Dragon’s Den: Raising Social Capital As A Means to Tackle - PowerPoint Presentation

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’