Ten Points for a Social Renaissance
First posted at 14:17GMT on 25/02/10 by Hilary Cottam
At Participle, we believe that public services must provide new ways for people to shape their lives in a more meaningful way. We work with and for the public to make this happen. The current system isn’t working. It is both failing to support people and failing to address the major issues of modern society. This has little to do with money – most of our solutions are cheaper.
Working with the public means that we have lived for six months on council estates to spend time with ‘families in chronic crisis.’ We spent most of 2007 intensively living and experiencing the lives of over 250 older people in South London. We have also spent six months living through the lives of over 60 young people. Through working in this unique way, immersing ourselves in some of the biggest issues of our time, we are fortunate to receive unique insights into particular parts of the population.
Those who have seen our work have asked, what should a new government do to allow these bottom up, low cost approaches to flourish nationally. Here are our 10 points for a Social Renaissance.
Comments
I have worked in the public sector for over 30 years and delivered many innovative projects that have improved the lives of vulnerable children, young people and their families. There is scope to innovate within the current infrastructures and I dont think we should ‘throwo the baby out with the bathwater’ i.e. assume that the whole state system is fatally flawed. Whilst money is by no means the most critical feature there does come a critical point beyond which it is not longer feasible to offer services and our society is at that point across many areas, although the general public sadly do not seem aware of that. That debate needs to happen and soon.
The words which triggered my making this comment were ‘the front line’ not just in this article but elsewhere across the media. I constantly hear the comments being made about ‘reduce back office functions’ etc and this drive to protect front line services. I assume people think there is waste in these ‘back offices’ but I would like to know where and what they are? Local Govt has been steadily cut for the last 20 years, Gershon efficiency has taken care of the ‘back office’ functions so what are these back office functions?? In my services they were the very small band of officers who made sure that the front line services got delivered - you cannot have one without the other.Having said that, I agree with your points but am very concerned that by the time any substantial momentum may be behind these, the massive cuts that central government will make for 2011 onwards may preclude any action. The nub of the debate to be had to my mind is what are we as a society prepared to pay to create/keep a cohesive society which adhers to the Beveridge principles of universality and comprehensiveness and if we are not, then what is the best model to deliver what is needed. All the best.
Jane Hurst, 10/3/10, 13:00GMT
A very inspiring and timely article - it is exciting (and perhaps daunting!) to consider the scale of change required - we (the UK) better get cracking!
I have recently came across the New Economics Foundation “Proving and Improving” Toolkit, which provides a quality and impact toolkit for charities, voluntary organisations and social enterprise. http://www.proveandimprove.org/new/ Perhaps this may be useful for Point 3 “Measure Social Change Not Things”?
Tools are diverse, including Eco-mapping, Investors in People and Social Accounting. But a particularly interesting looking tool is the one entitled “Prove It!” - this was developed by nef in partnership with Groundwork UK and Barclays PLC to provide a method for measuring the effect of community regeneration projects on the quality of life of local people.
Laura Crawford, 9/3/10, 08:36GMT