Deep Value

A report has just been published called Deep Value: A literature review of the role of
effective relationships in public services. And it does exactly what it says on the tin. Here is a piece from the summary

Effective relationships are not an added extra but are core to the
delivery of effective services. Increasing the effectiveness of relationships,
therefore, is a lever for improving quality and performance.
Effective relationships are much more important and complex
than just offering ‘tea and sympathy.’

I guess that many of us could have told them about the personal relationship bit but it is also about competence and professionalism. Whilst we build our communities we recognise that good relationships are key but we also need to recognise the value of competence.

There are many insights to be gained from this publication when it comes to community development, even if we are not sure who is providing a service and who is receiving it - when a community develops itself it is a collaborative venture - it still provides some interesting and relevant conclusions. For example the report says that effective relationships are about

• Understanding – the service provider seeks to understand the needs and circumstances
(economic, personal, emotional, cultural) of the person using services and treats people
with dignity and respect demonstrating that they are ‘on their side.’ In return people
using services acknowledge the pressures on service providers and their need to make
judgements about good use of public funds.

• Collaboration – there is trust, founded in part on demonstrable competence of the
professional, both sides have confidence in each other, both are honest and achieve a
position where agenda setting and decision making are shared.

• Commitment – where both sides demonstrate dynamism and commitment and is
thorough and well prepared for meetings.

• Communication – where the service provider listens and opens new lines of questioning
to draw out relevant deeper issues.

• Empowerment – where relevant, an aim of public services should be to support people
to change thinking and behaviour so as to cope differently with challenges in the future.
This may involve challenge and confrontation but if the other elements of effective
relationships are in place, the result can be powerful for the individual and cost effective
for the public purse.

• Time – having the time is important, but this is not open-ended. With the right skills and
systems in place people can quickly put these elements of effective relationships in
place.

We could rewrite this to

Understanding: Everyone seeks to understand the needs and circumstances (economic, personal, emotional, cultural) of everyone else within their community.

Collaboration: There is trust, founded in part on demonstrable competence of everyone who takes on a role within the community. People have confidence in each other, are honest and achieve a position where agenda setting and decision making are shared.

Commitment: Everyone demonstrates dynamism and commitment and is thorough and well prepared for meetings.

Communication: Everyone listens and opens new lines of questioning to draw out relevant deeper issues.

Empowerment: People are supported to cope with challenges in the present and the future. This may involve challenge and confrontation but if the other elements of effective relationships are in place, the result can be powerful for the whole community.

Time: Having the time is important, but this is not open-ended. With the right skills, the right level of commitment and the right attitudes in place people can quickly put these elements of effective relationships in place.

This is a quick re-write and probably needs a bit more work. However for me it shows how we can use research and best practice and meld it to our own particular circumstances and hopefully help us as we develop our beloved communities.