Developing the power of
strong, inclusive
communities to boost
health and well-being for all
An initiative of the Think Local Act
Personal Partnership
The Building Community
Capacity Project
Initially (from 2009) to help build social capital into
strategies for transforming social care
• Working together and sharing learning: 20
places have helped to shape this
• Spreading best practice - 50 case studies
• Website at
• Some work on measuring social capital
and cost effectiveness
Next - support HWB boards
• Encourage and help health and well-being
boards to support the inclusion and
maximise the contribution of older and
disabled people in local communities
• Support HWB boards to help people avoid
delay or reduce unnecessary use of
acute/long term health and social care via
building social capital
• October: Provide HWBs with a draft
framework for strategy and activity to build
social capital, linking to examples and
• Oct-April: Support an exemplar group of
HWBs to use the draft framework/its
elements in developing and implementing
local plans
• Work in synergy with other initiatives and
offers (LGA, regional networks etc.)
• Share developing learning via webresources, regional HWB and
personalisation networks, work with Public
Health England
• April Finalise and disseminate framework via
DH (Active Communities Development
Group), LGA etc.
• 2014/5 subject to resources phase 2: further
delivery support via regional networks and
Work with Exemplars
• Recruit 6-12 HWBs (by October)
• Local facilitated and co-productive review and
planning session using framework and TLAP tools
in context of local HWB strategy
• Local use of agreed level of consultancy support
based on initial plan
• Evidence support via LSE
• Facilitate peer support
• Web-based forum for exchange and good practice
• Work in other TLAP and partner offers
• Regional elements?
• Exemplar HWBs will sign up at cross
agency senior level to use the framework
co-productively and incorporate elements
into local strategy
• HWBs will cover local costs (venues etc.)
• Action agreed at planning session will take
place October-April
• Outcomes and activity reported into
programme by April 2014
The draft framework
Developed by Clive Miller and
Catherine Wilton
Scope: a strengths and asset based approach
Focus and format of a framework
Enabling the development of strong and inclusive communities and the
importance of this as an integral part of Health and Wellbeing Strategies
• The benefits of re-designing and tailoring public services so that
professional expertise complements people’s own lived experience
• The critical role that Heath and Wellbeing Boards can play in enabling
more effective coproduction of outcomes
• Signposting evidence and examples of the community based approach
• Web based
• Use of links – to enable the framework to be of use to both novices and
those with experience in community capacity building and coproduction
Key contents
Section 1: Making the case for a strengths and assets based
approach to boosting Health and Well Being
A. Explaining – the asset based approach to community
development and the strengths based approach to effective
coproductive service redesign
B. The evidence – improvements in health and well being and
consequent savings from investment
C. Key policy drivers and initiatives – to enable the new
approach including: the care and Support Bill; TLAP’s Making It
Real; the National Collaboration for Integrated Care and
Section 2: What Health and
Wellbeing Boards can do
A. Focus on both assets and needs – e.g. use of bottom up community
asset mapping processes to inform JSNAs.
B. Provide community and cross-sector leadership - to challenge and
change current practice within their own sectors and work across sectors.
C. Promoting a vision and shaping the strategy – using Making It
Real’s ‘I’ statements; building the strengths and assets approach into all
aspect of the core agenda of the HWB.
D. Shape priorities around building stronger communities and
maximising co-production – the priority criteria HWBs might use to
decide when, where and in what to invest to enable the new approach.
E. Co-ordinate cross-sector investment – and invest in portfolios of
approaches that both deliver the improved outcomes and net out gains
across sectors.
F. Evaluate and share the learning – in terms of improved outcomes and
lived experience; culture change and savings

Slide set for further information