Myra duncan men's sheds normal
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JIT is a strategic partnership between the Scottish Government, NHSScotland, COSLA and other organizations to improve health and social care. The document discusses the rapid growth of Men's Sheds in Scotland from 6 in 2013 to 49 projected in 2015. It also summarizes lessons learned about community capacity building from the Men's Shed experience, including tailoring support to local context, building on community assets, and facilitating knowledge transfer for sustainability.
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- 1. @jitscotland www.jitscotland.org.uk JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors Spreading Good Practice Men’s Sheds Myra Duncan
- 2. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors About 2 Achieve the outcomes and targets agreed by the national partners: • Provide leadership in the delivery of health and social care reform; • Improve performance • Develop more integrated approaches to health, housing and social care services; • Embed preventative approaches; • Adopt an assets-based approach such as co-production, and embed a personal outcomes approach.
- 3. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors Why co-production? 3 Integration of Adult Health and Social Care
- 4. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors The link between co-production and community capacity building… 4 In order to co-produce outcomes, people and communities need to have the capacity – the skills, confidence, support and experience – to be able to contribute as equal participants…
- 5. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors Community Capacity Building is… 5 “...enabling individuals, groups and communities to develop the confidence, understanding and skills required to influence decision making and service delivery. This could include enabling communities to provide and manage services to meet community needs.” The Scottish Government’s definition of Community Capacity Building
- 6. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors What is a Men’s Shed? 6 “You make your own Shed, it is not something you are given”
- 7. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors Men’s Shed Research 7 • Why we did this research? • What did we learn?
- 8. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors Research – what did we learn? 8 • Rapid spread over past 2 years: – 49 in existence or being developed (42 confirmed) – 2013, 6 Sheds in Scotland – 2014, 16 Sheds set up – 2015, 20 Sheds acquiring premises or being planned – 18 of 32 local authority areas • Supported by 5 factors: – Information about Men’s Sheds was widely available – Knowledge of local community needs – The assets of the men in local communities – Capacity and skills within local statutory or third sector organisations – The flexibility of the concept
- 9. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors 9
- 10. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors What we learned… 10 Idea – Heard about Men’s Sheds Is this something we can do here? There appears to be a need here. Key supports – Community development worker resource with knowledge of the local community Access to sources of information and knowledge networks Key challenges – Different agendas of different agencies which might compromise potential for action Key learning – Knowledge of the local community, its needs and gaps in services matching this with ideas of potential initiatives
- 11. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors What we learned… 11 ‘Build’ the Shed – Get users to shape the Shed development Key supports – Local knowledge and networks of the Shedders Local media Key challenges – Having a Shed to show potential users Keeping interest of men when premises are not available for them to participate in activities Key learning – Using the knowledge and networks of people involved in a community initiative to promote it via word of mouth
- 12. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors What we learned… 12 Sustainability Key supports – Capacity and assets of the Shedders e.g. fundraising, decision-making Local sources of funding Enthusiasm for using the shed Key challenges – Achieving low running costs The need to keep chasing funding Becoming self-sufficient in administering the Shed Attracting younger users The ‘normality’ of the Shed – disadvantage for finding funding Key learning – Sustainability requires transferring knowledge from supporting organisations to the community Supporting organisations need to look at their longer term role with community initiatives Focus on evidence-based investment and application of improvement science may not be compatible with community-led initiatives
- 13. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors Learning about community capacity building 13 • ‘One size doesn’t fit all’ BUT… tailoring will work • Local level organisational support and capacity can complement community assets – connect and facilitate • Communities must own and make decisions about their initiatives – support needs to focus on knowledge transfer and self-sustainability • Non-financial and financial support are equally important • Community initiatives may not fit neatly into boxes – Organisations need to be flexible with criteria for assessing and metrics of success
- 14. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors Final thoughts 14 • Co-produced public services require community capacity • Developing community capacity is about building on the assets which already exist • Nationwide programmes, projects or services should be adapted to meet local context • Less about ‘top-down’ v. ‘bottom-up’… more about ‘How we meet in the middle’ “You make your own Shed, it is not something you are given”
- 15. JIT is a strategic improvement partnership between the Scottish Government, NHSScotland, COSLA and the Third, Independent and Housing Sectors Thank you 15 ‘Learning about community capacity building from the spread of Men’s Sheds in Scotland’ available at: http://www.jitscotland.org.uk/resource/report-mens- sheds-scotland/ Mark McGeachie National Lead – Co-production and Community Capacity Building Mark.mcgeachie@scotland.gsi.gov.uk http://www.jitscotland.org.uk/ Myra Duncan JIT Action Group md.consulting@btinternet.com www.mdconsulting-org.co.uk
Editor's Notes
- Good morning everyone Thanks to GWT for inviting me to present today. I am Myra Duncan and I carried out this research into Men’s Sheds for the Joint Improvement Team at the end of last year Focus of my presentation is to share with you what we learnt from the research, why it might be considered good practice, and why it is worthy of sharing – although you will be a judge of that : I want to start with some background which will give you the context to the research Then I’ll go through the research findings and finally some Lessons for sharing with public services and people working with communities
- So a little bit of background about JIT – Established in 2004 to promote joint working between NHS & Local Authorities – fast forward 10 years, now have a Joint Improvement Partnership Board – cross-sector representation at strategic level. JIT works with the 31 local partnerships to help deliver change at a local level. This includes challenging public agencies to think differently about how they work with and value the contribution of communities and the third sector to improving health and well-being. REFER TO SLIDE JIT 6 priorities, through it’s work with partners are: highlight Integration, partnership working and collaboration, building capability and Place, Home and community. JIT provides range of practical improvement support and challenge includes working directly with Partnerships as a critical friend & sharing examples of good practice from within Scotland & other countries. Importantly these Partnerships include 3rd and Independent sectors. One of the key approaches is: Co-production Key to JIT’s work is increasing awareness and understanding about the benefits of adopting co-production as an approach.
- Co-production is a central – if not always explicit – feature of a number of significant SG policies which seek to improve the health and wellbeing of people in Scotland. only a snapshot of policies relevant to Health & Social Care in Scotland*** Key underpinning driver Christie Commission – Future of Scotland’s Public Services. Commissioned by The First Minister. Report findings were accepted by Scottish Government who have outlined the 4 pillars of public service reform - Focus very quickly on two: ‘Public service providers must work more closely in partnership’ – bringing public, third and private sector partners together with communities to deliver shared outcomes that really matter to people ‘Public services need to be built around People and Communities’ – we want to unlock the full creativity and potential of people at all levels of public service (in all sectors) and empower them to work together in innovative ways. Scottish Government wants to help create ways for people and communities to co-produce services around their skills and networks Some key policies & Legislation The Quality Strategy and 2020 Vision, Reshaping Care for Older People, Equally Well, Public Bodies (Joint Working) Scotland Act, Self-Directed Support (Scotland) Act, Proposed Community Empowerment Bill
- So SG see Co-Production as key to delivery of better health and wellbeing of the people of Scotland and delivery of their outcomes around: (note: Healthier, Wealthier & Fairer, Safer & Stronger, Greener, Smarter) Co production requires equality in partnerships Without this capacity building, risk of widening inequalities
- Community Capacity Building enables. It is one of the twin pillars of community development - the other being community engagement. It involves activities, resources and support that strengthen the skills, abilities and confidence of people and community groups to take effective action and leading roles in the development of their communities. I expect many of you will be aware of/familiar with this, so where does Men’s Sheds fit in? Lets get back to Men’s Sheds
- Started in Australia in 1990s as an action from the 1st national health conference dedicated to Men’s health there. Improving health and wellbeing, providing health information and supporting social interaction and friendships. Men also recognised they could come together around a practical task if they had a place or workshop where tools and work could be stored. Numbers have grown and aims of Men’s Sheds have become more varied, also younger men and women now participate. Spread particularly to Ireland, New Zealand, England and Scotland Australia, 500 sheds 30,000 men New Zealand c 50 Ireland c100 England c 50 Scotland ? 49 and counting So why have they spread? - there may be a clue in the quote!
- WHY WE DID THIS RESEARCH? Not about Men’s Sheds per se. (other research looks at the benefits of Men’s Sheds – this conference heard about these last year). ASSUMPTION – communities believe they are making a difference This is an example of CCB which has spread across Scotland. How has this happened and what can we learn from the spread of Men’s Sheds that could be applied to other community capacity building initiatives so there is capacity – the skills and confidence for local communities to be able to co-produce outcomes, taking effective action and leading roles in the development of their communities. Of particular relevance to the audience here today is that While some of the Shed’s , early ones, were developed targetted specifically at older people because that was a gap and a policy initiative RCOP, many are now actively encouraging and open to men (and in some cases women!) of all ages Indeed many of them have identified extending the age range and activities to attract younger men as part of their strategy for sustaining the Shed
- The research found that the spread of Men’s Sheds was supported by five factors, and that the first two factors came together at a time when local organisations were aware of community needs and were in a position to act Information and practical support, from peers/Sheds – Australia, Ireland, England – google facebook pages international following As well as the needs presenting in the particular environment, the assets of the community have been instrumental in taking forward individual Sheds and their spread; These assets such as knowledge, experience, skills, capacity, enthusiasm and networks.
- Although each Shed developed specific to its local context, the research found that establishing a Men’s Shed followed a typical path and that there were key supports, challenges and learning at each step in the path. Even if they came in mid way – always went back to Test TALK THROUGH PATH 3 sections: How to start How to build - parallel How to keep going
- All the information here is in the Research report on our website… Go through a few examples of the supports, challenges & learning: This is about local knowledge about what is out there and what is not. Some people said that there was a gap in terms of general activities for men, some saw opportunities to enhance their organisation’s contribution to local community. Some were initiated by statutory agencies working together and in this case there is potential for the different agendas to stymie action. What was key was that many men said that they could identify with the idea of somewhere to go to work on projects, chat with other men. This is important Many said they wanted to pass on skills and knowledge learn from others and give back to the community. Also about being able access information about potential initiatives and resources. This helps with the testing with local communities and set up of the Steering Group, such practical things as admin and organising meetings, small budget to oil the wheels. CDW role It has to be local
- A few examples of the supports, challenges and learning: What came through loud and clear was that it was essential to get the potential users to build the shed. This cuts through organisational agendas and is very hard to do – give away control. What came through clearly was that the assets – knowledge, experience, networks of the Men were fundamental to building their Shed. Local media very interested for stories – mutually beneficial The conundrum of having something to show Men to get them interested, but wanting Men to give their ideas of what the Shed should be, going round in circles. Many Men said this was one of the most difficult things to overcome – particularly to get funding you have to have a proposition for a Shed.... Go back to the path slide to go through parallel
- First two supports are relevant when building the shed as well. A few examples of the supports, challenges and learning: Some sheds now 3 years old and some who identify as a shed much older – even those in development recognised the need to sustain – finance and users Role of the CDW - Also need to facilitate and coach in terms of confidence building, building relationships between the Steering Group/organisers Criteria for funding. Traditional evaluation techniques/evidence of benefit
- A concept that can be tailored Are the stages in the path the same for other CCB initiatives Giving control – really hard for statutory bodies Role of supporting organisations – complementary, filling the assets gaps initially and building capacity. Facilitator, coach, signposter, introducer, - withdrawing Time, donations, free use of rooms for meetings, Tea and Biscuits, peppercorn rents Doesn’t fit easily into organisational boxes, flexibility required, criteria for funding referred to earlier, benefits spread wider than just the users – many took on activities for the community.
- For community initiatives to succeed they must be what that community needs and wants There is capacity and there are assets in communities to take forward initiatives if they identify with the need Cannot expect co-produced public services without developing the capacity of local communities The research into Men’s Shed may not have revealed much that we did not already know but it has reinforced our understanding that - cannot lift and lay from one community to another without understanding and trying to address local needs and tapping into the local assets So whether implicitly or supporters deliberately took a CCB and assets based approach, Men’s Sheds has worked – so it is good practice
- Mark commissioned the research and is national lead with JIT