In the face of growing social fragmentation and dwindling public resources, public services across the UK are grappling with unprecedented challenges. The traditional model – which treats citizens as passive service recipients – has hit its capacity limits.

Public trust in institutions is waning, expectations are soaring, and public servants are experiencing burnout. However, rather than simply striving to do more with less, there is a compelling argument for fundamentally rebalancing the relationship between public institutions and the communities they serve.

It argues that communities, composed of citizens and their associations, possess overlooked assets and capabilities essential to a thriving society. This perspective draws from the Asset-Based Community Development (ABCD) framework. The ABCD framework prioritises the strengths and resources within communities over viewing individuals merely as isolated clients with needs.

Leeds City Council exemplifies this community-first approach, particularly in its adult social care sector. Initiated in pathfinder neighbourhoods from 2013 to 2015, Leeds began embedding community builders and training professionals within the ABCD framework

Sustainable change often occurs when citizens and their associations take the lead. At their best, public services should act as allies and enablers of community-driven initiatives and back them up with services as required. This necessitates a cultural shift, moving away from institutions that may inadvertently undermine community power to those that actively bolster and support it.

Consider the healthcare system. As Lord Nigel Crisp, former chief executive of the NHS, says, health is not only provided by doctors in hospitals, it is ‘made at home'.

This idea extends to education, social care, public safety, and other areas. When citizens see institutions as the only determinants of wellbeing, disappointment and professional burnout often result. Recognising the essential roles communities play in fostering wellbeing, safety, environmental stewardship, and mutual care is crucial.

Public servants must embrace new roles for this paradigm shift to take root. At a macro level, strategic leaders should act as ‘useful outsiders'. This involves prioritising community agency, supporting local alternatives, being transparent about institutional limitations, and advocating for community interests – even when they diverge from institutional mandates. Their mission transcends mere institutional reform; it seeks to reinvigorate the associative fabric that enriches community life.

On a micro level, practitioners become ‘alongsiders'. These community workers, who councils or local organisations may employ, engage with communities in deeply relational ways, helping them discover, connect, and mobilise their inherent assets. This work respects citizens as active creators rather than passive consumers, fostering an environment where local power can flourish.

Leeds City Council exemplifies this community-first approach, particularly in its adult social care sector. Initiated in pathfinder neighbourhoods from 2013 to 2015, Leeds began embedding community builders and training professionals within the ABCD framework. What started as a pilot programme has blossomed into 17 ABCD sites across the city, supported by council and NHS partnerships, and is influencing other areas of local governance.

The community builders are central to Leeds' efforts to get ‘alongside' the communities they serve. These community builders strive to understand residents' passions and concerns, connect them with others, and support them in taking collective action on the priorities they have defined for themselves.

Take the story of Robin, for instance. After his wife died, he became socially isolated and was emotionally overwhelmed and distressed. Nevertheless, Robin was approached by the community builder in his neighbourhood not just with a focus on his sadness, but also with curiosity about his interests. Uncovering his passion for crafting walking sticks, this process helped him connect with like-minded neighbours, forming a thriving community-led group that shares skills and fosters community ties. This communal approach offers a powerful alternative to institutionalisation.

Evaluations of Leeds' ABCD community builders initiatives reveal significant returns on investment, ranging from £5.27 to £14.02 for every pound spent. However, the impact extends beyond mere metrics; it signifies a profound cultural shift from an institution-centric to a community-centred approach to social care and health.

• To facilitate this transformation, several key shifts must occur:
• From issue-based to place-based responses
• Viewing neighbourhoods as the primary unit of change encourages holistic and connected approaches.
• From institution-first to community-first
• From monopoly to co-production

Recognising public services are allies in solving problems alongside communities, not the only solution providers. So too are communities. Communities also produce outcomes, often better outcomes in social care and health.

Central to this transition is the principle of subsidiarity, ensuring that functions are managed at the most local level possible, with larger institutions enabling rather than overshadowing.

Ultimately, this movement celebrates citizens' irreplaceable creativity and contributions within a democracy. It champions the rights and opportunities of citizenship, recognising the value individuals bring to their communities. By embracing community-first approaches, public services can rejuvenate neighbourhoods, rebuild trust, and cultivate sustainable solutions while alleviating the burdens dedicated professionals face.

The future of public service lies not solely in delivering better services but in forging better alignment between institutions and communities.

Cormac Russell is founding director of Nurture Development and a member of the Asset-Based Community Development (ABCD) Institute at DePaul University, Chicago

Ahead of Stronger Things, Cormac Russell has published an online article expanding on the points made here – view it at the New Local website