Amid the chaos of the COVID-19 pandemic, perhaps the most uplifting phenomenon has been the emergence of a network of Mutual Aid Groups covering the length and breadth of the country. These groups are neighbourhood-level efforts to support vulnerable people and sustain the social fabric of communities, and we are conducting interviews with people involved […]
In this project, we will examine the trends that are already emerging from this period of upheaval and explore how they are beginning to transform the relationship between communities and public services.
This project, funded by the Lloyds Bank Foundation, will bring together two bold and radical agendas that, in combination, hold the potential to both explain why past efforts to address this issue have failed, and to offer a vision for a fundamentally different approach to supporting these groups.
This report examines the concept of community mobilisation, and explores how it relates to the successful delivery of public services and policy. The report provides a definition of community mobilisation, and attempts to differentiate it from similar ideas such as community organising and community engagement. It also provides four in depth case studies, demonstrating how community mobilisation can be done in practice.
The scholarship of Nobel Prize-winning economist Elinor Ostrom lies at the heart of NLGN’s work on the Community Paradigm. This project seeks to draw out some of the most important ideas from Ostrom’s long career and distil a set of new design principles for those working to further localism and community power in the UK today.
The NLGN Leadership Index is for chief executives, mayors and leaders of local authorities in the UK and is designed to present a unique barometer of the UK’s economic health and well-being.
NLGN’s research and thought-leadership seeks both practical impact for local government and partners, and to influence national policy priorities as they relate to places and public services. Our core focus is on changemaking, a future vision for local government to generate and sustain impact in the future.
Demand pressures are increasing across all public services. As a consequence, increasingly resource, capacity and energy of local services are channelled towards managing and responding to crises and immediate problems, rather than the longer-term prevention and early intervention which so many recognise is required for sustainability.