The learning so far from BNSSG has a focus on process and includes the following learning points.
Different organisations work in different ways
Bringing together a broad range of partners from the VCSE, health and other sectors can bring challenges, as each will have a different way of working. This has to be carefully managed. Some of the local areas already had established food networks or alliances in place; others did not. The three councils involved are very different in terms of partnerships, processes and politics.
While navigating these different relationships has added to the initial challenge, it does provide scope to make a greater long-term impact. Clare said:
I think one of the lasting legacies will be bringing people together and building relationships.”
For example, there is a desire in some areas to not only involve those organisations already working on food insecurity, but to bring in relevant new players – such as the business and education sectors.
A steering group of staff from the three councils meets at least once every fortnight. Laura said that this brings a very positive dynamic to the work.
“There are lots of advantages to working across the three councils because everybody brings different ideas, expertise, background and processes that we can share. Hopefully we will see lots more of that as we go along.”
Building trust within local communities is key
The BNSSG team learnt early on of the importance of being mindful and careful when launching a project that involves organisations already working on-the-ground in communities.
Local organisations need to be assured that the project will bring additional benefit, aiming to complement and add resource and benefit to the positive work that is already happening. Building this trust takes time – particularly in a project like this, which spans several neighbourhoods. Laura Flanagan said:
For the wider team that has been an important piece of learning. Communities don’t want people coming in for a year then leaving it all behind when the funding ends. We have learnt to be open from the outset. We are clear about what this project is, and what it is not.”
To help with this process, the project workers have held meetings with stakeholders to outline the aims of the work and show how people can get involved. They attend local meetings such as food alliances and food networks where these are in place. This partnership work will be critical to the end result.
Clare said: “It takes time to establish those relationships but you end up with a much better result which everyone has bought into. As a result, we will hopefully see some really good learnings from giving out the project grants.”
The timeframes also have to suit each place. Laura said: “We would do more damage than good by forcing a process into a timeframe that just isn’t going to work for that local area. So we are having to flex the approach and listen to what community organisations tell us about how things work locally.”
Solutions must be sustainable and lessons transferable
A total of £100,000 grant funding will be split between the different areas for on-the-ground community initiatives. Funding some place-based initiatives in this way will not change complex systems overnight, so the food security approaches that are selected for grant funding must be sustainable. One way to achieve this is to harness existing community assets, connecting and building on what is already taking place.
Within the context of the cost of living crisis, one challenge facing the team is to ensure that people do not assume that this project is about a ‘crisis response’. It is about the underlying root causes in those areas or the issues that are making food insecurity worse.
Engaging lead organisations in each area will help to keep the focus on longer term sustainability. That will help to ensure that the project does not result in a series of ‘quick fixes’ that may work in one neighbourhood but are not transferable to others.