Resilient Families:Working Proactively to Achieve

Stability

Applied Policy Science Unit

THE PRE-DISTRIBUTION AGENDA: TOWARDS RESILIENCE AND SOCIAL COHESION

Roger LiddlePolicy Network and the University of Cumbria22 March 2013

What is pre-distribution?

The aim of the pre-distribution strategy is, ‘to focus on market reforms that encourage a more equal distribution of economic power and rewards even before government collects taxes or pays out benefits’ (Jacob Hacker, 2011).

• Reform of labour markets, pay bargaining, and skills reduces need for redistribution making market outcomes fairer.

• These ideas are being taken up across the political spectrum.

• The question addressed by this presentation is what relevance does the pre-distribution agenda have for work promoting resilience within families?

Poverty has remained an intractable issue

What are the policy ideas informing pre-distribution?

Protecting individuals from the excesses of markets: • Strengthening minimum

wages and labour market regulation

• Improving the bargaining power of low paid workers

• Making consumer markets fairer e.g. utilities

• Economic rebalancing through regional policy instruments e.g. Heseltine report

Giving individuals tools to lead more empowered lives:• Financial resources to

promote independence• Investment in skills and

human capital• Boosting availability of

more secure, well paid jobs

• Improving mental health and well-being agenda to strengthen capabilities

Sen and capabilities: pre-distribution

“Participation also has intrinsic value for the quality of life. Indeed being able to do something not only for oneself but also for other members of the society is one of the elementary freedoms which people have reason to value. The popular appeal of many social movements in India confirms that this basic capability is highly valued even among people who lead very deprived lives in material terms.” Dreze and Sen 1995:106

• Capability: ‘the ability to achieve certain lifestyles’

• Resilience: ‘the ability to react and adapt positively when things go wrong’

• Sustaining networks: for individuals who are alone, isolated and living with limited capacity

• Connection with friends and family: provides meaning, purpose – translates into taking better care and fewer risks

Families at riskCommon experience:

• Complex and confusing landscape of public services

• Isolation in their communities

• Public services ‘doing things to them’

• Lack of choice/control

• Public services ‘in then out’

• Adverse effect on aspirations/ perception of social mobility

• Lack of effective local employer demand

Social risk factors:

Domestic violence

Poor parenting

Difficulties maintaining relationships (incl. family, friends, peers, isolation & social marginalisation)

Lack of resilience (incl. capability, capacity, confidence & inability to cope)

Poor/overcrowded housing (incl. homelessness)

High risk behaviours (incl. substance misuse)

Poverty (incl. debt & unemployment)

Health (incl. mental health & disability)

Crime (offending and experience of)

Lack of education/attainment/skills

‘A glass half full approach…?’• Asset models emphasise positive abilities, skills,

knowledge and capacities of individuals and communities to activate solutions.

• Deficit models focus on identifying problems and needs that need professional resources to fill the gaps and fix the problems. Yet people can feel disempowered and over-dependent on traditional services.

• In reality, both assets and needs are important – but we need to redress the balance between the more dominant ‘deficit model’ and the less well known (and understood) ‘assets model’.

Transformation of public services?‘Services must rid themselves of the legacy which sees those in hardship and poverty as being in deficit, and of less moral and social worth. Services that provide opportunities for clients to build self-esteem and confidence, and identify skills and aptitudes that would otherwise have gone unrecognised, are essential for improving life chances and individual well-being’ (Bartlett, 2006).

• ‘Good public services enable and encourage people to maintain social relationships but badly provided ones can create isolation’ (Bartley (2006)

• Public services - social capital, reciprocity, empowerment, resilience

• Replace top-down initiatives with locally generated initiatives

• Rethink and reshape the relationship between citizens and professionals services

• Implications for economic development policies

Concluding thoughts for West Cumbria

• What prevents institutions and delivery organizations from joining up?

• What role should the voluntary and community sector play?

• How can other social partners help to enhance the co-production and pre-distribution agendas?

• What about the role of local businesses and employers?

• How should efforts to promote regional economic development change?