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Inside TWCP: Artist Through Community – Emmanuel

My name is Emmanuel Oreyeni AKA Oreyeni Arts, and I would like to tell you about my story of how I became the artist I am today, through the community.

At the end of year 11, I was introduced to Jamie through the drawings I gave to my teachers, before the last day of secondary school. We then met each other and he told me about TWCP, asking if I would be able to do something for the Growth Summit and we agreed on a small drawing series called the ‘Local Heroes’. This was inspired by how it reminded me of the Avengers; as individuals they have their flaws but in a group they are the earth’s mightiest heroes!

Since then, TWCP has given me the edge to do more with my art and turned it into a career! They have taught me not to wait for things to come to me but to make them happen by seeking out opportunities. So I did! From working with them I expanded my network by working with the Council on numerous projects; including the virtual Christmas festival, and ‘One Borough, One Love’ festival. I also became the youngest steering group member to receive funding at the age of 17, and designed a programme of drawing sessions in early lockdown. Now, I’m painting murals for large companies like Be First and the McLaren Construction Group and most recently for BRL – a mural for their Wilds Ecology Centre in Barking Riverside. I am so proud of what I have achieved from the very beginning of my career until now and I’m excited for university; to study art and see where art will take me next!

In the future, I hope to become well known not just because of my work but because of how young I started and what I was able to do. I now have confidence in my work through the Community Comics and numerous other art based projects and connecting with TWCP opened the door to these opportunities. Even with social media, I remember having only a few followers but now I see it growing. It’s not a rapid increase but one that progresses as my artwork progresses and that is what I love, the progression! After university I plan to do more work professionally and to gain experience in other related fields such as film, costume design, fashion, it could be anything!

Emmanuel Oreyeni

Local artist and TWCP steering group member

Director blog August 2021: Getting things done

Most of us will know what it feels like to make a list of things we need to do, diligently work through it, maybe get side–tracked by stuff, come back to other stuff that is urgent and cannot be put off any longer.  Get to the end of the day, or week and then do it all over again – another list. 

Maybe most of us will also know what it feels like to have too much to do – and that some tasks won’t get done, fall through the gaps in our busy lives.  Which generates stress, no matter how hard we work.   

One of the ways I decompress is by reading – whatever takes my interest, novels, current affairs, books on ideas and theory – and I found myself reading about stress free productivity – hence the blog.  The premise being that the more we are able to relax, the more things get done. Having a lot of things on your mind limits how much gets done – we feel overwhelmed.  It is exhausting thinking about all the things that need to get done, and this is simply trying to recall what it is we need to do, not even the act of doing it.   

A lot of this is obvious but we often miss what is obvious – like where we find ourselves placing our attention.  I was a bit shocked to realise how much time I spend thinking about doing things and trying to remember all the things I should be doing rather than actually doing them. Quite a lot of my life caught up on that hamster wheel.  Whereas what I enjoy is being absorbed by what I am doing, being in the moment, not distracted by trying to chase after lists.   

The wider reflection for me, is about how we do community work.  Again I spend a lot of my life going to meetings, having conversations with people which come down to – so what are we going to do?  Dancing around who does what and will it get done and do we even get to the point of spelling out that there is an action and someone is going to do it. I break things down into issues, solutions and actions.  In community work we spend a lot of time talking about issues but we often miss the solutions and fail to take actions.  Sometimes that is fine because we need the space to simply speak it out, build relational power and trust – people before programme.  Not rush to transact business and instrumentalise people.  So chat about issues is fine.   

But and there is a but, I think one of the major reasons why community work falls short is we don’t then go on to frame the solution and action in specific measurable terms.  Sometimes I think this is a deliberate strategy – power holders get people to talk about issues but that is all it is.  Stuff doesn’t get done if it hasn’t been clearly agreed what the action is and who is going to do it. I think that is what transparency and accountability means.   

I was in a meeting the other week with a lot of public sector workers who lamented the absence of smaller community groups in the delivery of local services and thought was given about how these small groups might ‘get on board’.  I seem to have heard the same conversation for years, a subtext of almost every meeting I go to.  My thought is – if you want to get more community groups ‘on board’ you just do it.  If you really want to do it, you will find a way.  It really isn’t hard.  This is about political and institutional will.  The fact that it still gets talked about means the will is lacking.  The solution for example is to identify what resource exists and ring fence and re-direct some of it. Trouble is, no one is framing the solution and the action – hence smaller community groups are disenfranchised.  This is by design.  I’m not saying there is a malign intent – I just think there are a lot of people copping out. Sometimes people blame the ‘system’ but we are the ones who create the system by who we are and what we do.   So for me it is not about the ‘system’ or bureaucracy, it is just about the will and desire to do it differently and better.   

Sometimes it occurs to me that maybe the same people in the ‘system’ have a lot on and feel overwhelmed.  They can’t relax but bounce from meeting to meeting – too many things to do, important people to placate.  No wonder stuff doesn’t get done.  Or when it gets done it happens at the margins because no one felt the need to form a committee or bring external consultants in.  Sometimes it feels like a conspiracy to agree things are being done when they are not.  There’s a fear factor.  Maybe that sounds a bit critical.   

Paulo Freire, a Brazilian educator, wrote about how oppression operates through a culture of silence.  Power holders encourage magical and naive thinking when addressing social problems – magical in the sense of things being an act of fate or chance, naïve in the sense that those in power always and only act on the best interests of those without power and in fact want to give power away rather than hold on to it.  Freire suggests only critical thinking gets things done – that’s why maybe I’m coming across as critical.  Critical as in asking questions, trying to move from issue to solution to action.  Sometimes getting lost in a list of things to do.

 

Matthew Scott

TWCP Director

 

Allen, D (2015) Getting Things Done. London: Piatkus 

Friere, P (1995) Pedagogy of the Oppressed. London: Penguin 

Inside TWCP: Pierre’s Story

My name is Pierre Epoh Moudio and I am a British Citizen but I am originally from Cameroon. I moved to the ward in 2014, and am a resident steering group member of Thames Ward Community Project (TWCP). I work as a Senior ESOL Lecturer at Barking and Dagenham College and have more than 16 years’ experience working with immigrants who need to improve their English in order to improve the quality of their lives, to get into employment and fully integrate in the new country they live in.

Why ESOL (English for Speakers of Other languages)? Teaching ESOL has always been my childhood dream and I am passionate about languages. English is actually my third language. When I arrived in the UK, I struggled to find work, make new friends in a new country and I didn’t know how things operated in the UK work environment. It was frustrating and I felt depressed. I went from one setback to another and wanted to give up. Later, I was asked to retrain and get a new qualification to meet UK standards but after doing so I got no positive reply from employers because I had no UK work experience. Luckily through voluntary work, I gained the necessary experience, made new friends, widened my network, got support from various people and organisations and successfully got my first permanent job as an ESOL Lecturer.

To give back to the community that did so much for me, I decided to set up a project that would help immigrants to work on their language and employability skills, get some work experience that will enable them whilst looking for work to compete on equal footing with the locals and make a positive contribution to their community. TWCP played a key role in the setting up of the ESOL for Parents project as I spoke to several organisations about my idea but none of them thought it was a good idea but TWCP did. They provided me with all the support I needed from applying for funding, monthly one to one check in meetings, to all the logistics. Thanks a million and this could not have happened without you. To date I have run several successful projects that have impacted not only the local residents but also residents from other boroughs. We also won two awards one from the Rotary International- Stratford branch and the other from Barking and Dagenham Faith Forum. The award was for improving access to services.

Most of the people I work with are frustrated, lack confidence and are hopeless because they have lots of skills that could benefit the UK but are not used due to poor guidance and support. My plan for the future is to work closely with local employers and get them to offer support by offering work placements to my students which will give them that vital UK work experience needed by most employers and in return boost their confidence and enable them to aim higher.

Pierre Epoh Moudio 

Director blog July 2021: Wellbeing – The personal is political

Wellbeing has rightly risen up the agenda of things people are talking about – not just because of the pandemic but also because people expect more from employers, the workplace and the day-to-day social spaces we inhabit.  That’s a good thing.
 
What I wonder is whether we have a strong enough shared understanding about what wellbeing is?  Inevitably wellbeing means different things to different people but is there a robust enough overall vision?  A big tent that people can unite behind and get with the programme.  My sense is that we don’t have this – I don’t think wellbeing has broken through because if it had, we’d be living in a very different world.
 
Wellbeing is a warm comforting word, like ‘community’; it gets sprayed around as a non-specifically positive thing.  Fuzzy and vague.  But as we know goals and objectives that are not ‘smart’ (specific, measurable, achievable, realistic and timed) or even ‘smarter’ (evaluated and reviewed) – well those loose goals have a habit of not getting done.
 
To be fair there are plenty of toolkits and how-to guides around:
 
 
 
 
So just like safe-guarding, equal opportunities, health and safety and similar must-have policies it is easy enough to get something written down, and more to the point, understood, used and reviewed.  In other words, it can be managerial, technocratic and in its better moments a framework for accountability.
 
What I feel is lacking from the wellbeing conversation society is having with itself these days is a deeper location of wellbeing as political thing.  Funny how that gets airbrushed out of the picture; how we don’t get around to talking about structures of power, control and oppression – move along, nothing to see here.
 
I’m all up for doing more exercise, going on long walks together, learning a new skill.  My point is that the answer to social problems is through both individual self-care AND wider institutional and political actions.  And all I get from the professionalised choreography about wellbeing is the former not the latter.  
 
At its worst wellbeing is just a mix of naive and magical thinking – if you are on the sharp end of poverty that is as much about politics and economics as opposed to learning how to breathe properly.  The solutions to the stresses that bear down on us can be framed in terms of things you can do as an individual and things that the state can do to or for you, for example via legislation. A tussle between the agency of the individual to sort their lives out versus the structure of the state (NHS / Council etc) to sort it via tax and as public servants.  
 
If you are in power, with all that money and patronage what message would you want to put out there?  I’d say it would be about putting all the responsibility on the shoulders of individuals and then try and make out like it was deeply meaningful and empowering.  An example of how ideas need to be questioned or else they end up carelessly repeated as assumed ‘common sense’: an ideological con trick.  
 
To be clear, I just think we need a mix of emphasis on what individuals can do, and what wider society needs to get done.  A balance, not one thing or the other.  
 
What I reckon we could do is use the opportunity that is presented by wellbeing to put a whole lot of things on the agenda.  To think critically, to open up conversations and propose new solutions and actions.  I think this is best of both worlds – the individual bit and the collective action joined as one.
 
The slogan that ‘the personal is political’ is associated with second wave feminism but I feel it is universal and multi-purpose.  We can use what we experience to prompt reflective conversations that critically examine how we are living and how we might want to live differently.  That in turn is a programme for political action.  If we get the opportunity to jump on the wellbeing bandwagon and chat freely why not give it some welly?  Be a shame not to.
 

Matthew Scott

TWCP Director

Inside TWCP: Meet Our New Wellbeing Navigator Coordinator, Alex Anthony!

Despite the area not always having the best of reputations, to me its wide leafy avenues have held strong feelings of warmth and neighborliness. I’ve always been aware of the pride residents have felt for their borough, having been captivated by my Aunt and Uncle’s stories of the sewing machinists at Fords, or the big street parties held in my grandparent’s ‘banjo’ not long after the building of the Becontree estate. Ever since I’ve always been interested in stories of community solidarity and our borough’s colourful history. 

Why TWCP? 

Prior to this role I’ve been lucky enough to give back to the community I worked in as a librarian and then working in special educational needs. When later I worked in regeneration I understood the importance of involving residents to steer change and the enormous difference investment could make in instilling a sense of pride in people’s towns. I hold a history degree from Royal Holloway University with a keen interest in humanitarian work. I’m an experienced researcher and campaigner, and skilled at community engagement having worked with vulnerable people in challenging situations.  

Having been able to return to work in the borough from another corner of London I feel excited to be present during a period of growth and potential for Thames Ward. I wanted this job because I’m passionate about being able to work on resident-led initiatives that promote a more equal and connected community. My new role has put me in touch with so many amazing local residents and groups who have been working hard in keeping their neighbours healthy, connected and happy both before and during the trials of lockdown. I feel very lucky to be part of our team and to know that each day our little patch of London will grow to be a little greener, healthier, and more confident community. 

Alex Anthony

Wellbeing Navigator Volunteer Coordinator

Director blog: People before programme – June 2021

One of the many things that stuck in my mind on recent community organising training was this phrase ‘people before programme’.  It hit me like a train when I got what it meant.
 
Essentially ‘people before programme’ means not just starting from where people are at, rather than where you want them to be, but also putting the person first, genuinely valuing the relationship rather than what you think you can get out of it.
 
I’m guilty of getting on the wrong side of that and I’m pretty sure most of us, one way or the other take the occasional short cut.  Pretty much every meeting I go to I see people talking past each other, waiting to speak rather than actively listening.  A lot of the time I don’t even notice because it is habitual, and I end up doing the same; it is transactional not relational.  
 
I guess if you work in the private or the public sector you know what to expect – there are rules to the game.  The private sector has profit as a bottom line and money defines the feedback loop; the public sector runs on systems of top-down accountability and political control.  Once you get beyond the massive PR and hype that mystifies the public and private sector, the ‘programme’ is brutally clear, and people on the inside need to follow it.  The nail that stands out gets hammered down.  But in the community sector we get the opportunity to do differently.  We get to define and create our own culture which is why the principle of ‘people before programme’ hit home – how come we don’t do more of that?  Obama said: ‘we are the leaders we are waiting for’ and in the community sector we have more freedom than most to make that true.
 
It isn’t complicated.  We all know how it feels to be fully listened to, and on the flip-side when someone tunes out.  The power that flows between us was made to be shared – that is what relationships are about, but as we move outwards, we experience ‘the world as it is’, not ‘the world as it should be’, and it doesn’t pay to be naive.  Building a more relational culture will not be enough, but it is a start.  
 
If you put ‘people before programme’, you give them power.  The power to set their own agenda, to be listened to and initiate their own programme for change.  It requires losing control.  But also offers the opportunity to work alongside.  I’d like to think our citizen action groups follow that and we should be more widely held to account on that basis and on how we develop the resident-led Community Development Trust now in place.  There is a vulnerability as well as a strength in that. It is just as easy to pull apart as to pull together – the reasons for pulling together are not as obvious as elsewhere (public and private sector) – but when it clicks, wow.  
 
I’ve been going to the Learning Group convened by BD Collective and the Llankelly Chase Foundation that has been looking into issues of power and paternalism in the borough. I’m not sure the word ‘paternalism’ connects with people but think of it as a near neighbour to sexism, racism and other oppressions.  It speaks to a world where things are done to you, like it or not. Where power is held over you by a few, or even a single individual, at the top of the tree.  I guess that learning group is trying to put ‘people before programme’ too, but what would it take to dismantle the isms and schisms, the paternalism and all that?  Nothing less that conscious and consistent dismantling of control whenever it gets in the way, which is often.     
 
Losing control – that is the strapline I want to see on the next LBBD corporate plan 2022-2026 and VCSE (Voluntary, Community, Social Enterprise!) strategy. Losing control as the means to get a bigger win for all.  For me that is the logic of coproduction, localism and generative governance – all the flash terms policy people get paid to talk about but struggle to deliver, so really it is an appeal to be consistent, to do what it says on the tin.  
 
Meanwhile here’s to creating new and exciting spaces to learn and work together.
 

Matthew Scott

TWCP Director

Inside TWCP: Meet our new Health Outreach Worker, Rahela Begum!

Growing up in South London I’d heard about Barking and Dagenham, and just like where I’m from, it didn’t have the best reputation. So, fast forward to 2017, when I was looking for somewhere to live and I found an affordable place in London, I couldn’t believe it. It was here in Barking that I found a lovely community on the river. The place I moved into was a houseboat! From that first day walking through the town, and when I spoke to my future neighbours, I felt at home. It had that same community feel I was missing from my childhood. The area was full of families and people who had lived here for years, as well as so many new people. It was buzzing with people who had ideas of how they wanted to change the area, and the feeling was catching. I soon got a job in the area, joining Participatory City and the Every One Every Day project. I got to work in the area I lived in and I felt so lucky because I got to meet even more people.
 
I started to explore the area that was now my home and my favourite way to do that was by visiting all the parks. I started falling in love with the familiar sights of the weeping willows of Greatfields. I followed the path along the lake in Barking Park to the cafe and listened to the children play in the park. I eventually got a bike and ventured to the expansive Mayesbrook and Parsloes. I wanted to get to know the borough like the people I worked with and learn about the history. So many important things have happened here! I eventually moved to Chadwell Heath onto the famous Becontree estate. With Participatory I got to work across the borough on lots of projects, but I wanted to focus my efforts and create an impact.
 
Why TWCP?
 
The Thames Ward Community Project is based in one part of the borough, separated by the A13, it’s a place with the fastest developments going up. So how do you create and keep a sense of identity and community when everything around you is changing? I have joined the team as the Health Outreach Worker, so it is my job to bridge the gap between developers, the NHS, other organisations and the residents of the area. I want to help residents create programmes and develop projects that will get people feeling healthier and happier and more involved in their community. The borough is changing and the people living here are changing, I see this as a chance for us to have a positive impact on what’s going on around us. TWCP works with residents directly and supports people to be at the forefront of the projects they want to see in the area. That’s the role I want to play in the community. I want to be behind people’s great ideas, supporting with connecting people, sharing knowledge, opportunities and helping organise ideas to make sure they are successful and long lasting.

Rahela Begum

Health Outreach Worker

Making the connections – May 2021

Community coalition building can transform adult social care outcomes (and much more).

You may have noticed that there are a lot of collaboration type meetings going on right now. Twenty or thirty people on a teams call, an even mix of council officers and second tier charities, a consultant or two.  I like that all over B&D people are chatting on shared online calls about collaboration and partnership working right now; it will all help us build back better after the pandemic.  Paulo Freire, a Brazilian community worker, said we ‘change the world one conversation at a time’ and I believe that.  Margaret Mead said it was a ‘small group of thoughtful committed individuals’ but what I think matters even more is how that conversation happens.

The thing I’m noticing about the ‘reimagining adult social care group’, one of those many larger online meetings about better partnership working and delivery, is that it is pretty open in a way that most of the spaces I’ve encountered in the borough are not.  The council has talked about moving away from a paternalistic culture and that can only be a good thing.  There is something about the culture of strongly political and hierarchical organisations that inhibit wider collaboration – the higher up you go the more brutal it can get; people learn not to bring their whole self to the job which is a shame because the fearful and transactional only gets you so far.  With the reimagining adult social care group it is a big shift and it becomes contagious when people behave like they’ve got autonomy, stuff gets done better and quicker.  

My assumption is that the adult social care meetings I have been to are highly provisional spaces – some ideas might fly, relationships build and hopefully some very specific piloting of work.  This blog is about a proposal for the latter (specific piloting of work).  At these meetings I’ve found myself talking about getting resource (money) and support (capacity building) into the hands of smaller community groups – the ones who don’t go to these meetings, who are not constituted or contract ready but who make up the overwhelming majority of resident collective action.  

We need to dismantle the winner takes all system.  Hence the value of coalitions – if commissioners placed greater social value on consortiums and coalitions it would be transformative – not just reaching and involving more people, leveraging a greater contribution but fundamentally changing the rules of the game.  

In terms of how it might work, the approach we’ve taken at Thames Ward Community Project is to build resident-led coalitions.  We listen to what people are angry about, what they care about.  We distinguish issue, solution and action and start planning together; we ferret out what works through testing and reviewing. We find small pots of money, then deliver, then repeat at maybe greater scale – all done by resident-led groups.  Those groups work together as a wider network or coalition – as we get more success we bid for pots of money as consortiums and coalitions because we are not and never have been in competition with each other.  It would be great to get other local examples of shared funding and delivery.  But what I’d say is not enough of us are working like this because if we were, there’d be more money pushed downwards whereas mostly the money flows upwards to a few.

Michael who chairs the meetings said there were an estimated 7,000 community groups in the borough.  I checked on the Charities Commission website and there are very few charities, well under a hundred and of those only a few with significant turnover, so basically you can count the number of groups on a set of fingers who are going to win contracts and play an active, mature partnership role.  

What I’ve learnt in Thames Ward is that residents want jobs and the social solidarity that comes from working together; they want their creativity and entrepreneurial flair to lead to more control in their lives – control over work, money, personal and professional development.  The journey to that kind of social business sustainability is a rare thing but we should champion this intention, go beyond occasional contracts for the ‘trusted’ few and open up mainstream budgets to smaller groups controlled by local people, especially in a borough that has more developer investment than anywhere in Europe (so I’m told) and a council that exhorts inclusive growth.  

When we have these exploratory conversations about collaboration it is easy to rein in ambitions, seek pragmatic and incremental change.  I think we should go much further: shift far more money, decision-making and delivery to many more groups via coalitions, consortiums and networks and be explicit about that.

Matthew Scott

TWCP Director

Inside TWCP: From Zero Engagement to Community Work

I’ll be honest, I lived my first year as a resident of Barking Riverside with little to no engagement at all with the community. The “little” compromised solely of taking the EL1 bus route to Barking station, heading to work, and commuting back home again. On weekends, we would head to the town centre, to the local supermarket, which was merely out of necessity, and I was okay with living like this. I had become accustomed to this sort of urban nomad life, in which I made little effort to grow roots where I lived.

A few reasons drove this behaviour, one just being the tunnel vision of the working life, but another has to do with the regeneration that took place in what I would call my hometown. I grew up to watch the area change from infamous to a bohemian hotspot. Young working professionals and students arrived finally seeing the potential for communal projects and shared spaces, to enhance community, without the community. The divide is stark. It made me lose a bit of my sense of belonging, and knowing you belong, and you have a voice to shape where you live is everything.

Fast forward to moving to Barking, and it took giving birth to my first born and the Pandemic to make me slow down and finally embrace what was my new locality. I received a newspaper from a well known charity, which sparked my interest. Exploring all the Warehouse on River Road had to offer gave me a new found excitement for my local area and I actually started to talk to my neighbours. My year was spent taking part in a collaborative business project, where I learned how to create handcrafted candles and textile products; taking care of chickens, a fun and beneficial past time in terms of collecting eggs; and finally joining a Women’s cycling group, which ultimately changed the trajectory of my life! It led me to this job. 

It was the year 2020, and those experiences that ignited in me a desire to not only be a part of the Thames Ward community, but to empower the voices of all of us to be part of the change happening right now. You can become an active part of holding those with duty accountable, creating your own solutions to local issues, collaborating with others so the wheel isn’t reinvented, and just learning from the diverse group of people that live here.

I want to challenge you if you are a local resident to be heard! Yes we’re all a little rusty after spending time in lockdowns but thats the crux of what we’re doing here at Thames Ward Community Project. We’re conveners. We’ll help you cultivate your skills, get you a seat at the table and support the community so that conversations turn into action.

Zainab Jalloh

Communications and Outreach Officer

Reaching Outwards – April 2021

Big news: on Friday 26th March we heard we’d been successful in securing a further three years of funding from the Lottery.  Our success is a tribute to an incredible amount of hard work and support from residents, partners and local groups over the last three and half years: very much a team effort and evidence of deep collaboration which got us over the line.  It means we have a secure base of core funding on which to work from and this makes all the difference.  We’ve found over the last couple of years that we’ve been able to secure smaller pots of funding for projects and initiate any number of activities, thus having massively raised expectations it’s great to have the resource to manage and activate this increased workload.  Feels good.

Three and a half years ago we began our Reaching Communities programme with the aim of creating a resident-led Community Development Trust (CDT); that seems a long time ago but looking at some of the organisations we know and admire – the Bromley By Bow Centre, Selby Centre, Manor House Community Trust for example – their journey has spanned decades and ours is only just beginning.  Hence the task is not only to facilitate empowerment, connection, organisation and community voice but also to ensure we become a mature social business and are sustainable over the long term.  

Our work, along with everything around us, will be defined by how we build back better as we come out of the pandemic.  The value of community-led action was never in doubt but is needed now more than ever in particular actions that support health and wellbeing, resilience and skills.  Our work with health partners, the British Red Cross and with emerging social enterprises will become ever more important as part of the wider solution to the challenges we face.   

For the future we need to reach out ever more widely to residents and partners and create a participative democratic practice to underpin the partnerships and projects we are involved with.  This means finding ways to ensure what we do is genuinely resident-led and open to everyone who wants to make a contribution.  Having become increasingly established and sustainable ourselves, it also means that our success should be defined by our record in helping others grow, become sustainable, attract and secure funding.  If we get this right this will be a measure of real service to the wider community. There are lots of resident-led projects bubbling up, from ESOL, to arts, sports and health that show the way forward and with the right support will change what was hitherto thought was possible in terms of service delivery and resident-led social business. 

Matthew Scott

TWCP Director

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