O4O - Northern Ireland

1. O4O - Northern Ireland Dr Katy Radford School of Sociology, Social Policy and Social Work

2. O4O - Northern Ireland Population – 1.68 M 48.7% Male, 43.8% Catholic Size – 14,000 square Km >60 – 296,912 – 17% Governmental Structures Community Voluntary Sector Legacy of Conflict Segregation from childhood. Mistrust. Additional rural isolation

3. NI Aim of N. Ireland O4Os To identify 3 communities; to explore potential to set up social enterprises run by and for older people; to provide business development training to them. Perceived Benefits 1. To develop rural economy, goods and services. 2. Improve skill base of participants and health and wellbeing of participants and other user stakeholders. 3. Increase social inclusion.

4. Overall 3 year process 1. 2008: Local Partnership Formed Queen’s University, Belfast Age NI (formerly Age Concern/Help the Aged) 2. June 2009:Employment of Project Manager 2. Formation of Steering Group Office of the Older Person’s Advocate Dept. Agriculture and Rural Development Rural Development Council Commission for Victims and Survivors Department for Social Development Rural Community Network Social Economy Network – no engagement 2. Identify potential communities Time factor impacted on decisions – role of steering group crucial Groups at dif. stages of readiness for O4O

5. Overall Process Years 2 & 3: Identify potential partners/networks for O4O in preparation and practice Age Sector Platform, RMNI, Fold & Brain Bus Volunteer Now, Statutory Services (health, social welfare, city and district councils) Years 2 & 3 Identify potential funding sources in preparation for sustainability Arts Council, Local Action Groups, Big Lottery, Good Relations Funds, Service Level Agreements Years 2 & 3 Deliver Business Mentoring Programme Roisin Bradley Associates – specialism trainer working with Older People Year 3: Setting up of Social Enterprises and Completion of Pilot programmes Sustainability – O4O beyond project period Role of Steering Group and networks key Evaluation and monitoring processes beyond the O4O life-span. Year 3: Parliamentary reception, prize giving and lobbying event.

6. Dissemination

7. Background – Co Tyrone Voluntary group with charitable status. Founded in 1985 to address the lack of community activities. 16% Population 60+ Kitchen no longer fit for purpose, due to be shut down, tatty shop. Relationships and gate-keeping impacting on committee and user membership.

8. What was done to engage communities – Co. Tyrone Reinvigoration: Carrot and Stick Age NI Discussions Presentations to group and associate committees Business Mentoring Visit to Finland Change Management Good Governance Role Play Arts and Business Modelling Steering Group Reality Check

9. What was achieved - Co. Tyrone Renamed and Relocated - O4O Centre – Opportunities for Older People Field of Dreams Opened new restaurant with increased covers Growth of Meals on Wheels provision One Stop Information Shop established on High Street Flag ship for Age NI Mid Ulster Wider Community Contact Broader Volunteer and Committee Improved internal relationships Press Coverage

10. Background – Co Armagh Markethill Saver Naver Border town of 1,292 people with a 79% Protestant/Unionist majority strong connections to security services. 8 bomb attacks during the height of the conflict 22% of the population are over 60 Voluntary “Victim/Survivor” Group of 500 membership – grant dependant – 2 paid employees wanting to develop group’s potential.

11. What was done to engage communities – Co. Armagh Capacity and Confidence Building Time intensive trust building Multiple listening sessions Multiple information exchange sessions Highlight membership’s existing strengths, capacity and potential within changing political and economic climate. Network with Government agencies. Business Mentoring Programme Support with grant applications Increased support after long-term sick leave.

12. What was achieved – Co Armagh Premises ready to commence trading Secured funding and refitted kitchenand dining area – 200 covers. Business mentoring training Focussed wider community and sector on potential of facility Group working on partnership/SLA options Process on hold pending reports from investigation PSNI/Charities Commission/SEUPB/CRC

13. Background – Co. Down Kircubbin Cuan (Lough) FM 8 distinct poorly connected villages on a peninsula 7 miles by 20. Competition between villages based on historical differences, available resources and amenities. Population 13,000 Growing retirement area. Anticipated increase in older population by 45.4% (from 11,900 in 2004 to 17,300 in 2017) and 53.8% increase in the 85+ age from 1,300 in 2004 to 2,000 in 2017.

14. What was done to engage communities – Co. Down Introduction to Key Local Partner, Peninsula Health Living Partnership Radio Station an idea presented to key partner - O4O seen as a route to further. Meetings, meetings about meetings, and more meetings. Local O4O steering group formed – snowballing residents – gatekeeping. Project management and implementation Presentation events to local groups (limited take up) and through age sector networks. Family and Friends focus.

15. What was achieved – Co. Down 2 week, 24 Hour Pilot Broadcasting - Reminiscence Programmes - 1 Hour Information Slots Housing, Community Safety, Physical Health, Mental Well Being, Arts and Heritage, Transport, Money Matters , Environment, Education, Participation

16. What was achieved – Co. Down Initial Responses by participants Participants energised to repeat and expand Broadened knowledge and skill base of participants through Media Training Reminiscence Training Business Mentoring Training Participation of and potential partnerships explored from within statutory services, non-governmental organisations Evaluation process commencing late September

17. Reflections Challenges and Barriers Gate keeping – Personal/Organisational agendas and Rhetoric in terms of community development work not necessarily widest interest base Commitment – tensions and over stretching of small pool of volunteers. Ethical – at what cost do volunteers to take on such labour intensive and demanding roles? Capacity – how and who should work with and fund appropriate groups to develop their confidence and skill base? Financial – Project v. Core costs.

18. Reflections What is needed to make O4O work What needs to be changed Communities/Voluntary Sector Genuine bottom up process of community development Realistic expectations Government Inter-departmental/district working Commitment to community development approaches by overseeing good governance structures and supporting the awarding of application for and awarding of SLAs. Strong Steering Group good management structures Adequate Time for each stage of process, particularly beginning Dedicated Human Resources (paid and voluntary) Start up Costs Mentoring External Monitoring and Evaluation

20. Conclusions Indicators of Success Capacity of the committees to sustain existing and attract new volunteers and users Level of trading that is undertaken Abilities of group to attract service level agreements for services User numbers of drop in centre, restaurant and meal delivery services. Evidence of increase in voluntary and statutory partnership working