan for moving into the future that they prefer rather than simply responding to what happens.
Practice
There are four main approaches:

  • The Search Conference
  • Future Search
  • Large-Scale Change
  • ICT Strategic Planning Process
Which method you choose depends on a number of factors and the numbers of people involved

Health and Wellbeing

Health Impact Assessment

Principles
Health Impact Assessment (HIA) makes explicit the health impacts of changes and developments so that the health of communities is not damaged.
What is it?
HIA is a structured process for examining the potential effects, both positive and negative, of new or altered developments, services or policies.
Practice
HIAs can be prospective to highlight the potential for benefit or harm; concurrent to ensure that health remains a priority; or retrospective to evaluate any impact.

Understanding Health Improvement

Principles
People who are aware of the many factors that influence health are empowered to improve their own health and the health of those they connect with.
What is it?
Understanding Health Improvement is a Level 2 Certificate awarded by The Royal Society of Public Health (RSPH). The course is delivered over one day and covers both the social and individual factors that influence health.
Practice
The course is aimed at front-line employees in the NHS, local authorities and the community and voluntary sector. The course is an important element in building capacity for health and 'Making Every Contact a Health Improving Contact'.

Capacity Building for Health

Principles
Every contact, activity and decision we make can improve the health of individuals, families and communities.
What is it?
Capacity building for health uses a 'social determinants of health' framework to engage all services and staff that contribute to creating healthier people and communities through their 'core business'.
Practice
The method is based on four parallel approaches:

  • leadership
  • networks and systems
  • training & workforce development
  • community development & co-production.

Services

Contact

Asset Based Consulting
Moors Farm House
North View Terrace
Houghton le Spring
Tyne and Wear
DH4 5NW
PHONE: 0191 387 8756

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