Trusting
Inclusive Approach FourWhat do we mean by trust?
Setting the culture of our relationship with communities is fundamental to being inclusive. What we know in Kirklees, is that relationships based on trust are more effective and resilient. In its simplest form, trust is a set of behaviours, such as acting in a way that is honest, kind and reliable; a belief that people and organisations will behave in those certain ways. Trust is developed through relationships. The trust between organisations and communities builds the bridge to the resources and support, which help communities get where they want to be.
"You can't collaborate with people you don't trust."
Stephen Covey, Progress at the Speed of Trust.
Statements
- We make sure our teams are supported and given time to prioritise building relationships with communities.
- We are honest and open about what we 'must' do, what we can and cannot do, whilst also creating time and space for listening to what this may mean for communities
- We recognise that decisions are best made as close as possible to the communities they affect.
- We do what we say we will we do.
Checklist
How would you describe your relationship with communities?
Is this a shared understanding across your whole organisation?
Do you have better relationships in some places or with some people, rather than others?
How would communities describe their relationship to your organisation? And are there any differences between your perspectives?
How do you enable, empower and resource your teams to build trusting relationships?
The Community Champions programme was a government funded, short-term programme that became so much more. Delivered in collaboration with the voluntary sector, health organisations and the council, at its core was trust and communication. Its primary aim was to promote covid safety and increase vaccine uptake within identified communities; Black, African and Caribbean communities, geographical areas with low take up, South Asian communities, unpaid carers and people living with a disability.
From the start, the approach was flexible and adaptable, not prescriptive. We had a set of shared outcomes and trusted our voluntary and community sector to know what would work. Communities were empowered to drive their own change and placed value on local people and local knowledge.
Trust in action
We learnt to genuinely recognise and work with each other's strengths. The value of flexibility and adaptability in a fast paced and constantly changing scenario, was key. Groups found ways to work with the community that worked for them. They engaged within ever-changing regulation and guidelines and often changing target groups.
The importance of relationships, communication and conversation was fundamental. Our Learning and Support network ensured voices were being heard; we were acknowledging and understanding challenges. New connections for VCS organisations were made, with GPs, primary care networks and pharmacies, and these were not one-off conversations, they created new and strong relationships.
- New possibilities and opportunities, for champions, VCS organisations and the council.
- Champion's self-esteem and confidence improved, and they gained new skills and employment.
- How we listen matters; the messenger is as important as the message.
- We saw the impact when communities take the lead, and we collaborate
