This report provides an overview of this programme. The aim is to explore the intersection of community level initiatives and the development of a sustainable economy. In particular, it was believed that Scotland has developed some of the principles and practices of community based ownership of resources over the recent and distant past, and that this legacy could provide a model for how a more equitable, resilient, low carbon economy could be achieved in the future. Even if such an economy does not emerge, communities need to be strengthened so that they can support the needs of their members, especially if the contribution of governments is diminished. Whilst the Programme explored issues within Scotland in particular, many of the findings are also broadly relevant for other countries, and we drew on international examples as required. The goals of this Programme were to explore and design models for community resourcing, identify barriers for effective action in this area and highlight opportunities for future action. The planned output was the development of practical recommendations for the short, medium and long term, building on the combined knowledge of programme participants. The programme sought these goals through a series of interlinked seminars and also developed relationships between academics, practitioners and policy makers who are involved in various ways in this intellectual and practical space.
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The aim of this guide is to promote a holistic, proactive approach to managing health and wellbeing issues at work. It also aims to encourage occupational safety and health practitioners to work with others, particularly occupational health and human resources specialists, to improve employees’ work performance and reduce sickness absence through: - identifying and addressing the causes of workplace injury and ill health, as required by health and safety law - addressing the impact of health on the capacity of employees to work, eg support those with disabilities and health conditions, and rehabilitation - promoting healthier lifestyles and therefore making a positive impact on the general health of the workforce. It’s not the intention of this guide to provide in-depth guidance or advice on specific health issues. The guide refers to UK law, statistics and examples. Readers from outside the UK who want to apply its findings should be aware of possible differences and may need to use data from theirown countries.
This report focuses on resilience; setting out the types of services, resources and infrastructure that need to be in place locally to support resilient communities, helping people to ‘feel good and function well’. It will be of interest to those who commission (or aim to influence the commissioning of) local services, those who provide services that impact on the wellbeing and resilience of their local community and those who use these services.
A global analysis of how organisations are implementing wellness initiatives to create long-term employee health behavior change. The Global Corporate Challenge surveyed health and wellness managers from 378 organisations across all continents and a broad spectrum of industries including: Government, FMCG, Banking, Accounting, I.T, Manufacturing, Mining and more to deliver an in-depth analysis of the current state of workplace health and wellness. Changing health behaviours for the long-term is critical to reducing the developed world’s soaring obesity rate, incidence of chronic disease and their fiscal and cultural impact to organizations. This report provides insight on how organizations are approaching long-term health behavior change and highlights the key successes and challenges these 378 organisations face in the workplace today. The opinions and experiences shared provide a comprehensive global analysis of workplace health and wellness, with key insights for organizations to consider for their strategy and implementation of wellness initiatives.
Planning sustainable cities for community food growing, a guide to using planning policy to meet strategic objectives through community food growing, is published today by Sustain, the alliance for better food and farming. The guide brings together, for the first time in one place, examples of planning policies around the UK that support community food growing and inspiring examples of local community gardens. It is aimed primarily at planning authorities to help them use food growing as a way of improving people’s health and mental wellbeing, transforming derelict sites and creating green spaces for people and wildlife to thrive. It follows the government’s recent Planning Practice Guidance for the National Planning Policy Framework in England, which requires planners to support the provision of space for food growing as part of building a healthy community - a principle that is relevant across the whole of the UK. Dr Hugh Ellis, Town and Country Planning Association, who wrote the foreword for the report, said: “Truly sustainable development can deliver multiple benefits such as social housing, zero carbon design, sustainable transport and local food sourcing, and this report puts community food growing into this mix, showing how more planning authorities could easily be following suit and making this standard practice in their plan making and decision taking.” The report highlights the range of strategic objectives that community food growing contributes to and illustrates this with examples of planning policies and decisions, and projects, to show why and how to provide more food growing spaces.
The findings from a national summit exploring how organisations can start to positively use the new arrangements for public health and commissioning are now available. Discussions at the colloquium, bringing together leaders in environmental health, NHS, public health, social services, and general practice, focused on the neccessary components of a new co-production model for public health, addressing the questions: • How to exploit the opportunities created by the integration of public health and local government? • How to maximise the new structures, approaches and democratic accountabilities to deliver public health outcomes and a reduction in inequalities?
The Well-being at work report summarises the strongest evidence on the factors that influence well-being at work, along with possible implications for employers. It presents examples of how organisations leading the way in terms of fostering well-being at work are addressing these factors. It outlines how certain features of individuals’ working lives have varying degrees of influence over the various aspects of well-being – from increasing a sense of purpose, to promoting positive emotions, morale, motivation, overall job satisfaction and even life satisfaction. Based on statistical evidence, the report concludes that: • Getting the right work-life balance is an effective way of avoiding stress at work. • It is possible to maximise overall organisational well-being through a re-evaluation of how salaries are distributed among employees. • Organisations can adopt certain approaches towards job security that help their staff achieve higher levels of job satisfaction. • Working with employees to ensure they have a sense that their job is achievable can lead to greater job satisfaction, as well as higher levels of morale. • Management behaviour seems to be highly important, with some management styles more successful than others at strengthening well-being at work. • Creating a safe working environment and a sense of the social value of the work of the organisation, may increase employees’ feelings of job satisfaction. • Good levels of job-fit and skill-use, and opportunities to develop new skills, can create high levels of employee satisfaction. • Helping employees to take greater control over their work can lead to better performance and greater job satisfaction. • Taking steps to improve relationships at work – with a particular focus on relationships between staff and managers – and encouraging positive feelings can improve both job and life satisfaction.
To improve the health of local populations requires World Class Commissioning that is relevant, sensitive and accessible. This Guide has been developed by the Royal Society for Public Health in partnership with the National Social Marketing Centre, with funding from the English Department of Health. It will assist Commissioners to make the most of the best methods of promoting health, using the latest understanding of how we can support people to make healthy choices as individuals within the social and environmental contexts in which they live. The Guide will also be of value to Providers in giving insight into the Commissioning process. “This Guide will help people do good work more efficiently and will prevent a waste of resources, I strongly recommend Primary Care Trusts should not take action without reading the Guide first.” Sir Muir Gray, Director of the National Knowledge Service
At a time of economic turmoil it is perhaps unsurprising that the minds of policy makers focus on the question of how to restart economic growth. But in recent decades people have begun to question the adequacy of GDP as the primary indicator of the progress of societies. A number of governments, local, devolved and national have begun to explore how to measure wellbeing as a complement to traditional measures such as GDP. The project was carried out in partnership with IPPR North and provides evidence from six case studies of experiences of measuring wellbeing in France, the USA and Canada. The report concludes that wellbeing measures are at their most effective when they are supported by a combination of strong leadership, technocractic policy processes and building momentum through wide buy-in from civil society, citizens and the media. Where these elements come together, we have seen benefits for individual and community wellbeing by identifying policy gaps and innovative ways of working. It can also provide a valuable tool for holding governments to account.
How do we create a society with local prosperity and justice? How do we prepare for the challenges that climate change and other aspects of the ecological crisis are already bringing? In June 2012 members of what became Steady State Manchester were involved in discussions with Manchester City Council about the idea of a Steady State Economy. While these discussions were open and amicable, we decided that more work was needed to articulate the arguments for Steady State in ways that were appropriate and practical for Manchester. We also wanted to broaden the discussion to include other stake-holders from business (both private and co-operatively run), civil society and academia. This report is a first step in meeting both these aims.
Good Living cannot be improvised, it must be planned. Good Living is the style of life that enables happiness and the permanency of cultural and environmental diversity; it is harmony, equality, equity and solidarity. It is not the quest for opulence or infinite economic growth.
Conventional development thinking emphasises economic growth over human wellbeing and ignores care as a public good that sustains and reproduces society and on which markets depend for their functioning. Our alternative is an economic system that reflects and places a value on equitable relations between women and men. We challenge commonly held assumptions about how the economy works – assumptions that in this time of global crisis risk bringing greater misery and impoverishment for those who can least protect themselves from collapsing markets. We propose development policies and programmes that can immediately start to address the interconnected concerns of women as producers, employees and carers with positive effect for individual, family and social wellbeing. In addition, philanthropic foundations – with their track record of facilitating new an challenging ideas – can facilitate the world’s most important debate about shaping an economy for people rather than people for the economy.
The financial crisis has lifted the veil on capitalism, exposing its inherent frailties, but there is cause for hope. There is much good work going on, with people and organizations exploring new possibilities, in search of better forms of capitalism or a new economy – towards a fairer and more sustainable world. It is also possible to see the pieces of a very interesting jigsaw coming together, bringing into focus an attractive picture of a new operating system – an so we, invite you to join us, on our journey in search of Capitalism 2.0. Through this Paper, we aim is to promote greater awareness of the issues and the possibilities; to give a sense of hope for what might be, if we make conscious choices and move towards a more sustainable economy. We achieve this by exploring the key problems inherent within our current system an then, by building on the great works going on around the world, we synthesise a range of design principles for a better system, exploring the worthy range of solutions, and how we might all work towards bringing about a better, more sustainable future. 1) Less growth, more wellbeing. 2) A broader view of what capital means. 3) Based on responsible enterprise, adding real value, where it is needed. 4) Holistic systems thinking; aligned with the circular economy. 5) Enabled by a well-functioning money system. 6) Away from speculative bubbles, towards creating longer-term real wealth. 7) Shared ownership and distribution of resources and wealth 8) Based on collaboration and striving together. 9) Founded on new institutions and greater systemic resilience.
This guidance is designed to support partnership working in the integration of sustainability into the JSNA and demonstrate the clear benefits of this approach. Working through will help to ensure that key aspects have been considered and cross referenced throughout the JSNA.
The aim of this toolkit is to assist Health and Wellbeing Boards (HWBs) in integrating climate change adaptation into the local health economy. It also highlights how Joint Strategic Needs Assessments (JSNA) and Joint Health and Wellbeing Strategies (JHWS) can be used to achieve this aim, for the benefit of communities.
Decoupling human well-being from resource consumption is at the heart of the Interantional Resource Panel’s (IRP) mandate. It is also at the heart of the Green Economy Initiative of UNEP that has just produced an impressive report on the Green Economy (February 2011). The conceptual framework for decoupling and understanding of the instrumentalities for achieving it are still in an infant stage. The IRP plans to carry out a series of investigations on decoupling, each of which will result in a report. The reports will aim to support the Green Economy Initiative and also to stimulate appropriate policies and action at global, national and local levels. This first report is simply an attempt to scope the challenges. The report presents basic facts and figures on natural resource flows worldwide. Four country studies embedded in the report show that consumption of natural resources is still rising rapidly. Drawing on these data, the report attempts to outline the issues that now need to be addressed to decouple these material and energy flows from social and economic progress.
Health and wellbeing boards are an important feature of the reforms introduced by the Health and Social Care Act 2012. All upper-tier local authorities set up shadow boards in April 2012, which became fully operational on 1 April 2013. The boards are intended to bring together bodies from the NHS, public health and local government, including Healthwatch as the patient's voice, jointly to plan how best to meet local health and care needs, and to commission services accordingly. In our previous report on health and wellbeing boards, published shortly after the shadow boards were established, we concluded that the single biggest test would be whether they could offer strong, credible and shared leadership across local organisational boundaries. One year on, expectations of what the boards should deliver have never been higher. This report examines how the boards have used their shadow year, what they have achieved, and whether they are providing effective leadership across local systems of care.
“Imagine a workplace where people are energised and motivated by being in control of the work they do. Imagine they are trusted and given freedom, within clear guidelines, to decide how to achieve their results. Imagine they are able to get the life balance they want. Imagine they are valued according to the work they do, rather than the number of hours they spend at their desk. Wouldn’t you want to work there? Wouldn’t it also be the place that would enable you to work at your best and most productive?” The Happy Manifesto is a non-fictional guide to anyone wanting to improve their workplace, this is Happy’s open and loud call for change. We need better, and happier, workplaces. We need a new kind of management…
The planetary phase of history has begun, but its ultimate shape is profoundly uncertain. Will global development veer toward a world of impoverished people, cultures and nature? Or will there be a Great Transition toward a future of enriched lives, human solidarity and environmental sustainability? These questions are addressed in the path-breaking essay Great Transition: The Promise and Lure of the Times Ahead. Paul Raskin, Tellus President, is lead author of this examination of the possibilities for a sustainable and desirable world. The essay describes the historic roots, current dynamics, future perils, and alternative pathways for world development. It advances one of these paths, Great Transition, as the preferred route, identifying strategies, agents of change, and values for a new global agenda. The essay's appraisal of the current global crossroads is disquieting. Conventional development is perilous, while the reform path to a sustainable future is problematic and uncertain. Yet, it shows that a fundamental change of direction is still possible. Progressive elements of civil society, government, international organizations, and business can forge a new sustainability paradigm, an alternative vision of globalization centered on the quality of life, human solidarity, environmental resilience, and an informed and engaged citizenry.
There are significant opportunities to embed the wellbeing agenda across the Northern Ireland administration, and the models adopted by Scotland and the Republic of Ireland demonstrate what can be achieved with a wellbeing approach. But what are the next steps for embedding the wellbeing agenda in Northern Ireland? This discussion paper reports on the outcomes of the conference the Trust hosted in Autumn 2013 in Belfast on measuring economic performance and societal progress in Northern Ireland, and outlines the next steps of the Carnegie Roundtable on Measuring Wellbeing in Northern Ireland.
This chapter summarises the work which is unfolding and evolving in South Australia lead by many different partners in the residency. Some partners had begun their work in this space prior to the Residency and recognized the engagement of Martin Seligman in South Australia as an opportunity to further their work and connect to the broader strategy. Other partners used the Residency as a vehicle to begin their work on wellbeing. All of these organizations and individuals are at different stages in their journey. Building PERMA, as an individual or an organization, is not a one-step process. It really is a journey. Those organizations that have been working in this area for several years have longer stories to tell than those that are just beginning the work. Each of these journeys is individually significant. It is the sum of all of his work that makes what is happening in South Australia truly extraordinary. This section gives form to the volume of work, the scale and type of learning and leadership that is occurring across South Australia.
This report outlines Professor Martin Seligman’s theory of wellbeing, introduces and explains the main concepts of wellbeing and discusses how South Australia could move from theory to practice to increase the wellbeing of all South Australians. This report does not provide a full academic summary, but, as with all Adelaide Thinkers in Residence reports, it is designed to capture key components and concepts of the Thinkers’s expertise (in this case Positive Psychology) and to argue the logic behind the specific and detailed recommendations for South Australia.
"Common Cause: The Case for Working with our Cultural Values" makes the case that civil society organisations can find common cause in working to activate and strengthen a set of helpful 'intrinsic' values, while working to diminish the importance of unhelpful 'extrinsic' values. The report highlights some of the ways in which communications, campaigns, and even government policy, inevitably serve to activate and strengthen some values rather than others.