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Together we are stronger
Volunteers and staff working together
• “Stable social housing, with subsidised rents, is the tenure of choice for many, particularly those who experience insecurity in other aspects of their lives, such as health, employment or relationships”
• “…But far too often, the security and subsidised rent that social housing provides do not appear to help tenants to independence and self-sufficiency”
Local Decisions: November 2010
Working together: co-production
• Paid and unpaid producers
• Cahn’s (2004) proposition that there are ‘No More Throw Away People’, who are declared useless because they are unemployed, ill, too old or have mental health problems.
• Most people can contribute something, even if the market place does not give it a monetary value. Society needs to redefine work; raising family, looking after our neighbours, civil engagement is work. Something of value is produced; it is just that the producer is not remunerated.
A new paradigm- or just what we do?
Challenge inequality
“The consequence of inequality of wealth, power and influence is alienation,
a sense of powerlessness, disenfranchisement and ultimately a combination of personal and civic
fatalism that paralyses individuals and nations”Edgar Cahn
Solidarity: Together we are stronger
• Resident volunteers & staff work in partnership to design, deliver and monitor services
• Resident activism challenges the demeaning stereotype of ‘council housing dependency’
• Resident contribution is about fundamentally changing the way things are done. Not just about being a better/ cheaper version of the council
• People care more for something they have played a part in creating: rather than just given to them
Together we are stronger
• JMB is local, responsive and on a human scale. People involved see the impact their participation makes and enjoy increased respect
• High level of voluntary effort motivates and challenges paid staff to give more
• Co-optees give their expertise for free
Respect
• Transactional: well defined demarcation between service providers and recipients. Emotional (and often physical) distance. Call centre approach
• Relational: develop relationships based on trust and respect. JMB approach
Values
• It’s all about people & relationships, not transactions & targets – ‘a housing office, not a call centre’
• We work hard – day in, day out - to live our values through personal contact – names, faces and continuity
• Accountability through election – our 5 year cycle where we need a resident vote to continue to operate keeps us focused on what matters to people
Anti-social behaviour
Resident reps. said anti-social behaviour not being tackled - but staff sure the right process was followed
• Residents & staff worked together to look at the system
• To get it right we found we needed:– Quick initial response – says ‘it’s serious’– Regular & ongoing contact – sometimes progress may stall– Their problem is managed – not passed on– Follow up to confirm that the problem resolved
Estate cleaning
JMB directors will not stand for the traditional divide between office staff and estate cleaners
Recognise the importance of cleaning. Family members may be cleaners
JMB cleaners have job security and reasonable pay
Consequence high morale: 2011/12 the average number of days lost to staff sickness was one
Why can the JMB do this?
• Services are important enough for people to want to contribute to their design, delivery and monitoring
• There is a chance to develop long term relationships with the people living in the area
• The JMB is small, local and personal enough for people to feel comfortable and that they can make a difference
• Professional knowledge can be combined with direct experience
Challenges• There is no longer a provider and recipient divide. Old
rules do not apply and new rules need to be negotiated
• Where will expertise/ experience have the most impact?
• Different values (notions of fairness) need to be negotiated
• Raises fundamental questions about why some activities are paid and others are not
More challenges • Need to raise resident expectations to be active citizens -
rather than passive recipients
• Need staff that can build respectful relationships . Implications for induction, coaching, performance management and retention of staff
• Volunteers need to retain their different perspective and motivation. Need to resist the ‘bureaucratisation of TMOs’
• How do we open out co-production? So not restricted to just directors and managers
The challenge of getting people to really participate• Most residents do not have the time/ interest to contribute,
but we can make it easier and more rewarding
• Real control rather than tokenism - people connect when they see real achievements and the difference they make
• Social networks – traditional style! People are more likely to get involved if they have a friend already involved. We need to make better use of these friendship networks
• Break free from being meeting driven, time in meetings can too often be seen as a badge of honour for active members
• Offer opportunities for other people to get involved in a way that matches their time, interests and knowledge – e.g. focused activity on hot issues (lifts, fire safety etc.)
Does it work?
In June 2011 residents told us:
• A tenant managed housing service is important Agree 82% Disagree 2%
• I find JMB staff respectful and polite Agree 87% Disagree 3%
In Oct 2011, in our 15-year ballot:• 93% supported the JMB• 78% turnout (of the JMB’s 1,600 tenants)
Extra reading
Why a new paradigm is needed:Edgar Cahn : Building The Core Economy. RSAhttp://www.thersa.org/events/video/vision-videos/edgar-cahnEdgar Cahn: No More Throw Away PeopleRobert Putnam: Bowling AloneRichard Sennett : Respect Bernard Hare: Urban Grimshaw and the Shed Crew
