INVISIBLE MEN: engaging more men in social projects Aman Johal, Anton Shelupanov & Will Norman 1 Contents Foreword Acknowledgements Executive Summary 1. Introduction 2. Engaging Men: what’s known 3. The barriers to engaging men 4. Facilitating engagement 5. Lessons from effective practice 6. Conclusion and recommendations Appendix A: The Case Studies Appendix B: Survey – descriptive results Appendix C: List of Interviewees Appendix D: Bibliography Endnotes 2 Foreword The Big Lottery Fund believes that promoting equality and tackling inequality are an essential part of meeting need effectively. Our analysis of need determines the programmes we develop and the way we distribute our funding. This analysis requires a good understanding of the challenges people face, and how individuals, families, communities and formal services respond to the needs identified. We know that men have particular needs, but we have also become aware that fewer men than women get involved in or benefit from the social projects we fund. In line with our commitment to equality, we commissioned the Young Foundation to study the reasons for this disparity. We wanted to provide guidance to raise awareness of the issue and help projects attract and retain men. The study has explored what motivates men from a variety of backgrounds to get involved. It focused primarily on projects funded by the Big Lottery Fund. We know that many groups across the country are succeeding in attracting men, but many more will be interested in finding out how they can do so too. We hope that this report will promote reflection and discussion as well as more effective engagement of men. Perhaps as importantly, the study serves as a reminder that the principles of equality apply to and promote the interests of everyone. Peter Wanless Chief Executive Big Lottery Fund 3 Acknowledgements This report has been written by Aman Johal, Anton Shelupanov and Will Norman, with support from Véronique Jochum of the National Council for Voluntary Organisations (NCVO) and Robert Patrick from the Young Foundation. This research was commissioned by the Big Lottery Fund. We are grateful to all the people who participated in our research in England, Scotland, Wales and Northern Ireland, including BIG Lottery Fund staff, grants officers, grantees and beneficiaries. We would also like to acknowledge the contributions of the projects that participated in the online survey and case study research, as well as the following list of practitioners and stakeholders, without whom this report would not have been possible: Jonathan Ashe, Young Men‟s Development Worker, Youth Action Northern Ireland Bob Blanchard, Senior Community Development Officer, Breckfield and North Everton Neighbourhood Council (BNENC) Sarah Carter, Diet and Exercise Consultant, Totally Trim Juliette Collier, Deputy CEO, Campaign for Learning Frank Prendergast, Manager, BNENC Matthew Hodson, Head of Programmes, GMFA, the gay men‟s health charity Gerard Hughes, Peer Educator, Youth Action Northern Ireland Jacqueline Johnston, Project Leader, Phoenix Community Health Project Dr Robert MacGibbon, Co-founder, Camden Town Shed Kelly McGuire, Co-ordinator, Choose2Change Programme Michael McKenna, Team Leader – Work with Young Men, Youth Action Northern Ireland Hywel Mills, Movember Jonathan Nicholas, CEO, Inspire Foundation Denis Rees, Facilitator, Choose2Change Programme Duncan Shaw, Health/ Community Development Officer, Phoenix Community Health Ed Smith, Chairman, Totally Trim Peter Wray, Young Men‟s Development Worker, Youth Action Northern Ireland Jonny Zander, Director, The Kaizen Partnership The publication represents solely the views of the authors. Any errors and omissions are theirs alone. 4 Executive Summary In the current socio-political context, including rising unemployment and the recent UK riots, men are increasingly facing crises and yet are more resistant to seeking help. Yet inspite of this, men are rarely considered to be a „target group‟ and all to often they are not immediately thought of when developing services and projects to tackle needs. However, there is clear evidence that indicates that some men are suffering adverse outcomes in aspects of psychological and material well-being. For instance, in England and Wales, suicide is the second highest cause of death among males under 35. There is a clear need to better understand why these men who need help are not seeking it, and how the voluntary sector* can overcome the barriers standing in their way to ensure effective engagement in social projects aimed at tackling these needs. This report explores the barriers that exist which prevent men from engaging with social projects at a beneficiary level and looks at how to overcome these barriers to ensure effective engagement. It serves as a resource to assist those in the voluntary sector who are struggling to engage men who are in need but are not necessarily engaging with services and projects that could offer support and help. We provide a detailed account of both the barriers and facilitators that aid effective engagement among men in social projects. We detail the existing knowledge on engaging men, including an examination of the role that existing notions of masculinity plays in male help-seeking behaviours and the breadth of issues that concern specific groups of men, from older men to fathers. We assess current practice, highlighting effective approaches to male engagement as well as lessons that can be drawn from the challenges that existing projects face. Finally, drawing on the lessons from effective practice and evidence collected from interviews with a wide range of beneficiaries, experts and practitioners, we offer recommendations for projects and funders to aid the effective engagement of men in social projects. Our evidence is presented in a UK context, according to the scope of this research, but draws on examples from further afield where relevant. Key findings The reluctance of men to engage with services, as beneficiaries to address their needs, is due to the presence of identifiable barriers. Our research categorises these barriers into five main areas: Help-seeking behaviours: Men are more resistant to seeking help from others than women. This is most evident in the health behaviours and outcomes for men in the UK, which are significantly worse than those of women. Men have a tendency to disregard symptoms for far longer than women and so diagnosis tends to be late. Men are also much less likely to take time off from work to seek help, which is detrimental when they need the support of services that operate during regular working hours. * Many of our findings are relevant to a wide range of organisations. However, the primary focus of this report is on those that are part of the voluntary sector. 5 Fear of stigmatisation: Men‟s reluctance to engage with certain types of projects can be due to social stigmas. This can range from peer disapproval among young men, to stigmas attached to abuse from a perpetrator and or being a victim, which are often linked to notions of masculinity and manhood. Men can be reluctant to go public with a problem that they may perceive to be embarrassing or not „manly‟. Other stigmas present among particular men are associated with notions of sexual identity and men working with children. A lack of visibility of men in services: A lack of male role models in the service provision was a commonly acknowledged barrier in this research. There is a perception among some men that volunteering constitutes a „carer‟ role and that this domain is considered predominately female. The lack of visibility of men in the social sector can be detrimental in engaging male beneficiaries if they feel that they are in a female environment. Hard to reach men: Although evidence has shown that there are barriers when engaging across all male groups, some groups of men appear to be even harder to reach than others. The evidence suggests that young men appear to be the hardest group to reach, followed by men from BME backgrounds. This is due to a number of factors ranging from language and cultural barriers to the susceptibility of peer influence. A lack of discourse: When addressing the needs of society we tend to avoid examining problems in terms of gender and focus on cultural background, age and economic situation instead. Perhaps one of the biggest barriers in engaging men into social projects is this overall resistance to engage with gender as an issue from a male perspective. Despite evidence that tells us that that male engagement is an issue, we do not rethink our approach. This needs to be tackled so that engagement can happen effectively. A full understanding of the barriers identified is necessary to find effective methods to overcome them and identify engagement facilitators. The facilitators that this research explores include: Activities: In most cases it appears that men are more likely to engage in a physical activity. Most commonly this is around sport or exercise or DIY, as men are less likely than women to simply sit together and talk about their problems. There needs to be an element of activity, of doing something, which facilitates discussion. Time and venues: Our research has shown that men are more likely to forgo other commitments in favour of work. This is especially true in the current economic climate when people are afraid to take time off work for fear of losing their jobs. Projects targeting working men should be aware that out of office hours activities would be more conducive to engagement. Consideration should also be given to the delivery venue, although our research has shown that most venues can work effectively if other facilitators are in place. Social connections and networks: One of the most effective facilitators of engagement is word of mouth. Although most projects usually advertise through the local newspaper or on posters, more often it is word of mouth that draws individuals to the service. Raising awareness of the project through the right networks is of great importance. 6 Partners/ wives/ families: Men‟s support system of – families, wives or partners – can be of great benefit in encouraging initial engagement and sustaining it. They can quite often play a major role in help seeking behaviours among men and serve as motivating factors to maintain commitment. Peer support and male friendships: Most programmes find word of mouth by male peers to be an effective engagement tool across all types of male groups. It is clear that if men see that their peers have successfully engaged with a project and reaped the benefits, they are more likely to engage too. The support that their peers can offer them will help to maintain engagement throughout the duration of the project. In the case of young men particularly, friendships can heavily influence what they choose to engage with, whether through encouragement or fear of disapproving friends. Practitioners: The practitioners who deliver the project are key to its success, but so are all the other staff who interact (in however small a way) with male beneficiaries. The visual markers for the men are important. Training practitioners to make environments more male friendly is key to engagement. The importance of good practitioners cannot be underestimated. They must have the ability to build genuine relationships with male beneficiaries, not just initially but on a sustained basis. Organisational Partnerships: Forming partnerships with other organisations can have a positive impact on engagement in numerous ways. They can serve a number of purposes from gatekeepers facilitating initial outreach to delivery providers. Existing organisations in the voluntary sector are already working effectively at engaging men. Lessons from existing effective practice include: incentivising engagement, valuing the beneficiaries’ input, targeting outreach, acknowledging differences, building up relationships of trust, providing effective support and encouraging long-term engagement from beneficiary to volunteer. These lessons have shaped our recommendations. Recommendations for projects that are trying to engage men more effectively: Specifically target men: Our research showed that to reach men it is important to target them specifically. This is especially true in environments that are often considered as female domains such as schools or family centres. Consult with your target group: It is important to avoid assumptions about what your target group wants or needs. Men are more likely to be involved if they feel they have been consulted throughout the process, from conception to delivery. Consultation can take a variety of forms, but it is vital to identify the target group‟s needs and how best to address them. Go where men are: In order to reach men you must go where men are. One of the most effective forms of outreach we have seen is going to venues such as pubs, snooker halls and sporting venues to engage with men in environments in which they already feel comfortable. Have „hooks‟ to appeal to motivations and interests: Many successful projects have „hooks‟ to engagement that can serve to attract men initially. The nature of these 7 „hooks‟ can vary according to project. In our research, we have seen many different hooks ranging from trips and onsite health check-ups, to offering services such as free family photos. Although a single „hook‟ could work to engage men, the best way to ensure wide engagement is to have a range of „hooks‟ that will draw in different men at different levels. Build up partnerships with gatekeepers and networks: Establishing partnerships can be vital to capturing your target group and maintaining engagement. Partnerships can take a variety of forms and serve a number of purposes. They could be with particular gatekeepers, such as community leaders or family members, or with formal services or organisations. Building partnerships with venues will facilitate access to men as organisations can join forces to reach more people. Tailor the service to provide for a range of needs: Tailoring the programme to appeal to the target group is important. The project content and delivery should not be overtly prescriptive, so beneficiaries can take out of the programme what they need. Be flexible: Most men will appreciate a degree of flexibility with regard to time, venue or content, and it is important to be adaptable as needs change. Build relationships on an individual basis: Nothing is more effective in initial engagement than personal outreach. However, establishing individual relationships based on trust is truly effective in maintaining engagement throughout the duration of a project and even beyond. Making an individual connection with someone will ensure that they keep walking back through the door. However, it is important as trust is established the individual relationship should gradually change to a relationship with the organisation so that beneficiaries do not become overly dependent on single members of staff and to manage transitions when staff leave. Provide effective support: Facilitating engagement also means facilitating support. Sometimes group delivery needs to be supplemented with individual support, whether from a practitioner or family member. There should be continuous dialogue with beneficiaries to ensure that their needs are being met and that any barriers to engagement that arise can be identified and dealt with early. Encourage beneficiaries to become advocates and volunteers: Good practice has illustrated a higher level of engagement occurs when existing and past beneficiaries become advocates or volunteers. Others are encouraged to engage if they identify with the volunteers or advocates and can see first-hand evidence of how the project can benefit them. Recommendations for funders to support the engagement of men: Supporting organisations that are targeting men: Specifically targeting men will facilitate higher levels of engagement and this example of good practice should be reflected at the funding stage. Funders should encourage the development of male targeted projects by highlighting effective case studies in their funding materials. 8 Guidance notes for programmes should emphasise the inclusive nature of funding and reflect an interest in seeing more programmes that address men‟s needs. Encourage organisations to develop effective engagement strategies: An engagement strategy should be detailed and consider various elements to engagement, including initial outreach and maintained engagement throughout the duration of the programme. Funders can encourage the development of these strategies by sharing examples of effective engagement strategies and altering guidance notes so they emphasise the importance of planning how to engage target groups. In some funding programmes, it may be appropriate to ask the organisation about their engagement strategies as part of the application process. Measuring engagement: Milestones for funding applicants should take into account not only numbers but the duration and level of engagement. Funders should ask for the numbers of those engaged not only at the beginning of the programme but at the end too and, where projects fail to meet engagement targets, offer to link them to organisations who can share effective practice to help them with retention. Sharing effective learning and practice: Funders must take more responsibility in sharing existing knowledge among projects by facilitating networking between projects. Some funders have the capacity to run networking events, and should be encouraged to do so. This report concludes by arguing that there is an onus on the voluntary sector to lead by example in breaking down the stereotypes of masculinity which are detrimental to help-seeking behaviours among men. As a starting point, there needs to be more discussion and debate around issues of gender from a male perspective, to combat the current resistance to talking about men as a target group for need which filters down to project development and design, and has consequences on funding. 9 1. Introduction 1.1 Setting the context In the 1970s and 80s the UK underwent major economic changes which saw the shift from a large manufacturing base to an ecomony dominated by service industries. This resulted in the loss of many of the more manual jobs that had employed men in communities across the country for generations. Those decades were synonymous with high levels of unemployment, and film footage of angry men on strike regularly appeared on the evening news. Today, we are again faced with the problem of high levels of unemployment. In the summer of 2011, we saw civil unrest and riots on the streets of cities across the country. Once more, it was angry young men we saw throwing stones and burning shops and cars.1 The exact causes of the 2011 riots are the subject of much debate. However, it was immediately clear that large numbers of young men in the areas where the riots occurred were angry and dissatisfied with their lives. The rioters are not the only men who are struggling to cope in today‟s society. There are a wide range of problems from which a higher number of men suffer than women. These include alcohol abuse,2 suicide,3 coping effectively with unemployment and financial insecurity,4 disaffection with learning and school exclusions,5 family responsibilities and flexible working arrangements,6 and poor health outcomes.7 Shockingly, suicide is the second most common cause of death in England and Wales among men under 35.8 We should be wary of over generalising, many men who are struggling, are often reluctant to seek help and support for their problems. The NHS, for example, has been frustrated by this for years and regularly runs campaigns aimed at men, urging them to take their health more seriously, and check themselves for various conditions and illnesses. Men tend to engage with services or react only when things reach crisis point. All too often this is too late. The consequences of not seeking help or support for unmet and intensifying need can be severe. An individual‟s physical health and well-being can deteriorate, and affect their family and broader community. One of the findings highlighted by the Riots Communities and Victims Panel, set up by the Coalition Government to look into the causes of the riots and provide recommendations to prevent further rioting, was the importance of community engagement, involvement and cohesion. The Panel found that “organisations regularly using volunteers report excellent results – often because those at the receiving end of interventions better relate to a „peer‟ than an „official‟”.9 As most of those involved in the 2011 riots were young men, this emphasises how important it is that the voluntary sector reaches out and engages more men. The Panel also highlighted the wider problem of what local authorities call „forgotten families‟ who „bump along the bottom‟ of society.10 The Government has recently established a Troubled Families Programme,11 which is an intensive scheme designed to address the needs of the 120,000 most challenged families.† In 2011, the Big Lottery Fund launched Improving Futures – a five year programme providing † The figure 12,000 comes originally from research carried out by the Cabinet Office based Social Exclusion Task Force, using data from the Families and Children Study. 10