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All of the councils have lofty goals for improving their communities. They recognise that they cannot achieve this on their own and that doing so will necessitate certain changes. They must collaborate with individuals who have diverse levers for change, can bring extra resources, and can try novel approaches to problems.
Other local organisations, such as health and other public agencies, universities, colleges and schools, housing associations, large companies and businesses, and other important service providers, whether in the volunteer or private sector, work as anchors to promote the well-being of our community. Whether it's by hiring locals or supporting community or startup initiatives, they're making a difference in the local economy and communities. We also have a wide range of anchors, including institutions, community anchors, and public spaces such as libraries and parks. We have a solid track record of bringing together our anchor institutions to innovate around shared goals.

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We can test and learn how we could scale collaborations across our strategic alliances, how we select what we actively make a local priority, and what we influence nationally and even internationally by establishing a portfolio of experiments evaluating the numerous levers we have.

We need to recognise and improve on the ways we already collaborate. It's critical to understand the collaborative infrastructure we already have in place.



During the epidemic, we established Help Newham to mobilise workers and citizens to provide emergency support.

We established the Newham Social Welfare Alliance, which brings together frontline workers from local organisations to help residents who are on the verge of or in the midst of a crisis.

Local Health Champions have been established to co-produce how we engage residents in virus prevention, and they are now leading a nationwide network of Health Champions.

In Newham, we're supporting partners that are leading participation programmes like the London Prosperity Board's citizen science programme and Birkbeck University's community leadership programme, and we've commissioned Compost to help the borough's volunteer, community, and faith sector grow.

Use abilities that councils might not ordinarily use to address a problem, such as industrial designers to prototype furniture in overcrowded homes, storytellers to construct tales with young people to develop new youth hubs, or product designers to assist better separate garbage.

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Get people to think about an issue in new ways, whether it's through a game that asks people to imagine how they would rebuild a library that had been burned down, a tool that compares the library to a fantasy island and asks citizens to locate and explain the sites on the island that are most important to them, or a method that asks citizens to 'operate on the library' by selecting and prioritising the values that are most important to them.

Share and codify the lessons learned to help individuals learn how to apply and adapt the approaches for future projects, so you can figure out who to involve at what time.