Community assets

Barnet has a rich and complex network of community assets across the Voluntary, Community and Faith Sector (VCFS) and a higher than average level of volunteering, compared to both London and England.
Over a third (36.5%) of respondents to the VCFS in Barnet Needs Survey, conducted by “Inclusion Barnet” in 2019, were from local voluntary groups with less than one in twenty (4.8%) from a national voluntary organisation. Faith groups made up 12.7% of respondents, 11.1% came from community centres or halls and regional voluntary organisations contributed 7.9% of respondents.
Seven out of ten respondents to the VCFS in Barret Needs Survey identified donations as a main source of current funding for organisations in the sector, followed by trusts and foundations (54.0%), local public bodies such as Barnet Council (39.7%) and trading (34.9%).
Three quarters of respondents to the survey reported that the demand for their services was increasing, whilst a quarter thought that it was staying the same.
When respondents were asked to select the four main challenges faced by their organisation in the next two years, 68.2% identified funding and sustainability as a main challenge. The second most frequently identified challenge was “using social media more effectively” (43.5%), followed by; “developing alternative revenue generating activities,” “demonstrating your impact,” and “recruiting, managing and retaining volunteers,” each of which were chosen by over a third (38.8%) of respondents.
Concerning their top priorities for training and development, nearly half of respondents (48.2%) named “funding, sustainability and forward planning.”
In terms of recruiting, managing and retaining volunteers, nearly half of respondents (44.7%) identified recruiting volunteers with the right skills as a main challenge.
The Barnet Community Directory is an invaluable resource which contains the contact details (including name, address, telephone number and e-mail) of 276 local organisations within the VCFS in Barnet (as of February 2019).

10.2 Strategic Needs

There is a firm foundation in Barnet for an asset based approach to improving communities, centred on strong social networks, satisfaction with the local area and a sense of belongingness. In this context, effective communication between the council and VCFS organisations is key.
Against a background of increased demand and tightening budgets, the traditional role of the council is changing, from one of service provider to one of “action enabler.” From this perspective, a different relationship develops where people take more responsibility for themselves, whilst the council retains its community leadership role.
A detailed knowledge of the services provided by local VCFS organisations and their level of coverage, would assist the council in facilitating their activities and in the development of stronger, more resilient and mutually supportive relationships.
Building capacity in the VCFS to address the needs of its residents is a priority for Barnet Council, whilst helping to create active communities by encouraging individual and corporate volunteers. The council is also committed to forging strong relationships with both the Barnet Multi-Faith Forum and the Community Together Network (CTN), as well as providing access to a comprehensive community directory of local resources.
Close adherence by the council to the Barnet Together Action Plan is likely to facilitate the delivery of its Community Participation Strategy, aimed at increasing the level of community activity within the borough, by improving the support given to communities.
Demand for services from VCFS organisations within Barnet has increased in many cases, underlining the importance of information and training about funding sources and fundraising.
Based on feedback from the local VCFS, “funding, sustainability and forward planning,” “exploring alternative funding models” and “demonstrating impact” were identified as top training and development priorities. Tailor-made training courses in these areas may prove beneficial.
Accessibility to free or low-cost training to address gaps would be helpful to those in the VCFS, otherwise they may not be able to access such training.
The recruitment and retention of enough volunteers with the right skills represents an important challenge for organisations in the VCFS. Similarly, the capacity to manage and train volunteers were important factors for the sector. Supporting the VCFS in meeting these important challenges could yield tangible results.

10.3 Voluntary, Community and Faith Sector (VCFS)

The Voluntary, Community and Faith Sector (VCFS) may be defined as; “Not for profit independent, voluntary and community groups or organisations formed by local people, or those with a local interest, to improve the quality of life for themselves…These include a range of registered charities; voluntary organisations; community groups; faith groups; community interest companies, mutuals and co-operatives; social enterprises; and citizen-led organisations.”[1]

According to the National Institute for Health and Care Excellence (NICE); “All communities have strengths, or 'assets', that they can contribute to developing local health and wellbeing initiatives. Community assets include not only buildings and facilities but also people, with their skills, knowledge, social networks and relationships. Local communities and commissioners can work together to recognise these assets, building an initiative from a positive basis rather than solely focusing on the problems and needs of communities, which may risk limiting the possibilities for change.”[2]

Based on this NICE definition, Barnet has a rich and complex network of community assets (see Figure 10.1)[3] across the Voluntary, Community and Faith Sector (VCFS) and a higher than average level of volunteering, compared to both London and England.[4]

Figure 10.1: Types of community health assets

Source: Public Health England (PHE, 2018). Guidance: Health matters: community-centred approaches for health and wellbeing.

From the most recent Residents’ Perception Survey (conducted in Autumn 2017),[5] 85% of Barnet residents were satisfied with their local area as a place to live, which is higher than London (80%) and similar to the national average (81%). Satisfaction with the local area has shown little change from the previous survey in Spring 2017, when it was 82% and from five years previously (Autumn 2013), when 86% of residents were satisfied with the local area.

Similarly, three-quarters of residents saw Barnet as a family friendly place to live during Autumn 2017, in line with the 78% for Spring 2017. In terms of social cohesion, three quarters of residents felt that they strongly belong to the local area, which is higher than the national average (62%).

The proportion of residents who felt that people from different backgrounds got on well together was 84%, which was in line with both the national average (81%) and the figure from the previous survey (81%). Linked to this, less than a quarter (24%) of Barnet residents reported that they thought there was a problem with people not treating each other with respect and consideration. This was a substantial fall from the figure of 37% reported in the Residents’ Perception Survey for Spring 2017.[6] From this perspective, there is a firm foundation in Barnet for an asset based approach to improving communities, centred on strong social networks, satisfaction with the local area and a sense of belongingness (see Figure 10.2).[7]

Figure 10.2: The role of communities in health

Source: Public Health England (PHE, 2018). Guidance: Health matters: community-centred approaches for health and wellbeing.

[1] London Borough of Barnet (2018). Barnet Together Action Plan. Available at: https://barnet.moderngov.co.uk/documents/s49897/CPS%20Barnet%20Together%20Action%20Plan%202018-2020%20Appendix.pdf

[2] National Institute for Health and Care Excellence (NICE, 2016). Community engagement: improving health and wellbeing. Quality standard [QS148]. Quality statement 3: Identifying community assets. Available at: https://www.nice.org.uk/guidance/qs148/chapter/Quality-statement-3-Identifying-community-assets

[3] Public Health England (PHE, 2018). Guidance: Health matters: community-centred approaches for health and wellbeing. Available at: https://www.gov.uk/government/publications/health-matters-health-and-wellbeing-community-centred-approaches/health-matters-community-centred-approaches-for-health-and-wellbeing

[4] London Borough of Barnet (2018). Barnet Together Action Plan. Available at: https://barnet.moderngov.co.uk/documents/s49897/CPS%20Barnet%20Together%20Action%20Plan%202018-2020%20Appendix.pdf

[5] London Borough of Barnet (2018). Residents’ Perception Survey Autumn 2017. Available at: https://engage.barnet.gov.uk/1234/documents/1357

[6] London Borough of Barnet (2018). Residents’ Perception Survey Autumn 2017. Available at: https://engage.barnet.gov.uk/1234/documents/1357

[7] Public Health England (PHE, 2018). Guidance: Health matters: community-centred approaches for health and wellbeing. Available at: https://www.gov.uk/government/publications/health-matters-health-and-wellbeing-community-centred-approaches/health-matters-community-centred-approaches-for-health-and-wellbeing

10.4 VCFS in Barnet

The London Borough of Barnet recognises the invaluable role that VCFS groups in promoting safer, stronger and active communities by:

Providing more varied services that help relieve pressure and manage demand on council services.
Facilitating engagement with hard to reach groups through enhanced identification and access.
Assisting with the planning of future service provision by highlighting emerging issues and identifying emergent need.[1]

The council is committed to partnership working with VCFS organisations to create resilient communities where “people work together to achieve the outcomes they want, empowering each other to galvanise community strengths, making best use of local knowledge and instilling a sense of shared ownership and collective responsibility for their area.” Against a background of increased demand and tightening budgets, the traditional role of the local authority is changing, from one of service provider to one of “action enabler.” In this context, a different relationship will develop where people take more responsibility for themselves, whilst the council retains its community leadership role.[2]

Based on feedback from a variety of sources, the council has identified what is important for the people of Barnet and developed a series of outcomes and priorities for the borough, which are set out in its “Draft Corporate Plan: Barnet 2024.” One of these central outcomes is having safe and strong communities where people get on well. Linked to this outcome are a set of priorities, which include focusing on community strengths and how communities can help themselves and others.

To achieve this, the local authority will:

Support the VCFS to build capacity in addressing the needs of Barnet residents.
Develop strong partnerships with the Barnet Multi-Faith Forum and the Community Together Network (CTN).
Give access to a comprehensive community directory of local resources.
Help build active communities by encouraging individual and corporate volunteers.[3]

At a practical level, the action plan developed as part of the Community Participation Strategy, both supports and contributes to the Draft Corporate Plan: Barnet 2024, with a view to delivering quality services, creating successful places and developing resilient communities.[4]

[1] London Borough of Barnet (2018). Community Participation Strategy. Barnet Together: Action Plan 2018. Available at: https://barnet.moderngov.co.uk/documents/s49658/CPS%20Barnet%20Together%20Action%20Plan%202018-2020.pdf

[2] London Borough of Barnet (2018). Barnet Together Action Plan. Available at: https://barnet.moderngov.co.uk/documents/s49897/CPS%20Barnet%20Together%20Action%20Plan%202018-2020%20Appendix.pdf

[3] London Borough of Barnet (2018). Draft Corporate Plan: Barnet 2024. October 2018. London Borough of Barnet.

[4] London Borough of Barnet (2018). Community Participation Strategy. Barnet Together: Action Plan 2018. Available at: https://barnet.moderngov.co.uk/documents/s49658/CPS%20Barnet%20Together%20Action%20Plan%202018-2020.pdf

10.5 Community Participation Strategy

The aim of the Barnet Together Action Plan is to facilitate the implementation of the Community Participation Strategy, which also supports the delivery of several other council strategies, including the Joint Health and Wellbeing Strategy and the Adults Prevention and Wellbeing (P&W) Strategy. The P&W Strategy aims to use volunteering opportunities to encourage independence and reduce social isolation, working closely with the VCFS (see Figure 10.3).[1]

Figure 10.3: The importance of social connections to health

Source: Public Health England (PHE, 2018). Guidance: Health matters: community-centred approaches for health and wellbeing.

The purpose of the Community Participation Strategy is to increase the level of community activity by co-ordinating and improving the support the council gives to communities. At the same time, it aims to build stronger partnerships with the community and help the council take community activity into account, to a greater degree, when making decisions concerning borough priorities. This strategy aims to unlock the potential of both council and local business’ workforces by facilitating their closer collaboration. This partnership will encourage residents and community groups to be more independent and resilient, whilst offering a greater choice of services which addresses local needs more closely.[2]

Delivery of the Community Participation Strategy is through the Barnet Together Action Plan which is designed to increase use in the current community capacity, facilitate the sharing of information about local communities, enhance strong relationships and encourage collaborative working with strategic partners and the private sector.[3] These goals will be approached with “Social Value” in mind; in other words, the value that individuals place on the changes experienced during their lives.[4]

[1] Public Health England (PHE, 2018). Guidance: Health matters: community-centred approaches for health and wellbeing. Available at: https://www.gov.uk/government/publications/health-matters-health-and-wellbeing-community-centred-approaches/health-matters-community-centred-approaches-for-health-and-wellbeing

[2] London Borough of Barnet (2018). Barnet Together Action Plan. Available at: https://barnet.moderngov.co.uk/documents/s49897/CPS%20Barnet%20Together%20Action%20Plan%202018-2020%20Appendix.pdf

[3] London Borough of Barnet (2018). Barnet Together Action Plan. Available at: https://barnet.moderngov.co.uk/documents/s49897/CPS%20Barnet%20Together%20Action%20Plan%202018-2020%20Appendix.pdf

[4] Social Value UK (2019). What are the Principles of Social Value? Available at: http://www.socialvalueuk.org/what-is-social-value/the-principles-of-social-value/

10.6 Voluntary, Community and Faith Sector in Barnet Needs Survey

Barnet Council regards the VCFS as a strategic partner in the delivery of its vision to provide great services, develop resilient communities, create successful places and achieve great outcomes. Against this background, a deeper understanding of the challenges, threats and opportunities facing the VCFS is of paramount importance when supporting the sector in a strategic partnership.[1]

In January – February 2019, “Inclusion Barnet,” a Peer-Led Deaf and Disabled People’s Organisation (DDPO)[2] conducted an online survey of the Voluntary, Community and Faith Sector within Barnet. A total of 85 participants from the sector responded to various questions about the challenges, needs and training within their respective organisations.

Over a third (36.5%) of respondents in the Voluntary, Community and Faith Sector in Barnet Needs Survey were from local voluntary groups with less than one in twenty (4.8%) from a national voluntary organisation. Faith groups made up 12.7% of respondents, 11.1% came from community centres or halls and regional voluntary organisations contributed 7.9% of respondents (see Figure 10.4).[3]

Figure 10.4: Types of organisation contributing to the survey, 2019