1.3 Explain the value of using assets and resources outside traditional services and in the community

This guide will help you answer 1.3 Explain the value of using assets and resources outside traditional services and in the community.

Leadership in adult care involves looking beyond what is already available within the service. Community assets and non-traditional resources bring extra value to both service users and organisations. They offer fresh solutions, extend support, and help people live more fulfilling lives.

What are Community Assets and Non-Traditional Resources?

Community assets are people, groups, places, or facilities in the local area that can support health, wellbeing, and independence. Non-traditional resources are those not usually provided by statutory health or social care services.

Examples include:

Local charities and voluntary groups
Faith organisations and places of worship
Social clubs and peer support groups
Libraries, leisure centres, and arts venues
Community gardens or allotments
Local businesses and cafés
Befriending services
Digital support and online communities
Neighbourhood volunteers

These resources can be physical, like buildings or facilities, or based on “social capital”—the networks, skills, relationships, and goodwill in a community.

Improving Outcomes for Service Users

Drawing on the community brings practical benefits:

Enhanced social inclusion: Community groups help prevent isolation and loneliness. By joining in social, cultural, or sporting activities, people build friendships and feel more involved.
Promoting independence: Access to local amenities supports people to live more independently, whether that’s shopping locally, joining a class, or managing their own affairs.
Personalised support: Non-traditional resources allow for more choice and flexibility. Not everyone enjoys the same activities or has the same needs. Community options help tailor care and support to the individual.
Peer support and empowerment: Groups run by people with lived experience—such as mental health or disability support groups—offer practical advice and emotional understanding. This peer support can boost confidence and self-management.
Focus on strengths: Recognising a person’s interests, skills, and passions—then linking them to community opportunities—builds on their strengths rather than just meeting deficits or needs.

Relieving Pressure on Services

Bringing in support from outside the traditional care system benefits services too. Some practical examples:

Preventing escalation: Early connection with community support can prevent small issues from growing. Someone at risk of loneliness might join a walking group and avoid depression or “frequent flyer” GP visits.
Decreasing demand on paid services: When individuals use voluntary or community resources, there is less need for formal support hours. This frees up paid staff for those with higher needs.
Reducing emergency incidents: Participation in meaningful activities, peer groups, and local networks often leads to improved mental and physical health, which reduces crises and emergency callouts.

Value for Staff and the Organisation

Staff benefit when services connect with the community:

Richer support options: Care practitioners can suggest a wider range of solutions that may be a better cultural, social, or practical fit than standard services.
Job satisfaction: Helping service users achieve their own goals and take part in rewarding activities is motivating.
Strengthened partnerships: Working alongside community groups and local agencies builds lasting relationships that can support all aspects of the service—from fundraising and volunteering to feedback and innovation.

Supporting Local Communities

When adult care teams use community resources, they give back by:

Raising awareness of local needs
Encouraging partnership working
Helping groups grow and develop
Creating new opportunities for volunteering or employment

This builds stronger, more resilient communities.

Reducing Stigma and Building Inclusive Communities

Taking part in the life of the local area helps break down stereotypes about people who need care and support. It increases acceptance and inclusion. It also lets others see the strengths and talents of service users, not just their needs.

Asset-Based Approaches

An “asset-based approach” looks first at what resources are available in the local area and what capabilities people already have. Instead of starting with problems, leaders ask, “What is strong in this community?” and “How can we help people use their abilities?”

Asset-based approaches value:

The skills, knowledge, and experiences of local residents
Social networks and support systems
Physical resources such as parks, halls, or facilities
Local businesses, faith groups, and cultural organisations

This approach, now encouraged by national policy bodies, moves away from a narrow focus on professional services.

Practical Examples

Case Example 1: Social Prescribing

A support worker spots that a person is low in mood and lonely. Instead of suggesting only medical help, they refer them to a “walking for health” group at a local park. The person meets new friends, gets exercise, and feels more positive.

Case Example 2: Volunteering

A person with a physical disability is keen to do something purposeful. The care team links them with a local charity needing volunteer phone-befrienders. Their skills are valued, their self-esteem grows, and the charity benefits too.

Case Example 3: Faith and Culture

A care home identifies that several residents miss regular worship. By working with a local mosque and church, they support residents to attend services and join community meals. This helps maintain cultural identities and spiritual wellbeing.

Challenges in Using Community Assets

While there are clear benefits, there can be barriers:

Lack of awareness about what is available
Access issues (e.g. transport, physical accessibility)
Concerns about safety, safeguarding, and risk
Language or cultural barriers
Variable quality of community support
Limited funding for non-traditional groups

Leaders must build good relationships, set up safe referral routes, and check quality. They also need to support individuals with access arrangements or adapt activities for different needs.

The Role of Management and Leadership

Managers play a key role. They can:

Map what community assets exist locally
Encourage staff to think broadly
Develop referral and partnership pathways
Share good practice and feedback
Regularly review and update knowledge of local opportunities
Support staff, service users, and families to try new options

Managers are also responsible for policies on risk assessment and collaborative working. This ensures that any use of non-traditional resources is safe and person-centred.

Care Act and Asset-Based Community Development

UK policy supports the use of community assets. The Care Act 2014 encourages local authorities to promote individual wellbeing, reduce needs for long-term support, and involve local resources in care planning. Asset-Based Community Development (ABCD) is a method supported by government and voluntary sectors.

Digital Assets and Online Communities

The modern community is not only physical. Online resources can connect service users to others with similar experiences, information, or interests. Video calls, discussion forums, and digital befriending projects break down barriers for those who cannot get out easily.

Evidence for Value

Research suggests that linking with local assets can:

Improve physical and mental health
Increase independence and confidence
Reduce use of statutory health and care services
Boost happiness and satisfaction with support

CQC reports highlight services rated ‘outstanding’ often showcase strong links to community assets.

Final Thoughts

Using resources outside the traditional health and social care system increases choice, supports independence, and often delivers better outcomes. Leaders in adult care need to recognise, map, and value these local assets. This builds richer, more inclusive services and healthier communities for all.

Embracing the strengths and opportunities available in the wider community is a key part of modern adult care leadership. By seeing local groups and networks as partners, managers help people live better, safer, and more connected lives.