Working well
Working in areas designated as disadvantaged by a CCG, a CD worker uses a seven-step process to listen to the community describing the good and bad things about living in their area.

The group worked in three areas, two urban and one semi-rural. In each, by bringing existing skills and strengths together, local leaders appeared, a resident-led partnership was built up and discussions with statutory agencies began. In Devon, this brought police, dental services, play services and housing together. Within six months of hard cooperation, services began to change. The police reported crime dropping as a result of the partnership. New groups began, serving local needs. Funding was drawn in from outside the area for new projects.

Much of this change is the result of asset-based working. In Devon, the assets were the residents, the agencies and physical things particularly the open space which they turned into a park. All these things were there, but up to that point had all been seen as problems. The process turned them around and connected them up.

Not so well
Some councillors felt the work cut across their responsibilities. It was sometimes difficult to involve the NHS in the work. And on one occasion, a local group, despite having successfully negotiated significant local housing improvements, became rather overbearing to its own residents. This is not uncommon. The development of community groups and neighbourhood partnerships, like any other form of development, involves problems and issues which have to be patiently worked through. Residents who get actively involved are on a steep learning curve. The solution is usually the involvement of a wider group of residents who bring further influence to bear.