1

Draft Strategy and Action Plan to Tackle Loneliness and Isolation in the Harrogate District

FINAL DRAFT FOR CONSULTATION

Authors: Anna Woollven (Project Manager), HARCVS

Jackie Crewe (Project Assistant), HARCVS Strategy and Mapping Development Project delivered by Harrogate and Ripon Centres for Voluntary Services (HARCVS) within the Harnessing the Power of Communities Programme (HPoC) which is managed by Community First Yorkshire. Funded by: Harrogate District, Harrogate and Rural CCG and West Yorkshire and York Health Care Partnership This work is a key element in local system improvement in the Harrogate District. October 2019

2

Contents Page number

Introductory note 2

1. Executive Summary 3

2. Summary of recommendations 5

3. Project background 7

3.1 Harnessing the Power of Communities 7

3.2 Voluntary sector role in HPoC 7

3.3 Community health asset mapping 8

4. Methodology 9

5. Draft Harrogate District Strategy and Action Plan to tackle loneliness and social isolation

11

Section One: Evidence and Insights

15

Section Two: Improve access to organisations that support and enable people’s relationships in communities

18

Section Three: Facilitate the development of community infrastructure that empowers social connections

21

Section Four: Build a culture that supports connected communities

24

Section Five: Next steps: building on this strategy

28

Appendices (included in this document)

1. References 31

2. List of contributors 33

3. List of West Yorkshire & Harrogate Health Care Partnership HPoC Projects

35

Accompanying documents (not included in this document but available from HARCVS)

Background research on loneliness

Research findings and discussion points

Community health asset mapping stocktake

Introductory note

This document provides a strategy and action plan of approaches to tackle loneliness and isolation across the Harrogate district. It is recommended to be read in conjunction with the ‘accompanying documents’ listed in the table above.

The authors of this project wish to thank all the contributors to this project.

3

1) Executive summary – strategy and action plant to tackle loneliness and isolation in the

Harrogate district

This research project sets the context about loneliness, examining its prevalence, suggested

causes, its impact on society and government strategy to address it. It examines the local

picture through primary research conducted with organisations from across the voluntary,

community, health and statutory sectors, who shared their perceptions of how loneliness

affects their beneficiaries.

Loneliness was identified by respondents as the number one issue locally affecting

individuals’ health and wellbeing. It was deemed by respondents to affect all ages in society,

despite it often being perceived as affecting mainly older people. The prevalence of loneliness

was also considered to be high among local people.

We identified a stigma surrounding loneliness, with less than a third of voluntary service

organisations specifically advertising their services as helping to address loneliness. Nearly

two thirds of voluntary organisations and community groups address loneliness as a

secondary or incidental outcome of their work. We also established that where loneliness was

being identified, it was often through informal conversation. Respondents told us they did

not always have the skills or knowledge in place to act on these conversations. This suggests

the need for more information on signposting and referral routes so that people do not slip

through the net.

We found that although some organisations collect data about loneliness, there is no

universal measurement. This makes it difficult to both establish the extent and causes of

loneliness, as well as measure the impact of any interventions. The report examines ways to

measure and collect data pertaining to loneliness to create a firm foundation for proposed

actions to address this social issue.

Our research established that the environment and relationships people experience when

interacting with services, groups and other individuals determines how comfortable people

feel about expressing their loneliness. Building these feelings of trust to enable conversations

about loneliness and isolation to take place is central to our proposed strategy. Creating this

‘permission’ for people to talk about loneliness will also enable appropriate

interventions/signposting to take place.

Transport and access to digital technology were identified as stumbling blocks to people

becoming more socially connected across the Harrogate district. The report seeks to identify

potential solutions to overcoming these barriers. The availability of volunteers was also

identified as a key enabler to providing some voluntary and community services and also

providing the opportunity for people to become more involved with their local communities.

The way people access information has changed as they seek information from both formal

services and informal interactions, both off- and on-line. To reach out to some of these harder

4

to access groups of individuals, we are proposing building on the ‘making every contact count’

programme to identify, and flag up, loneliness. This has been named the ‘push’ and ‘pull’

approach. Formal contacts, such as GPs, statutory and voluntary sector agencies will ‘push’

or ‘encourage’ interventions against loneliness i.e. referrals. An information campaign and

‘informal contacts’ i.e. familiar strangers who may visit the home, will help ‘pull’ or ‘persuade’

people to seek out new social contact to address feelings of loneliness.

We identified a willingness among research respondents to address loneliness. Suggestions

to tackle loneliness and social isolation included more collaborative working, reaching out to

more people and creating more awareness about loneliness and its impacts. These

suggestions have been considered in our recommendations.

The immediate focus of the plan is to reduce loneliness and social isolation where it is already

present. The mid-term aim focuses on prevention. Measures proposed in this plan are

designed to dovetail in with the social prescribing work taking place in the health and social

care sectors for more acute cases. By collaborative working, we envisage a transparent two-

way referral process, so individuals’ needs can be attended to in a joined up way as their

health and wellbeing needs change over time.

The proposed strategy and action plan are designed to:

Identify the causes of loneliness and social isolation

Help people to recognise its symptoms in individuals and equip them to take

appropriate action

Encourage individuals to seek help themselves

Make tackling loneliness and social isolation in the Harrogate district everyone’s

responsibility

Summary of Strategic Approach:

Vision – Harrogate and District’s vision is for everyone to be able to have strong social

relationships; with families, friends and communities supporting each other,

especially at vulnerable times in our lives; and where loneliness is recognised and

tackled without stigma.

Focus of Harrogate and District’s work – This strategy focuses on

preventing/ameliorating people feeling lonely all or most of the time; and is guided by

3 goals. The first goal is to improve the evidence base - what causes loneliness, the

impacts and what works to tackle it. The second goal is to embed loneliness into

organisational policy by recognising factors increasing loneliness and supporting

people’s social wellbeing and resilience. The third goal is to build an area conversation

by raising awareness of loneliness impacts and tackling the stigma surrounding it.

5

Structure of this strategy – The structure of this strategy has been developed in line

with the Government’s national loneliness strategy ‘A connected society A strategy

for tackling loneliness’; and is informed by research gathered from Harnessing the

Power of Communities (HPoC) projects 1 (health asset mapping) and 2 (strategy and

action plan). The strategy is divided into 5 sections:

Section 1 – Local evidence and insights

Section 2 – Improve access to organisations that support and enable people’s relationships

Section 3 – Facilitate the development of community infrastructure that empowers social

connections

Section 4 – Build a culture that supports connected communities Building a culture that

supports connected communities

Section 5 – Next steps: building on this strategy

In each section there is a summary of the research findings and key issues, followed by a

proposed action plan.

a) Start a conversation around loneliness – based on national conversations (Jo Cox

Commission ‘Start a conversation’8 and Campaign to End Loneliness ‘Let’s Talk More’.

b) Find out what resonates with people – shared interests and activities are important

to motivate people to connect and get involved.

c) Involve and engage with all stakeholders – by including informal (e.g. voluntary car

drivers, library home visits, mobile hairdresser, etc.) as well as statutory services more

lonely people can be reached.

d) Work collaboratively and take a multidisciplinary approach where appropriate e.g.

MIND outreach sessions in community locations, ‘making every contact count’.

e) Ensure correct knowledge of sources of support is available via all organisations

(VSOs, community groups, services, employers).

f) Tap into existing networks and initiatives e.g. Campaign to End Loneliness, ‘Looking

out for our Neighbours’, Community First Yorkshire’s NY Loneliness Project.

g) Take a holistic approach – loneliness is everyone’s concern.

6

2) Summary of recommendations

1. Introduce a framework for data collection about loneliness to enable informed

decisions to be made about the appropriate interventions, as well as to accurately

review the effectiveness of these interventions. The proposed new Harrogate District

VCS Alliance is well placed to take on this role.

2. Through training and information, better equip people across the voluntary,

community and statutory services to obtain appropriate sources of support for an

individual who discloses they are lonely.

3. Introduce a clear message about loneliness to enable conversations about it to take

place and reduce the stigma that can surround being labelled as ‘lonely.’ Following the

example of the mental health campaign ‘It’s ok not be to be ok’, this will be achieved

by a campaign entitled ‘Let’s talk about loneliness’; and will use key conversation

starters such as ‘How are you?’ to encourage people to open up about their feelings.

Promotional material will encourage community spaces e.g. cafes, shops, village halls,

to think about how they can address loneliness within their own communities.

4. To increase impact of measures and ensure consistent messages, tap into existing

loneliness initiatives e.g. Campaign to End Loneliness, Looking out for our Neighbours,

Community First Yorkshire’s The Loneliness Campaign.

5. Reach out to all individuals, not just those who are presenting to services. This will be

achieved by building on the ‘Making every contact count’ programme, where every

intervention with an individual e.g. through volunteers, in the library etc., is an

opportunity to help address potential feelings of loneliness. By providing a multi-

channel media campaign (blogs, social media, roadshows etc.), we seek to ensure

information is available to all ‘hard to reach’ individuals.

6. Encourage more volunteering opportunities across voluntary and community

activities as a way for individuals to increase their sense of belonging with their local

communities. Promote volunteering opportunities specifically designed to address

loneliness. This could help to increase capacity for some over-stretched voluntary and

community services.

7. Seek solutions to overcome barriers to social participation. Measures to overcome

digital exclusion will centre around the provision of training and access to computers

at community anchor organisations, libraries and other public meeting spaces.

Improve transport availability by introducing a community transport network to share

resources and seek to plug any gaps in transport services.

8. Develop a consensus regarding the use of Community Directories like Where to Turn

or Connect North Yorkshire to include more information about statutory and health

7

services as a means of improving access to sources of support to improve health and

wellbeing.

9. Set up a mechanism e.g. a ‘Loneliness forum’ or other means to increase the amount

of collaborative working taking place across the voluntary, community and statutory

sectors to make the best use of existing resources and ensure a joined up approach to

tackling loneliness and social isolation. Encourage existing networks, such as the

Community Buildings network and the Mental Health and Wellbeing Network to

formulate an action plan to tackle loneliness, based on the outputs from the

‘Loneliness Forum’.

8

3) Project Background

3.1.) Harnessing the Power of Communities HPoC is a new strategic Programme, funded by the NHS, and delivered via the West Yorkshire and Harrogate Health Care Partnership. This Programme takes a community health asset based approach, with the Voluntary and Community Sector (VCS) playing a key strategic, collaborative role to improving health and wellbeing. HPoC is overseeing the delivery of a £1 million programme to tackle loneliness and isolation alongside local council and health partners; through 21 projects covering 6 areas (Appendix 3). Harrogate is only one of three areas (alongside Greater Manchester and Staffordshire) in England that are working towards securing Integrated Care System status as illustrated in ‘Your community, your care: developing Harrogate and Rural District together’1; and as part of this health care development, has secured HPoC funding to tackle health inequalities.

The aim of HPoC is to help voluntary and community sector organisations to work collaboratively, as part of developing Integrated Primary and Community Care Hubs, to tackle priorities like loneliness and isolation. The Programme focusses on an Asset Based Community Development (ABCD) approach, which considers what is strong locally, making best use of existing health assets. Public Health England2 has referenced community health assets being used to promote health and prevent illness, which include:

The skills, knowledge and commitment of individual community members

The resources and facilities within the public, private and third sector

Friendships, good neighbours, local groups, community and voluntary associations

Physical, environmental and economic resources that enhance wellbeing

The 2018/19 HPoC programme in the Harrogate District encompasses 5 projects:

1. A shared understanding of community health assets in urban and rural areas. 2. Development of a strategy and action plan for tackling loneliness and isolation across

all age groups. 3. A review of the options for making information about community assets and voluntary

sector services more accessible to local communities and the health and social care system.

4. The development of a new voluntary and community sector services (VCS) prospectus and VCS alliance organisation for the district.

5. Workforce and integrated hub development.

3.2) Voluntary Sector Role in HPoC Voluntary sector involvement in HPoC originated via Community First Yorkshire (CFY); with Harrogate and Ripon Centres for Voluntary Services (HARCVS) successfully bidding to manage HPoC projects 1 and 2: Project 1 – Community Health Asset Mapping in the Harrogate District - to provide detailed knowledge of the current state of community health assets, and the evidence needed to inform the development of Strategy and Action Plan for Tackling Loneliness and Isolation in the Harrogate District (Project 2).

9

Project 2 – Development of Strategy and Action Plan to tackle loneliness and isolation in the Harrogate District - to develop an evidence-based, succinct strategy and action plan which is collaborative and makes the most of existing health assets (link to Project 1). The Strategy may identify new and innovative approaches, but aims to better co-ordinate existing projects and services across sectors and collaborative ways of working. The Action Plan will propose how the Strategy may be delivered with lead organisations in the first 2 years. HARCVS is an independent registered charity, whose mission is to support communities, charities and volunteers to make the Harrogate District a great place to live and work; with its positive effect evidenced in its impact report ‘Making a Difference’3. The organisation is regarded as well placed to carry out this research, through its professional relationships, roles and collaboration across sectors and provision of services to individual service users. HARCVS’s previous experience in project management, development of on-line community directories (Where to Turn Directory and Volunteering Directory) and existing area connections, evidences its capability to deliver these projects. 3.3) Community Health Asset Mapping Project 1 of the HPoC Programme focussed on achieving a shared understanding of community health assets in urban and rural areas of the Harrogate District. “A health asset is any factor or resource which enhances the ability of individuals, communities and populations to maintain and sustain health and wellbeing. These assets can operate at the level of the individual, family or community as protective and promoting factors to butter against life’s stresses”; with the asset approach suggested as “an ideal way for councils and partners to respond” to the challenge of health inequalities4. As well as establishing a snapshot of available community health assets (physical services, spaces, skills, knowledge and commitment) and the potential to map these assets; socio-economic needs/issues and provision gaps were also surveyed from a variety of sectors (voluntary, health, local authority and private). In order to increase awareness of Harrogate District’s socio-economic issues (including loneliness and social isolation) and to increase understanding of mapping community health assets, it is recommended that the HPoC Community Health Asset Mapping report is read to complement this report.

10

4) Methodology

Scope The research offered organisations the opportunity to have a voice and to impact the development of local services and approach to tackle loneliness and social isolation. The projects investigated and illustrated a snapshot of available community health assets and views of how to tackle loneliness and social isolation, during a relatively short timeframe, from a selection of local organisations, the majority representing voluntary and community sectors, but also from statutory (health and local authority) perspectives. No individual members of the public provided data directly, however, limited organisational research indicated positive service impacts on clients. Project timescales determined project reach and perspectives obtained. Timeline The research period commenced in January 2019 and concluded in June 2019, with both researchers each working on average two days a week; working on projects 1 and 2 simultaneously. Other members of the HARCVS team provided advice and support as and when required. The research timeline is described in Table 1 below.

Table 1 – Project Timeline

Timescale Actions

14/01/19 Familiarisation with project charters, background research and questionnaire design

12/02/19 – 12/04/19

Data collection via face-to-face interviews (12/02/19 – 04/04/19) and on-line Survey Monkey questionnaires (06/03/19 to 12/04/19)

15/04/19 – 31/05/19

Data analysis and report writing

22/05/19 Presentation of projects’ findings to HPoC Steering Group

07/06/19 Projects and reports completed

Questionnaire Design and Data Content The questionnaire framework was informed by the Project Charters, the National Loneliness Strategy5 and loneliness and wellbeing frameworks (see ‘Background research on loneliness’ document). Researchers consulted organisations and individuals to gain their input on four key areas of data content relating to:

1. Information about their organisation’s work (health assets). 2. Socioeconomic issues and gaps in provision in their area. 3. Tackling loneliness and social isolation. 4. Identifying best practice and suggestions on how to address issues identified.

Data Collection Nineteen face-to-face interviews were carried out by the researchers with 22 organisations (including a key partner, community anchor hubs and other voluntary/statutory organisations) across the Integrated Primary and Community Care Hub areas (indicated in Appendix 2). Face-to-face interviews enabled discussions and data collection to encourage quantity and quality of data; with initial interviews being used to pilot and adapt questions where necessary. The key partner and community anchor hub organisations were offered

11

monetary compensation according to time given to attending interview to provide data. This data was input into Survey Monkey by a researcher to enable data analysis. The 2 projects were promoted and/or data collected at the following occasions:

Chief Officers and Chairs Group meeting

Connection Ripon Group meeting

GP Practice Managers’ meeting

Living Well Team/York CVS meetings

Masham Health and Wellbeing event

In addition to face-to-face meetings, 3 on-line surveys (via Survey Monkey) were compiled and distributed to provide data as indicated in Table 2 below.

Table 2 – Project engagement and response

Targeted at Distribution method Circulation Response level

1.Voluntary sector organisations

Via HARCVS bulletin x 2 Via direct approaches Via CFY bulletin

900 Unknown

37 (including 9 interview results)

2.GP practices Distributed to GP practices Practice Dispatches E-Bulletin Follow up phone calls

17 GP practices

21

3.Community venues

Email Via HARCVS bulletin x 2 Via CFY bulletin

56 900 Unknown

14

Six key influencers from across the district were contacted via email to invite their feedback; of which 2 completed our survey. General practice responses included a range of perspectives (doctors, practice managers, occupational therapist, nurses, physiotherapist and administrator). Due to the relatively short research period and potential ethical considerations (risks of causing distress and timescales to obtain ethical approval) relating to gathering data from lonely individual members of the public; organisational research was requested to represent lonely individuals’ perspectives. However, only a few organisations provided limited research. The response levels were lower than desired and may have been due to:

Lack of time – many of the contacts were volunteers

Length of survey with short deadlines – due to the wide scope of the project, surveys were long (over 30 questions), which may have deterred some people from taking part

Participants did not always feel qualified to comment

Apathy – ‘will your work really make any difference?’

Feeling that lots of duplication going on in the sector

12

5) Harrogate and district Strategy and Action Plan to tackle loneliness and social isolation

The research findings have been used to develop the draft Strategy (what needs doing) and Action Plan (recommendations of how this can be achieved) for the Harrogate district area (Green Text). This is set out on the following pages and will be consulted on during July/August 2019.

13

Draft strategy to tackle loneliness and social isolation in the Harrogate District

Executive Summary:

Vision – Harrogate and District’s vision is for everyone to be able to have strong social relationships; with families, friends and communities supporting each other, especially at vulnerable times in our lives; and where loneliness is recognised and tackled without stigma.

Focus of Harrogate and District’s work – This strategy focuses on preventing/ameliorating people feeling lonely all or most of the time; and is guided by 3 goals. The first goal is to improve the evidence base - what causes loneliness, the impacts and what works to tackle it. The second goal is to embed loneliness into organisational policy by recognising factors increasing loneliness and supporting people’s social wellbeing and resilience. The third goal is to build an area conversation by raising awareness of loneliness impacts and tackling the stigma surrounding it.

Structure of this strategy – The structure of this strategy has been developed in line with the Government’s national loneliness strategy ‘A connected society A strategy for tackling loneliness’; and is informed by research gathered from Harnessing the Power of Communities (HPoC) projects 1 (health asset mapping) and 2 (strategy and action plan). The strategy is divided into 5 sections:

Section 1 – Local evidence and insights Section 2 – Improve access to organisations that support and enable people’s relationships Section 3 – Facilitate the development of community infrastructure that empowers social connections Section 4 – Build a culture that supports connected communities Building a culture that supports connected communities Section 5 – Next steps: building on this strategy In each section there is a summary of the research findings and key issues, followed by a proposed action plan.

About this strategy Purpose

The strategy purpose relates to how the Harrogate district understands and takes action to tackle loneliness and isolation; and lays the foundations and ambitions for the next 2 years, setting out how the area can build a connected society.

Development

14

Strategy development is based upon the Governmental loneliness strategy, approaches to tackling loneliness (Campaign to End Loneliness (CEL)6 Promising Approaches to Tackle Loneliness Framework), promoting wellbeing (Five Ways to Wellbeing)7; and HPoC research data.

Scope

The Harrogate District local authority area, which covers 500 square miles and includes Harrogate, Knaresborough, Ripon, Pateley Bridge, Boroughbridge and Masham and the surrounding rural communities.

Key stakeholders

Harrogate District Public Services Leadership Board (PSLB)

Harrogate and Rural Alliance (HARA)

Harrogate District Chief Officers and Chairs Group Partners All organisations and individuals able to have a positive impact on loneliness Beneficiaries Anyone affected by loneliness in the Harrogate District Objectives

Understand loneliness and increase awareness of how it affects people (meaning, impacts, prevalence).

Reduce the stigma surrounding loneliness (‘give’ permission to talk).

Reach out and support all affected by loneliness, particularly those who are ‘hard to reach’ (e.g. without support networks, digitally excluded, lacking motivation).

Tailor interventions according to need i.e. no ‘one size fits all’ approach (self-identity is important – what meets one person’s needs won’t necessarily meet the needs of another person).

Have appropriate procedures/resources in place when loneliness is flagged up (awareness of referral process and available activities and services in the Hub area).

Have a clear message about loneliness to ensure it is heard (awareness of loneliness key messages, everyone can be susceptible, and it’s ok to talk about being lonely and to ask for help).

15

Overall Strategy

Start a conversation around loneliness – based on national conversations (Jo Cox Commission ‘Start a conversation’8 and Campaign to End Loneliness ‘Let’s Talk More’.

Find out what resonates with people – shared interests and activities are important to motivate people to connect and get involved.

Involve and engage with all stakeholders – by including informal (e.g. voluntary car drivers library home visits, mobile hairdresser, etc.) as well as statutory services more lonely people can be reached.

Work collaboratively and take a multidisciplinary approach where appropriate e.g. MIND outreach sessions in community locations, ‘making every contact count’.

Ensure correct knowledge of sources of support is available via all organisations (VSOs, community groups, services, employers).

Tap into existing networks and initiatives e.g. Campaign to End Loneliness, ‘Looking out for our Neighbours’, Community First Yorkshire’s NY Loneliness Project.

Take a holistic approach – loneliness is everyone’s concern. See ‘Proposed Actions and Estimated Timescales’ on page 27

16

Detailed findings, strategies and proposed actions Research findings document reference

Section 1: Evidence and insights Strategy: increase understanding and awareness around the loneliness topic.

Loneliness definition (as described in the national strategy): • “A subjective, unwelcome feeling of lack or loss of companionship. It happens when we have a mismatch between

the quantity and quality of social relationships that we have, and those that we want.” • Loneliness is described as subjective and emotionally experienced, contrasting with social isolation which is objective

and concerned with the number of people a person has in their social network.

Harrogate district evidence and insights Impacts of loneliness/organisational research data • Only a small amount of data was provided by organisations across sectors to quantify the impacts of loneliness. • Most GPs did not collect information on how loneliness affected patients’ health and wellbeing, and those that did limited

this to consultation notes; no practice confirmed systematic recording of loneliness data. • A limited number of organisations provided recent data of positive outcomes resulting from services (e.g. reduced

loneliness/isolation, increased: awareness of services, levels of social contact/activities, attention to health) and strategies employed to achieve their goals.

• This strategy encourages organisations to systematically collect data relating to impacts of loneliness, what works to tackle loneliness/isolation, and the processes involved.

• Appropriate sharing of this information will increase individual and professional knowledge required to prevent/ameliorate loneliness.

3.2

Measures used to identify lonely beneficiaries • Two thirds of VSOs/Community Hub organisations identified lonely individuals anecdotally through conversations,

whereas one third used a variety of wellbeing measures and one referenced measures suggested by the national loneliness strategy, which had caused client distress.

3.9

17

• This strategy suggests the importance of continuing conversations, building relationships and listening skills which are important to identify loneliness; but also to start using the measures suggested in the national loneliness strategy.

• Preference of whether to use the one direct and/or 3 indirect questions will be dependent upon the individual, the relationship and workforce communication skills to support a ‘sensitive conversation’ in identifying loneliness.

Loneliness recognised as the top issue in the Harrogate District • Community and health sectors identified loneliness as the top issue affecting individuals requiring attention. • Social isolation is still a key issue, but other issues, e.g. mental health, caring responsibilities, transport, benefits, advice,

and other issues now supersede it. • Perceptions are mixed in relation to whether loneliness/isolation is remaining the same or worsening. • This cross sector data adds impetus to the argument that action is required to tackle loneliness and isolation issues

immediately.

2.1 2.3

Reasons behind issues • The most prominent factors behind area issues (including loneliness and social isolation) suggested across sectors,

included cutbacks to services, lack of funding, changing communities and an ageing population; with a lack of awareness (information, initiatives and services) also being suggested.

• Many factors behind these issues may be more complex to solve, but increasing awareness of information and services is very achievable and should be the first area to focus on.

2.4

Gaps in provision • Qualitative data across community and health sectors indicated gaps in transport, funding/services, youth services,

mental health, one-to-one support, reaching people and lacking awareness of services; indicating potential issues for individuals accessing activities/services and meeting health and wellbeing needs.

• This qualitative evidence illustrates the importance of a strategic planning to address provision gaps.

2.5

Percentage of beneficiaries experiencing loneliness (anecdotally) • There was a lack of awareness from one third of VSOs/Community Hubs regarding the prevalence of loneliness within

their beneficiaries; with the remaining responses indicating high prevalence of above 20% to 100%. • 50% of GPs indicated 25-50% of their patients were lonely and 13% considered this to be more than 50% of patients. • This anecdotal evidence suggests there is a lack of awareness regarding loneliness prevalence rates and also there are

high levels of loneliness amongst patients and beneficiaries.

3.7

18

• This strategy recommends measuring loneliness systematically so that people can get the support required to tackle loneliness. Prevalence rate data can also be used to increase organisational awareness, to help strategic planning and to develop required services and support to tackle loneliness.

What causes loneliness? Trigger points/life events • All age ranges – young (18-25 years), middle (26-64 years) and old (65+ years) were perceived to be affected by both

loneliness and social isolation. • Community organisations perceived a wide range of trigger points and life events increased vulnerability to loneliness

(e.g. bereavement, poor health, becoming a carer, living with disability). • GP perspectives illustrated different trigger points/life events increasing vulnerability to loneliness associated with age

(e.g. bullying, leaving home and education issues impacting 18-25 age range; moving jobs and children leaving home impacting 26-64 age range and bereavement and poor physical health impacting 65 age range).

• It is important to increase awareness of trigger points/life events that increase vulnerability to loneliness to enable professionals to identify people who are lonely/at risk of experiencing loneliness, so relevant support can be provided to alleviate/prevent loneliness symptoms to different populations.

• Identifying those at risk with the roll out of social prescribing. Increased awareness of triggers/life events will also help individuals be more aware of their health/wellbeing and enable them to be more proactive in getting help to prevent loneliness or tackling it more quickly.

2.2. 3.10

Action Plan 1. Encourage systematic measurement of loneliness – using consistent measurements, a single direct question and/or

3-item UCLA scale for adults (as recommended by the Office for National Statistics)9 2. Collect data about

a. loneliness (impacts, causes, life events/triggers) b. outcomes of interventions to assess what works at individual and organisational levels (Patient Activation

Measures)10 c. interventions/processes involved d. Introduce a framework for data collection – a ‘how to collect data’ and ’10 tips to help your project reduce

loneliness’ (focus on how services are delivered – how to plan/implement projects using best practice) https://www.thinknpc.org/resource-hub/10-tips-to-help-your-project-reduce-loneliness/

3. Share data – This could be spearheaded by the proposed Harrogate District VCS Alliance, who could introduce the framework and encourage data sharing.

19

Section 2: Improve access to organisations that support and enable people’s relationships Strategy: to increase awareness (of individuals and organisations) of what loneliness is and what support is available by ‘making every contact count’11, through easy to access information; and to catalyse sharing of best practice of how to tackle loneliness/social isolation and to support social wellbeing.

By improving how organisations and services connect people at risk of experiencing loneliness to support • There is a good degree of referrals being carried out by community organisations and GPs; signposting people to varied

sources of support including VSOs/Community organisations, local authority and health services e.g. Living Well Team, online support and Citizens Advice.

• Identification of lonely people was considered an issue requiring attention. • Organisations wanted to develop their activities/services to deal with more referrals and by reaching more people at risk

of loneliness/isolation. • Improvements are suggested regarding reaching lonely people and for those organisations not signposting to connect

people to support/activities.

1.3 2.1 3.11

By offering a variety of activities/services • A variety of activities/support are available throughout the hub areas, provided by a variety of organisations (VSO/Hubs,

Venues and GPs), and which evidenced meeting the CEL framework of approaches to tackle loneliness, across all age groups.

• Organisations wanted to develop their hubs, activities, services, e.g. hub identity, peer support groups, prevention services, combining mental health into other activities

• This strategy suggests building upon provision strengths (e.g. social activities, advice/signposting, volunteering); particularly regarding developing the more limited services, including psychological therapies, transport, technology and one-to-one support to attend activities; making sure all age category needs are met, including younger adults.

1.1 3.11

20

By increasing awareness of all activities/services addressing loneliness • Some organisations perceived all activities/services were beneficial. • Others suggested a range of different activities, support, courses, environments and projects. • It is important that a wide range of activities/services are available to tailor to individual needs and that all organisations

are aware of the benefits of all activities/services addressing loneliness.

3.3

By creating the right environment of service/activity availability and organisational approach so people can ask for help • Community organisations considered the most significant process by which services/activities helped to address

loneliness was by building social connections; which is an intuitive way of understanding the process of alleviating loneliness.

• However, it is important to understand that different types of activities/support, volunteering and service provision (e.g. non-judgemental and good communication skills) can help in tackling loneliness.

3.4

By rolling out social prescribing? • GPs identified social prescribing as an area they were hoping to develop. • The integrated Hub areas will commence rolling out social prescribing during summer 2019. Having access to a wide

variety of activities/support and good referral processes in place will be instrumental successful social prescribing.

3.11

By improving how organisations and services connect people experiencing loneliness to support at certain trigger points • VSOs/Hub organisations were aware of a wide variety of trigger points increasing vulnerability to loneliness; particularly

prominent were factors associated with old age e.g. bereavement, ill-health and disability. • GP perspectives illustrated how age impacted vulnerability to loneliness; indicating a diverse range of social factors, e.g.

bullying, education issues for 18-25 year olds and moving jobs and divorce/relationship breakdown for 26-64 year olds. • Increased awareness is required of the many life events/triggers that increase everyone’s vulnerability to

loneliness/isolation throughout their lives.

3.10

By making it easier to access information about local community groups, activities and support services for loneliness • A good number of organisations/GPs are using the WTT online directory to link individuals and organisations up with

community activities and events to support good health and wellbeing. • There is scope to increase use of the WTT tool through increased signposting and identification of service/activity gaps. • Project 1 assessed WTT could be developed through mapping and referral capability to refer activities/services across

sectors; which will increase efficiencies when rolling out social prescription. • WTT is considered a key tool to overcoming loneliness and isolation.

4

21

• For individuals who are digitally excluded or do not have technological skills or for community workers who do not have access to technology when out in the community, it will be necessary to provide information and community support to increase awareness of activities/services.

22

Action plan: 1. Promotion – Produce loneliness fact sheets based on the ‘Making Every Contact’ initiative (different versions for different audiences).

Refer to proposed push/pull approach on how to reach different audiences (see page 28). Fact sheets to include key messages, support, WTT- health assets, social prescribing, referral information.

2. Develop health assets on ‘Where to Turn’ directory, asset mapping and referral form

3. Improve accessibility to information – leaflets, touchscreens, blogs, GP surgeries, libraries, community venues, community workers – to extend the reach of information so that everyone can access information e.g. hard to reach populations.

4. Organisations advertising – not ‘hiding’ loneliness. Piggyback onto initiatives e.g. Wellbeing Bags (libraries), Mental Health Awareness Week, Hub Healthy/Wellbeing Events

5. Set up a ‘Loneliness Forum’ – part of VCS Alliance: promotion, sharing best practice, making loneliness an agenda meeting item

6. Tap into existing networks – My Neighbourhood, Chief Officers and Chairs, Connecting Ripon, Mental Health and Wellbeing Network in HG, Mental Health Awareness Week – ‘putting loneliness on the agenda’

7. Area Advertising – ‘conversation about loneliness’, reducing stigma and reaching more people by tapping into ‘Looking Out For Our Neighbours’

8. Continued development of health assets – develop services/activities (e.g. ABCD e.g. support groups, neighbourhood approaches e.g. area health and wellbeing events, ‘Ways to Wellbeing’ courses

9. Social prescribing – different models e.g. York CVS website for best practice resources.12 Social prescribing guide which is used by NHS England and the Government can be accessed at:

https://www.england.nhs.uk/wp-content/uploads/2019/01/social-prescribing-community-based-support-summary-guide.pdf. Outcome measures – refer to Patient Activation Measure (PAM): https://www.england.nhs.uk/wp-content/uploads/2018/04/patient-activation-measure-quick-guide.pdf – to support personalised support planning information and documentation.

23

Section 3: Facilitate the development of community infrastructure that empowers social connections Strategy:

• Development of community infrastructure (including community spaces, transport, housing design, technology and volunteering) to support people to come together in urban and rural communities.

• Collaborative working across sectors to enable community infrastructure.

By organisations focussing their work on addressing loneliness • Across sectors, most respondents considered their work addressed loneliness mainly as a secondary focus/incidental

outcome; with a small percentage addressing loneliness as a primary focus. • Some organisations did not either address loneliness or were unsure how their work impacted on loneliness. • There is potential for some organisations to start to and/or increase work focus on addressing loneliness. • Organisations with a primary focus to tackling loneliness stated strategic aims, collected data, tailored support to the

individual and worked collaboratively; which could be used as a best practice approach to develop strategic policy/practice documentation.

3.1

By unlocking the potential of underutilised community space • Only a small amount of data was collected which referred to developing activities in outdoor contexts. • A Men’s Shed initiative is launching in Ripon, for which it was seeking a community venue. • Organisational development in tackling loneliness included offering to share their venue to other

activities/services/groups. • Further exploratory research is required to develop underutilised community spaces e.g. Ripon Neighbourhood Plan’

may offer potential suggestions of community spaces.

3.2 3.11

24

By ‘plugging the gaps’ in the transport network to enable people’s social connections and to help people be connected to their community

Transport was identified as a top 5 key area issue/gap in provision which required better service.

Transport was listed as a service important to addressing loneliness

Organisational development plans included developing transport to meet the needs of people in the local area and working together with other organisations.

Suggestions for the Harrogate district included developing better transport in relation to accessibility, particularly for groups who were rurally isolated, vulnerable, and to enable activities.

2.1, 2.5 3.3 3.11 3.12

By supporting communities to come together through good planning and housing • Planning and housing design was not addressed in this HPoC research • Further research is required at the Harrogate district level to explore how planning and housing design can impact

on loneliness/isolation.

By maximising the power of digital tools to connect people • Technology is regarded as both an activity and gateway service (CEL framework) to activities/services. • Technology is often seen as excluding people from fully participating in community life, it can also be used to enhance

social connections. • IT support and courses were available in some local hubs but these were limited and have potential to be developed

1.1

By continuing to develop a volunteering network of people • Volunteering is recognised both as a way for individuals to improve health and wellbeing (Five Ways to Wellbeing),

and also a one-to-one activity (CEL framework), and an enabler, helping others to increase their feelings of social connectedness.

• Volunteering is available throughout the local community activities/services. • Some community organisations collect data to support the positive effects of volunteering. • Local organisations perceive volunteering can alleviate loneliness through one-to-one interactions and

companionship. • Organisations are developing their volunteer workforce e.g. befriending volunteering scheme to help tackle

loneliness/isolation. • A lack of volunteers was suggested as one reason behind area issues (including loneliness/isolation). • Befriending and volunteering were recognised by organisations as being important in addressing loneliness through

building trusting relationships.

1.1 3.2 3.3 3.11 2.4

25

• Suggestions for area development to tackle loneliness/isolation included increasing capacity and capability of volunteering e.g. attracting younger volunteers, raising the profile of befriending; and also valuing the voluntary sector in general.

• This strategy recommends volunteering opportunities are developed and promoted widely to tackle loneliness and isolation.

3.12

26

Action Plan 1. Community spaces

a. Utilise public spaces and encourage shared use of spaces for community use b. Continue to connect individuals and organisations to services, support, volunteering and natural spaces. c. Increase awareness of social infrastructure by taking best practice from: How shared spaces make communities work – this

briefing document explains how public services and community/public/commercial spaces provide places where social relationships are formed and where face to face interactions can take place: https://www.gmcvo.org.uk/system/files/social_infrastructure_briefing.pdf

2. Technology a. Help people to become ‘digitally aware’ to prevent them becoming further excluded and isolated. b. Develop hub services to increase digital accessibility e.g. touch screens linking to activities/services and courses (IT skills). c. Improve access to technology for community workers to enable them to get online when out and about to make instant

signposting and referrals. 3. Transport

a. Explore ways to join up community transport with public transport? E.g. joining up with local bus services to provide onward transport for rural passengers.

b. Develop volunteering driving services further e.g. Ripon and Rural Voluntary Car Driving Service and Liftshare working collaboratively together over areas and increasing number of volunteer drivers.

c. Revive the Community Transport Forum – where representatives from local community transport initiatives (e.g. Liftshare, Ripon and Rural Voluntary Car Driving Service, Nidderdale Community Transport, etc.) come together to devise a more joined up approach to create synergies out of their work, e.g. organisations work collaboratively to find a solution for rural residents, i.e. one organisation providing the first half of lift and the other organisation providing transport home.

4. Volunteering a. Create a ‘Loneliness taskforce’ to increase volunteering opportunities for peer support, thereby benefitting volunteers,

beneficiaries, and helping to increase capacity for some over-stretched voluntary and community services.

27

Section 4: Build a culture that supports connected communities Strategy:

• To build a national conversation to raise awareness and tackle stigma associated with loneliness – loneliness is not a ‘taboo’ subject. • To support community groups to thrive e.g. increasing awareness of loneliness as a risk factor for poor health, emphasising the

importance of strong social connections and encouraging employers to support employees’ wellbeing.

By starting a conversation to raise awareness and reduce the stigma around loneliness

Research states that people feel uncomfortable admitting they are lonely.

The national strategy recommends a conversation is required to reduce stigma.

This HPoC research shows that organisations across sectors are planning how to tackle loneliness/isolation over the coming years e.g. reach more lonely people, promoting loneliness awareness and producing support information.

There is also a motivation within organisations for a strategic area focus to tackle loneliness.

3.11 3.12

By advertising services as helping to overcome loneliness • The majority of community organisations did not advertise their services as helping to overcome loneliness (due to

stigma and vulnerability); preferring instead to promote the positives of activity and improving social wellbeing. • The majority of GPs did not provide details of how to overcome loneliness; only a third provided leaflets when provided

by other organisations. • This lack of advertising services/activities as tackling loneliness, suggests a general information area leaflet would

benefit many individuals, not presently being provided with information – those actively seeking help and those hard to reach populations.

3.5, 3.6

By further encouraging beneficiaries/patients to communicate they are lonely • More than half of respondents across sectors considered patients and beneficiaries were likely to communicate they

were lonely. • The environment/service e.g. the trusting relationship with GP contributed towards people expressing their loneliness. • It is important to build a culture to enable ‘loneliness conversations’ and to develop service approach and skills to give

people permission to discuss loneliness/isolation.

3.8

By supporting grassroots opportunities to strengthen local social relationships and community ties. • Organisations wanted to work collaboratively to tackle loneliness/isolation. • ABCD and neighbourhood approaches were suggested as developmental approaches of meeting loneliness/isolation

needs through local Hub activities/services/groups.

3.11 3.12

28

• Organisations wanted a Harrogate and district connected community using activities/services already in existence.

Action Plan 1. Start an area conversation

a. Campaign to ‘give permission’ for everyone to start loneliness conversations with this project research proposing conversations around “Let’s talk about loneliness and social wellbeing” “How are you?”

b. Build on other initiative messages ‘Looking out for our Neighbours’ c. Circulate good news stories e.g. youth having a voice

https://www.harrogateadvertiser.co.uk/news/people/teenagers-from-bilton-have-produced-a-film-challenging-stereotypes-of-young-people-and-where-they-are-from-1-9767737

2. Providing Training a. Enable ‘sensitive’ conversations to take place in all services and venues - importance of non-judgemental

approach to prevent stigma. b. Training delivered via the Integrated Hubs to the VCS and rolled outed further to the statutory/private sectors. c. More specialist conversations including ‘motivational interviewing techniques’ are recommended for social

prescribers to enable sustained behaviour change. 3. Provide information

a. Communications about benefits of social wellbeing – in media, in ‘point of contact’ communications material (benefits of social wellbeing and importance to tackle loneliness) e.g. Neighbours positive experiences campaign pack; Neighbours promote positive experiences press release.

b. Work with online influencers e.g. bloggers, opinion leaders to help disseminate loneliness messages; to build upon existing messages ‘Yorkshire Post Loneliness Campaign’ and to extend the reach.

c. Promote ‘loneliness conversations’ ‘good news stories’ and recent research via platforms e.g. E-Bulletins. 4. Organisational collaboration via VCS Alliance

a. Share best practice of ‘how to tackle loneliness/social isolation and other organisations’ work in this field e.g. research

5. Organisations’ focus – to tackle loneliness as a strategic primary focus a. Encourage groups and organisations to adapt loneliness and social wellbeing into good practice e.g. the WI Link

Together to alleviate loneliness initiative (including Five Ways to Wellbeing and company checklist of ensuring organisation is opening and welcoming to all) accessed at: https://www.thewi.org.uk/__data/assets/pdf_file/0008/296486/NFWI_Loneliness_Toolkit_2018.pdf

29

Section 5: Next steps: building on this strategy Strategy:

• Building an area loneliness evidence base. • Adopting a cross-organisational approach to tackle loneliness/isolation. • Production of an area action plan stating how loneliness/isolation/social wellbeing will be addressed and embedded into policy and

practice.

By building an evidence base • Very little local area loneliness research data exists; creation of this strategy is an ideal opportunity or ‘starting point’

to build the Harrogate district loneliness/isolation evidence base.

By adopting a cross-organisation approach

There is a strong sense of organisations wanting to develop their own and area development plans by working together collaboratively, across all sectors.

This HPoC research projects are a good example of working collaboratively to assess the local Hubs’ health assets and to obtain data to develop this strategy and action plan to tackle local loneliness and isolation.

3.11, 3.12

By taking the next steps – how we can all take action to build a more socially connected society

The previous Sections of this strategy explain in more detail the actions required for embedding consideration of loneliness and relationships into organisational practice, procedures and policy.

The action plan (including timescales) listed below suggests how the Harrogate district may progress the loneliness agenda throughout the area over the next 3 years (2019 – 2022).

30

Proposed Actions and estimated timescales

(Subject to support and funding in place) Estimated time scales starting

from strategy launch date

Set up a Harrogate Mechanism such as a District Loneliness Forum – working collaboratively to share best practice 3 months

Develop systematic measurement of loneliness to be used in the Harrogate District 12 months

Collect other relevant data and build on the Harnessing the Power of Communities (HPoC research) 12 months

Information: develop area/hub promotional materials 12 months

Carry out training for ‘loneliness conversations’ skills 12 months

Media Campaigns: develop the ‘Start a conversation’ & ‘Let’s talk about loneliness’ campaigns 12 months

Community Information – secure a consensus on the role of Community Directories in improving access to health and

wellbeing services in all of Harrogate District’s communities 6 months

Placement of promotional material through organisations, events, forums 12 months

Transport – set up a Harrogate District Community Transport Forum 3 months

Volunteering – local support for volunteer involving organisations to increase volunteer numbers & offer opportunities for

people to get involved in their communities

24 months

Technology – invest in local hub providers/ services to share community assets info ( mapping/digital skills) 24 months

Carry out training for ‘loneliness conversations’ skills 24 months

Embed awareness of loneliness issues into organisations; promote good practice, policies and procedures ongoing

31

Extending the reach – the ‘push’ and ‘pull’ approach

Identify themselves as very

lonely

Identify themselves as

sometimes lonely

No specific feelings of

loneliness but receptive to

more social contact

32

Conclusions

Our research has shown that feelings of loneliness are complex and can be

triggered by a wide range of factors. Given its complexity, there is ‘no one size fits all’ solution to tackling it.

Interventions against loneliness need to be tailored to the individual’s requirements and the individual needs to be involved in identifying solutions.

A variety of activities and support (community health assets) are required to meet the individual’s needs

As loneliness affects all levels of society, it calls for society as a whole to take joint responsibility for it.

From informal conversations with neighbours to targeted interventions from voluntary services, we all have a responsibility to support local people to overcome these feelings of loneliness.

It is time to start having a conversation about loneliness.

33

Appendices

1. References 2. List of Contributors 3. List of WYHHCP HPoC Programme projects

34

Appendix 1 – References

1. Harrogate and Rural District Clinical Commissioning Group. (2018). Your community, your care: developing Harrogate and Rural District together. The future for integrated primary and community care in Harrogate and Rural District. Retrieved April 2, 2019, from https://www.harrogateandruraldistrictccg.nhs.uk/data/uploads/integrated-care/your-community-your-care-february-2018-v16.pdf 2. Public Health England (2018). Health matters: community-centred approaches for health and wellbeing. Retrieved January 22, 2019, from https://www.gov.uk/government/publications/health-matters-health-and-wellbeing-community-centred-approaches/health-matters-community-centred-approaches-for-health-and-wellbeing 3. Harrogate & Ripon Centres for Voluntary Service. (2018). Impact Report 2017 – 2018. Making a Difference. Retrieved April 2, 2019 from https://www.harcvs.org.uk/sites/default/files/HARCVS-Impact-Report-2017-18.pdf

4. Improvement & Development Agency. (2010). A glass half-full: how an asset approach can improve community health and well-being. Retrieved April 15, 2019 from https://www.local.gov.uk/sites/default/files/documents/glass-half-full-how-asset-3db.pdf 5. Department for Digital, Culture, Media and Sport. (2018). A connected society: A strategy for tackling loneliness – laying the foundations for change. Retrieved April 2, 2019, from https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/750909/6.4882_DCMS_Loneliness_Strategy_web_Update.pdf 6. Jopling, K. Promising approaches to reducing loneliness and isolation in later life. (2015). Retrieved June 4, 2019, from https://www.campaigntoendloneliness.org/wp-content/uploads/Promising-approaches-to-reducing-loneliness-and-isolation-in-later-life.pdf 7. Aked, J., Marks, N., Cordon, C., & Thompson, S. (2010). Five ways to wellbeing, The New Economics Foundation. Retrieved May 13, 2019, from https://neweconomics.org/uploads/files/8984c5089d5c2285ee_t4m6bhqq5.pdf 8. Jo Cox Commission on Loneliness: A call to action. (2017). Combatting loneliness one conversation at a time. Retrieved May, 20, 2019 from file:///C:/Users/user/Downloads/Combatting-loneliness-one-conversation-at-a-time.pdf

9. Office for National Statistics. (2018). Measuring loneliness: guidance for use of the national indicators on surveys. Retrieved June 4, 2019, from https://www.ons.gov.uk/peoplepopulationandcommunity/wellbeing/methodologies/measuringlonelinessguidanceforuseofthenationalindicatorsonsurveys

35

10. NHS England, Patient Activation Measures and PAMs FAQs. (2019). Retrieved June 5, 2019, from: https://www.england.nhs.uk/ourwork/patient-participation/self-care/patient-activation/pa-faqs/#11

11. NHS Health Education England, Making Every Contact Count (2019) Retrieved June 5, 2019, from: https://www.makingeverycontactcount.co.uk/

12. York CVS. (2019). Ways to Wellbeing: The impact of social prescribing in York. Retrieved June 5, 2019, from https://www.yorkcvs.org.uk/wp-content/uploads/2019/02/WTW_Evaluation_A4_FinalPDF-Electronic.pdf

36

Appendix 2 - List of contributing organisations

Organisations taking part in face-to-face interviews

Area Key Partner

Area wide Citizens Advice Craven & Harrogate Districts

Area Community Anchor Hub Organisations

Harrogate North and South Harrogate Hub

Bilton Health and Wellbeing Hub

Knaresborough, Boroughbridge and Rural

Boroughbridge Community Care

Chain Lane Community Centre, Knaresborough

Gracious Street Centre, Knaresborough

Nidderdale Plus, Pateley Bridge

Ripon and Rural Dementia Forward (also a provider of services)

Mashamshire Community Office

Ripon Community House

Area Voluntary/Statutory Organisations

Harrogate North and South Supporting Older People

Dancing for Wellbeing

Keep Fit for the Over 60s

Jennyfield Styan Centre

Ripon and Rural Holy Trinity Church (youth)

Ripon and Rural Befriending Service

Salvation Army

Area wide Harrogate Borough Council

North Yorkshire Sport

VSOs consenting to be listed as contributors ‘Bread for Life’ Foodbank, Ripon Carers’ Resource Harrogate District Over 50s Forum Jennyruth Workshops Mind in Harrogate District Orb Community Arts Parenting Together (Partog) Ripon Community Link Ripon YMCA Vision Support Harrogate District Wellspring Therapy & Training

37

Community Venues consenting to be listed as contributors Coronation Hall Friends Meeting House Masham Sports Association Mickley Church Village Hall St Roberts Centre GPs consenting to be listed as contributors Beech House Surgery Harrogate South Community Care Team (NHS) Park Parade Surgery

38

Appendix 3 – List of Funded HPoC programme projects Available from the West Yorkshire and Harrogate Health and Care Partnership website: https://www.wyhpartnership.co.uk/our-priorities/preventing-ill-health/loneliness

Harnessing the Power of Communities Funding 2018/19 £1mHarnessing the Power of Communities Funding 2018/19 £1m

Bradford, Airedale, Wharfedale and Craven

Health and Well-being Peer Support Groups

Workforce Development - Improved awareness of the VCS workforce around well-being and resilience

Research study into befriending

Development of Bradford District Befriending Network

Workforce Development - Coordinating befriending training for staff and volunteers

Innovative approaches to befriending

Calderdale

Integrated Digital Platform

Extending Reach of Staying Well

Harrogate and Rural District

Community Health Asset Mapping Stocktake

Making information about Community Assets and VCS more accessible

Development of a Strategy to Tackle Loneliness and Isolation

Workforce and Integrated Hub Development

Creating a VCS Alliance organisation for the district

Kirklees

Adult creative arts offer: community capacity and Exhibition Space

North Kirklees or Greater Huddersfield CCG

Bespoke LAB & Wellbeing

Community & Individual Connection work to the Arts on prescription

Leeds

Harnessing the Power of Communities in Leeds - Leeds Community Foundation

ABCD

Wakefield

Supporting Young Carers

Staying out of hospital - Age UK Sitting Service