Getting Started Vote 1 How much do you know about social capital in a health context select one only Press 1 Nothing Press 2 A little Press 3 A reasonable understanding ID: 216840
Download Presentation The PPT/PDF document "Dragon’s Den: Raising Social Capital A..." is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Dragon’s Den: Raising Social Capital As A Means to Tackle Inequalities Slide2
Getting Started – Vote 1
How
much do you know about social capital in a health context? (select one only)
Press ‘1’ – Nothing
Press ‘2’ – A little
Press ‘3’ – A reasonable understanding
Press ‘4’ – A good understanding
Slide3
Getting Started – Result 1Slide4
Scotland in EuropeSlide5
Life expectancy trend by deprivationSlide6
The contrasting experience of Scotland’s communities
How should we respond?Slide7
Individuals and
communities
have
deficiencies & needs
Individuals and
communities have
skills & resourcesSlide8
Features of asset-based working
Identifies and supports protective factors, such as
Individual level: resilience, self-esteem, sense of purpose, commitment to learningCommunity level: supportive networks, intergenerational solidarity, community cohesionApproaches involveDoing with rather than doing to (shifts in power, engagement and control; different decision-making processes)
Seeing people and communities with needs as part of the solution not the problem
Placing a premium on skills for resilience, relationships, and sustainable improvements
Building mutually supportive networksSlide9
A bit about social capital
Bonding
capital – links with similar people, similar outlooks and values, strong ties, good for “Getting by”
Bridging capital –
links with people with different outlooks and values, weak ties, good for
“
Getting on” Linking
capital
–
links
with people and structures that make decisions that
affect
your life and community. Good when distance between is short. Best when community
are involved in decision making.Slide10
Different areas of focus offer different opportunities
Bonding capital
– good for day-to-day psychological support, “bouncing back” from crisisBridging capital – good for knowing about and taking advantage of new opportunities (e.g. jobs), and for adapting to changing circumstances
Linking capital –
good for creating
an empowering environment; co-production and interests being heard
and acted upon.Slide11
The policy context
Integral to a shift towards prevention and health creation
Supports the continued move to partnership and integrationReflected in the Scottish Approach to public service reformFundamental to the success of reshaping services, personalisation, and investment in community-based service delivery…yet there are many inherent challengesSlide12
Contemporary challenges
Increasingly
atomised and individualised lifestylesPersonal networks and associations becoming less grounded in geographic placeSeparation of networks between affluent and deprived individuals/ communities creates barriers to opportunity and social solidarityWorkforce practices and expectationsSlide13
Dragon’s Den - Context
Community ‘
X’:Discrete estate on the periphery of Big TownPopulation of 5,000In top 5% of the Scottish Index of Multiple Deprivation since the Index began in 2004Recently undergone a process of physical regeneration resulting in marked improvements in housing stock quality
Life
expectancy
is low
Rates of hospital admissions, drug and alcohol problems and Disability Living Allowance (DLA) claimants are highUsual activity supported but no significant impact seen Slide14
Dragon’s Den – Your brief as a ‘Dragon’
You’re a Senior Public Sector Manager:
One of your key objectives for the next two years is to identify an approach that has the potential of improving outcomes for people living in ‘X’ in long-termApproach must be capable of delivering sustainable changeApproach must also help to reduce NHS spend associated with the community in longer-term
Total budget for the two years is £200k
Five parties are pitching for some or all of this budget, but you are only going to hear one today whose
aim is to raise social capital
Reflecting on what Carol has said, listen to the pitch and decide if you are going to investSlide15
“You what?”Slide16
Raising Social Capital – Aims
Aim
1 - By doing things together and helping each other, individuals build new trusting relationships; helping to enhance their view of themselves and the community they live in.Aim 2 - Individuals and communities are more resilient
and
have greater capacity to address the
challenges
they face.Slide17
Raising Social Capital – Approach
Individual and community engagement and asset-mapping
Getting activities startedNurturing individuals and groupsReflectionSlide18
Raising
Social Capital
– What’s Different?A focus on local people’s assets & building their capacityCommunity-led, not about external agendasWorker autonomy to adapt project to local contextFlexible funding to turn ideas into action quickly
Workers value and respect participantsSlide19
Raising
Social Capital
Any questions before we vote?Slide20
Dragon’s Den – Vote 2
Are you persuaded enough by the proposed approach to Raising
Social Capital to invest in it?
Press ‘1’ for ‘Yes’
Press ‘2’ for ‘No’Slide21
Dragon’s Den – Result 2Slide22
Dragon’s Den Revisited – Your brief
You’re a Senior Manager in the Public Sector:
Same brief as before, but the project you have just heard about (‘Raising Social Capital’) is a real programme called Link Up and has been operating in ten communities for the past 2 yearsYou’re going to be given an overview of the impact of the Link Up programme in those communitiesBased on what you hear, you will be asked again to decide if you are going to investSlide23
Link Up Impact – Social ConnectionsSlide24
Link Up Impact – Transformational Outcomes
7,376
social connections between people that might otherwise not have met
487
volunteering and helping others in
their community
79
previously isolated but
now engaging
102
attained skills/competency based/qualification/award
82
expressing desire to work
26
employed
72
attained food hygiene qualification
27
reduced alcohol consumption
66
re-engaged with formal decision-making structures
Increasing self-efficacy (and resilience?)
21
reduced tobacco consumption
13
reduced drugs consumption
15
reduced some form of daily medicationSlide25
Link Up Impact – Tales from Muirhouse
Bingo
TRIM
Community Shop
Old Butcher’s Shop
Open Cafe
A’s
story
Sep 2012
Sep 2013
B’s
storySlide26
Dragon’s Den – Vote 3
Based on what you now know about the impact of the existing Link Up programme – would you invest in the R
aising Social Capital project for community X?
Press ‘1’ for ‘Yes’
Press ‘2’ for ‘No’Slide27
Dragon’s Den – Result 3Slide28
Potential barriers to Raising Social Capital
Insufficient evidence-base
Strategy & policy (including associated targets) not alignedStandards and practices inhibit raising social capital
Organisational culture does not value
social capital
Workforce development does not support
raising of social capitalSlide29
Barriers – What do you think? (Vote 4)
Based on your experience, what do you think is the most significant barrier to raising social capital? (only select one)
Press ‘1’ -
Insufficient evidence-base
Press ‘2’ -
Strategy & policy
not aligned
Press ‘3’ –
Standards and practices inhibit
raising social capital
Press ‘4’ –
Organisational culture does not value
social capital
Press ‘5’ –
Workforce development does not support
raising of social capital
Slide30
Barriers – Result 4Slide31
Reducing inequalities and creating health – The importance of social capital
In conclusionSlide32
Evaluation – Vote 5
Do you
understand better now the potential of increased social capital to improve outcomes for individuals and communities?
Press ‘1’ for ‘Yes’
Press ‘2’ for ‘No’