Mobilising Local Systems Learning Event 2: securing buy-in from local key stakeholders
The GambleAware Mobilising Local Systems (MLS) funding programme aims to facilitate an integrated gambling-related harms (GRH) support system to better address gaps in identification, prevention, and treatment via nine regional boards.
The MLS funding programme is split into Phase 1 which aims to promote regional and national integration and collaboration of services via local events and conferences, while Phase 2 aims to deliver pilot projects informed by lived experience or to further develop integration activities funded as part of Phase 1.
As the learning and evaluation partner for the MLS funding programme, the Tavistock Institute of Human Relations (TIHR) is organising learning events involving local and National Gambling Support Network (NGSN) providers as well as representatives from local authorities, Citizens Advice, and grassroots organisations.
The learning events aim to build relationships across boards, exchange insights, and cultivate a supportive learning community.
Learning Event 2 on 1st October 2024 used an action learning approach to allow participants to share challenges they have experienced during Phase 1 and propose opportunities for change.
These are summarised below in relation to three thematic areas:
The challenge
Several areas have struggled with involving a broad cross-section of providers, including non-NGSN providers and others representative of the different communities they serve, in terms of, for example, cultural backgrounds or regional locations.
This is often exacerbated by the fact that several boards represent very large regions with diverse populations.
Proposed opportunities for change (suggested by participants)
- Use existing networks of providers to identify a broader range of both NGSN and non-NGSN providers;
- Identify key decision-makers in local communities via conferences and events and other types of outreach work;
- Hire dedicated outreach practitioners where resources are available;
- Use data to identify priority areas, such as regions with higher deprivation or specific vulnerabilities;
- Recognise that the board may need to strike a balance between being fully representative of the area and engaging those most willing and able to participate;
- Use guest speakers to share a wider perspective of GRH-related approaches or activities regionally or nationally.
The challenge
Participants cited a lack of engagement of the NHS and some other statutory services in regional boards due to the perceived links between GA, the NGSN and the gambling industry.
An overall lack of resources has created an increase in competition vs collaboration in some cases. This means that most regional boards have found it difficult to engage such services in establishing referral routes and pathways.
Proposed opportunities for change (suggested by participants)
· Achieve buy-in from directors of public health and other local authority senior staff by emphasising the costs of GRH locally
- Utilise data sets available from GambleAware and beyond e.g., Gambling Prevalence, Harm & Support Map - Great Britain to make the case;
- Emphasise what services board members can offer to address GRH locally given limited resources for treatment locally and nationally;
- Target integrated care boards (ICBs) and other commissioning organisations to get their support and involvement;
- Explore the possibility of engaging with the NHS to establish referral pathways, even if they are not willing to be part of the board.
The challenge
Some boards reported that the responsibility for organising meetings, setting the agenda, and writing meeting minutes, as well as making decisions on board activities or planning for Phase 2 were not shared across board members.
This was sometimes due to the structure of the boards, but also due to resource limitations of national or smaller providers to contribute to such activities.
Proposed opportunities for change (suggested by participants)
- Increase meeting frequency to encourage greater engagement;
- Engage members in agenda-setting ahead of meetings;
- Establish clear roles and responsibilities of different board members;
- Rotate the responsibility of chairing meetings among members.
Overall, participants valued the space to connect with like-minded colleagues and share their experiences in a reflective and supportive space.
There was a shared recognition that they are all still learning together and continuing to build and innovate as a community. This is particularly pertinent in this crucial period of transition, as the current GRH landscape evolves towards a new statutory levy and commissioning arrangements.
For future learning events, members expressed a desire to focus on strategies for engaging public health, local authority, and NHS health boards and widening participation in the MLS funding programme.
The next learning event will be held in the early part of 2025. Meanwhile, we encourage board members to connect with each other, GambleAware, and TIHR via Basecamp. You can make use of the MLS funding programme resources like the Theory of Change and GRH data on GambleAware’s website.
Participants, please reach out to your TIHR project leads to join Basecamp.
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