Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 1

ENGA
ENGAGING
GING MEN
AS PAR
PAR
RTNERS
TNER
RS & P
PAR
AR
RTICIP
TIC
CIP
PANTS:
Guiding
G
uiding P
Principles,
rinciples, S
Strategies,
trategies,
and Perspectives
Perspectives ffor
or
Community
Community IInitiatives
nitiatives &
Holistic
Holistic P
Partnerships
artnerships

Contributing Authors:
Maya Lefkowich, Noel Richardson, Steven Robertson

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 2

table of contents
Acknowledgements

iv

Foreword

Introduction

Gender Dynamics: Exploring Mens Health

Community Engagement

11

Partnerships

17

Programme Development & Delivery

25

Moving Forward / Next Steps

35

ii

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 3

acknowledgements
This resource was a team effort and could not have been made without the
meaningful contributions of many.
The HSE generously supported and funded the Mens Health and Wellbeing
Programme. Pfizer Healthcare Ireland supported and funded both the development of this resource and the study that led to its conception.
The Larkin Unemployed Centre and Anne Flannery in particular provided


 








 
invaluable
assistance
for the
study
and
development
of
this resource.
The 
study and this resource, of course, would not be possible without the partners
of the
and Wellbeing Programme, whose valuable insights and
 Mens Health

experiences both inspired and informed this project. Many thanks to Dublin
City Council and City of Dublin Education and Training Board.



In order to ensure that this resourceis in-tune
with
the needs
of our target
population, we distributed an online survey to service providers across Ireland.
The feedback we received helped to guide the content, tone, and priorities of
this project. The National Centre for Mens Health, the Institute of Technology
Carlow (IT Carlow), and the Dalla Lana School of Public Health at the University of Toronto provided continued support throughout this project and enabled our work to continue.
benefitted
from the creative
  This resource

 

 of Ayla
 Ink.
services





 




Thank you to everyone who made this project possible!

Ayla
Ink.k

iii

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 4

foreword
written by Paul Billings

The Larkin Centre very much welcomes the publication of this toolkit, Engaging
Men as Partners & Participants: Guiding Principles, Strategies, and Perspectives
for Community Initiatives & Holistic Partnerships.
Healthy Ireland sets out a vision for a healthier and more vibrant Irish society
and calls for an increased focus on cross-sectoral and partnership work, and more
creative approaches to achieve this. These same principles are emphasised in the
National Mens Health Policy.
The particular strength of this toolkit is that it captures the relevance of partnership, cross-sectoral approaches and creative delivery methods as key pillars
of the Mens Health and Wellbeing Programme. In this way, the booklet reaches
out to a wide target audience and challenges us to seek out opportunities to
promote mens health in more non-traditional settings. Whilst the toolkits findings are rooted in an Irish context, it is also important to consider ways in which
local approaches can contribute to promising practices
internationally.
The Larkin Centre is very proud to have taken a leadership and co-ordinating
role to date in developing and sustaining the Mens Health & Wellbeing Programme, and reaching out so effectively to engage with men in Dublins North
Inner City. I would also like to acknowledge the contribution of the other partners Glasgow Celtic Football Club, Pfizer Healthcare Ireland and the HSE. Finally, I would like to thank the Centre for Mens Health, IT Carlow, which was
commissioned to write the booklet.

Paul Billings
Chairperson, Larkin Unemployed Centre

iv

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 5

INTRODUCTION

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 6

intr
introduction
oduction
The 1DWLRQDO&HQWUHIRU0HQV+HDOWKat 7&DUORZ, in collaboration with the Larkin
Unemployment Centre
Centre,, undertook a project to investigate the model of practice involved
in the 0HQV+HDOWKDQG:HOOEHLQJ3URJUDPPH0+:3 a community-based health
promotion programme for unemployed men in one of Dublins inner-city communities.
This work builds upon previous evaluations of the programme1,2 and aims to gain a deeper
understanding of the underlying process that contributed to the programmes favourable
outcomes. Ethical approval was obtained from IT Carlows ethics committee. Interviews were
conducted with partners and representatives of the organisations involved in the development
and delivery of the MHWP. The data collected through interviews were then analysed and
written up both as an academic manuscript intended for publication3 and here as a toolkit for
practitioners. To honour both the contributions and anonymity of participants in our study,
ZHFKRVHWRLQFOXGHTXRWHVDQGUHPRYHGQDPHVDQGDOORWKHULGHQWLDEOHLQIRUPDWLRQ7KLV
WRRONLWRSHUDWLRQDOLVHVNH\QGLQJVIURPWKHVWXG\LQWRVWUDWHJLHVOHVVRQVOHDUQHGDQGXVHIXO
tips in order to promote promising practices in community health promotion work with men.
In our work, we came across evidence of a gap in resources to support or guide those working
in community settings with men, particularly in relation to their health. It also became clear
WKDWSUDFWLWLRQHUVZRUNLQJZLWKPHQZHUHQRWDOZD\VDZDUHRIWKHZLGHULPSDFWDQGLQXHQFH
that their work could have within the community. We therefore felt it should be a priority
not only to write an academic paper, but also to produce a research-informed resource to
PDNHNH\DFDGHPLFQGLQJVDFFHVVLEOHDQGXVHIXOWRWKRVHZRUNLQJLQWKHHOG7KLVUHVRXUFH
aims to appeal to, and increase the capacity of, those involved in innovative community health
projects regardless of their organisation, role, or sector.

1 Richardson N., Dunne N. & Clarke N. (2010). The Larkin Unemployment Centre: Mens Health and Wellbeing Programme Evaluation Report.
Centre for Mens Health, IT Carlow.
2 Byrne N. (2013). Investigating the impact of a mens health and wellbeing programme targeted at disadvantaged men in Dublins inner city.
Masters thesis, Centre for Mens Health, IT Carlow.
3 For information regarding the academic paper, please contact the authors.

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 7

introduction
introduction ccontinued
ontinued
To help design this resource, we conducted an online market-research survey that was
distributed among health promotion and community health networks in Ireland. Questions
were asked about the content, format, style, and structure of an ideal resource. Answers were
synthesised and used as a guide at every stage in developing this resource. All information
SUHVHQWHGKHUHLVEDVHGRQRXURULJLQDOVWXG\QGLQJV

861*7+65(6285&(
861*7+65(6285&(
Just as there is no one right way to develop a programme, there is no one right way to use
WKLVWRRONLWWLVDJXLGHWKDWKHOSVHQFRXUDJH\RXWRWKLQNDERXWPHDQLQJIXODQGHHFWLYH
ways to reach and include men in your practice, or to partner with organisations that do. Each
section is divided by theme or topic and can be used jointly or in stand-alone form. Each
section has background information, tips or strategies, a case study or example from the
MHWP, key questions or considerations, and guiding principles.
What you wontQGKHUHDUHLQVWUXFWLRQV7KLVUHVRXUFHLVDJXLGHUDWKHUWKDQDGLUHFWLYH
programme model. There is no prescription for working with all men in all communities.
In many health promotion and community initiatives, trial-and-error using guiding principles
LVPRUHPHDQLQJIXODVWKLVSURYLGHVRSSRUWXQLWLHVWRUHHFWDQGDGDSW2XULQWHQWLRQKHUH
is to share the how and the why,, rather than the what, in order to encourage your own
innovative thinking, and to provide you with the skills to tailor the guiding principles to the
VSHFLFQHHGVRIWKHPHQDQGFRPPXQLWLHV\RXHQJDJH

with this resource, we aim to:

6\QWKHVLVHDQGWUDQVODWHNH\DFDGHPLFQGLQJVLQWRXVHIXOVWUDWHJLHVDQGJXLGHOLQHV
for practice
Operationalise conceptual understandings of gender and health promotion into
tangible guiding principles
&UHDWHRSSRUWXQLWLHVIRU\RXWRUHHFWRQKRZOHVVRQVOHDUQHGIURPWKH0+:3
FRXOGLQXHQFH\RXUSUDFWLFH

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 8

:+<0(1"
:
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7KHUHDUHGLHUHQFHVEHWZHHQPHQDQG
women, and among men, that contribute
WRGLHULQJH[SHULHQFHVRIZHOOEHLQJDQGRI
services. While we cannot explore all of the
ZD\VLQZKLFKGLHUHQWJURXSVRIPHQLQ
Ireland (and elsewhere) experience wellbeing,
there are important trends worth exploring.
The social pressure to be tough, fearless,
DQGLQGHSHQGHQWPD\LQXHQFHPHQV
lifestyle choices. The expectations for boys
DQGPHQWRZDONLWRRUWRXJKLWRXW
also shape the ways in which they seek or
avoid help. Simultaneously, men frequently
experience fears or anxieties that both
prevent them from seeking help, and are
commonly overlooked by those in health
and social service settings. These factors
often contribute to the reasons why men are
considered hard-to-reach or hard-to-engage

in health settings. Hence, there is a need

to re-align men with health, and health
services with men
men.
Of course, not all men are the same! We
know that men do engage well in healthrelated programmes at certain times and that
some programmes engage well with men.
:KHUHGRZHQGWKHVHSURJUDPPHV"+RZLV
it that some programmes are able to engage
PHQZKLOHRWKHUVGRQRW":KDWOHVVRQVFDQ
be learned from existing programmes that
GRDGGUHVVPHQVKHDOWKLQPHDQLQJIXOZD\V"
To answer these questions, we examined the
0+:3 at the Larkin Unemployment Centre
in Ireland a programme that over several
years has gained a positive reputation in the
community for engaging men through nontraditional health settings and approaches.

It is an illustration of how together, we can as men stop working

in competition with each other and instead learn a new paradigm, where
we can work together as greater than the sum of its parts.

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 9

introduction
introduction ccontinued
ontinued
:+<7+(0(16+($/7+$1':(//%(1*352*5$00("
:+<7+(0(16+($/7+$1':(//%(1*352*5$00("
The 0+:3 is a unique programme located in Ballybough, Dublin. The programme originated
at the Larkin Unemployment Centre
Centre,, also in Ballybough, when concerns about the
wellbeing of men in the community surfaced as an issue within the community. Tangential
to experiences of unemployment, many men (and their families) expressed concerns about
adverse health including (but not limited to): depression, suicide, substance use or misuse,
physical inactivity, poor nutrition, precarious housing, stress, and social isolation.
As a hub with strong ties to the community, the Larkin Unemployment Centre felt obligated
to explore how their mandate to address unemployment could be extended to address
the wider implications of unemployment on mens wellbeing. Larkin Unemployment Centre
VWDTXLFNO\QRWHGOLPLWDWLRQVLQWKHLUFDSDFLW\WRDGGUHVVPHQVKHDOWKDQGZHOOEHLQJDQG
GHYHORSHGVWUDWHJLFSDUWQHUVKLSVWROOREYLRXVJDSV$SDUWQHUVKLSZDVGHYHORSHGEHWZHHQ
the Larkin Unemployment Centre,
Centre, the +6(, 3]HU+HDOWKFDUHUHODQG, and *ODVJRZ&HOWLF
Football Club.
Club
The MHWP launched in 2009. Based on the Wellman Programme associated with the Glasgow
&HOWLF)RRWEDOO&OXEWKH0+:3DGDSWHGDWQHVVDQGKHDOWKSURJUDPPHWRDOVRLQFOXGHKHDOWK
screening or health checks, health information sessions, and cookery. The idea was to use a
holistic approach to address key aspects of mens health and lifestyle.
Over a period of 10 weeks, men from the community participate in: pre- and post-health
FKHFNVDQGWQHVVWHVWVIRRWEDOODQGWQHVVWUDLQLQJZLWK*ODVJRZ&HOWLF)RRWEDOOFRDFKHV
health education workshops addressing diverse topics (mental health, sexual health,
VPRNLQJDQGDOFRKROSK\VLFDOKHDOWKSK\VLRWKHUDS\HWFOHGE\H[SHULHQFHGIDFLOLWDWRUV
and cookery classes led by a chef. On completion of the programme, men participate in a
football match and a graduation ceremony with their friends and family to acknowledge their
accomplishments.
7KHNH\VWUHQJWKVRIWKHSURJUDPPHOLHLQWKHPRGHORISUDFWLFH6SHFLFDOO\DQHPSKDVLVRQ
partnership, community integration, and person as well as gender-centred approaches were
VLJQLFDQWLQSURPRWLQJSDUWLFLSDWLRQDPRQJPHQDFFHSWDQFHZLWKLQWKHFRPPXQLW\DQG
longevity of both the programme and the partnership. The MHWP has gained considerable
attention for its innovation in mens health from researchers, community organisations,
and journalists.

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 10

GENDER
ER
RD
DYNAMICS:
YNAMICS:
EXPLORING MENS HEALTH
HEAL
ALLTH

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 11

ggender
ender dynamics:
e
exploring
xploring men
mens
s health
In recent years, men in Ireland continue to experience high rates of unemployment and
social isolation. As a result, rates of poor mental health and suicide have increased. Despite
growing awareness of the need to prioritise mens health within health research and policies,
community services do not always know how to address mens health or accommodate
men, and men may struggle to navigate available and appropriate services. So the challenge
becomes: KRZFDQZHHHFWLYHO\HQJDJHPHQLQVHUYLFHV"
The MHWP came about in an unusual way. Concerns related to mens wellbeing their
WQHVVQXWULWLRQKHDOWKOLWHUDF\DQGPHQWDOKHDOWKLQSDUWLFXODUHPHUJHGZLWKLQWKH
community. Despite being a community centre primarily concerned with addressing
issues of unemployment, the Larkin Unemployment Centre took note of the links between
employment and wellbeing and began to think about their role in improving community
wellness alongside employment.
8QGHUVWDQGLQJKRZJHQGHUQRUPVVKDSHPHQVKHDOWKSUDFWLFHVLVDFULWLFDOUVWVWHSLQ
GHYHORSLQJHHFWLYHSURJUDPPHVDQGVWUDWHJLHVWKDWPLJKWDSSHDOWRPHQLQFRPPXQLWLHVRI
interest. This strategy of identifying background gender norms or dynamics was an important
VWDUWLQJSRLQWIRUPDQ\0+:3SDUWQHUVZKRVKDUHGWKHLURZQUHHFWLRQVRQJHQGHULQWKHLU
interviews. In this section, we will discuss how the MHWP understood the role of gender in
developing community programmes.

Men certainly have told me that they tend to keep things to themselves
and not talk about things. [...] This programme has provided a forum and a
safe space where they have been able to open up and be kind and caring of
their needs and talk about or discuss things. [...] It has given permission to
challenge that stereotype that men have to tough it out.

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:10 Page 12

ggender
ender dynamics:
e
xploring men
s health ccontinued
ontinued
exploring
mens
&5($71*&+$1*(
&5($71*&+$1*(
Throughout their lives, many men are often discouraged from seeking advice or discussing
changes in their health and lifestyle. Many reasons exist for this trend, including (but not
limited to) social norms, time commitments, a lack of appropriate information, inaccessible
KHDOWKVSDFHVRURSHQLQJKRXUVDQGXQZHOFRPLQJVWDRUVSDFHV:KHQPHQGRQWHQJDJHLQ
services, a perception may emerge that they cant be bothered, and that men dont care about
their health.
With this in mind, it was deemed important not just to identify existing gender norms
within the community that shape mens involvement in services, but also what perceptions
SURJUDPPHVWDKDYHRIPHQWKDWPD\XQFRQVFLRXVO\LQXHQFHKRZPHQDUHZHOFRPHG
(or not welcomed) into spaces. There is then a need to counter existing stereotypes,
misunderstandings, and norms that dissuade participation. Creating safe, meaningful,
and accessible community spaces for men can serve to promote and encourage positive
discussions and activities related to health and wellness. This, in turn, may dispel myths about
gender norms, and encourage men to take control of their own wellbeing and support others
to do the same.

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Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 13

*8'1*48(67216
*8'1*48(67216
QZRUNLQJWRPRYHSDVWDRQHVL]HWVDOOPRGHORISURJUDPPHGHYHORSPHQWLWLVLPSRUWDQW
to ask insightful questions that help establish a solid framework, and tailor details towards the
unique experiences and circumstances of your community. Below are examples of guiding
questions that can be posed to members of your team and community in order to explore
PHQVKHDOWKIURPDYDULHW\RIDQJOHVDQGJHQHUDWHUHHFWLRQ
How does gender play a role in health
DQGZHOOQHVV"
What services (health-related or not) are
currently available to men, and are they
HHFWLYHLQWHUPVRIWKHLUUHDFKOHYHORI
LQIRUPDWLRQDQGWRQH"
What are some common stereotypes or
myths surrounding men, masculinities,
DQGZHOOEHLQJLQRXUORFDOLW\"
What are some barriers or challenges
that may prevent men from accessing
VHUYLFHVLQRXUFRPPXQLW\"

How might men perceive our

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Would men feel comfortable/welcome
LLQWKLVVSDFH"
QWKLVVSDFH"
Would men be interested in the
RUJDQLVDWLRQVHUYLFHSURJUDPPH"
RUJDQLVDWLRQVHUYLFHSURJUDPPH"
Would men be comfortable telling their
friends about their involvement in this
VSDFHRUEHLQJVHHQE\RWKHUVKHUH"
VSDFHRUEHLQJVHHQE\RWKHUVKHUH"
Would their peers be visible in this
VSDFH"
VSDFH"

How can we engage with our target

audience, attract men to participate, and
VXVWDLQWKHLULQYROYHPHQWRYHUWLPH"

keep in mind:
:KLOHJHQGHUVSHFLFVWUDWHJLHVFDQEHHVVHQWLDOLQFUHDWLQJHHFWLYHKHDOWK
programmes, MHWP partners also suggested a need to develop a person-centred or
client-centred approach, meaning: engage men around other areas they identify with,
VXFKDVVRFLRHFRQRPLFVWDWXVVSHFLFKHDOWKLVVXHVKRXVLQJHPSOR\PHQWVWDWXVRU
education levels.
Often, this requires taking an intersectional approach,
approach, where gender is understood
to be intrinsically linked to other factors that shape identity rather than just as a standalone concept. Similarly, a social determinants of health approach will help tease
RXWRYHUODSSLQJIDFWRUVLQFOXGLQJJHQGHUWKDWVLPXOWDQHRXVO\LQXHQFHKHDOWK
experiences and outcomes. When working with men, safe and acceptable spaces,
approachable facilitators, visible and relatable peers, and tailored content are very
important to consider, with or without a gendered lens.

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 14

COMMUNITY
C
OMMUNITY
MMUNITY
Y ENGAGEMENT
GEMENT

10

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 15

ccommunity
ommunity
munity engag
eng
engagement
ement
Engaging within ones community is an integral part of establishing a meaningful
SURJUDPPH<RXPXVWUVWDVVHVVWKHneeds and strengths of the community in order
WRWDLORU\RXUSURJUDPPHWRW\RXUDXGLHQFHEXLOGWUXVWDQGHVWDEOLVKRSHQOLQHVRI
FRPPXQLFDWLRQ%HIRUH\RXFDQFUHDWHDQHHFWLYHSURJUDPPHLWLVLPSRUWDQWWRget to
know your intended participants and the surrounding community:
community
:KRDUH\RXWDUJHWLQJ"
+RZDUH\RXJRLQJWRUHDFKRXWWRWKHVHPHQ"
+RZZLOO\RXNHHSWKHPHQJDJHGDQGLQWHUHVWHG"
Gathering key insights from men in the community about their health (and other)
priorities, and what types of programmes or services they want, is a crucial starting point.
Understanding mens needs and concerns helped shape the direction of the MHWP, and is
a necessary strategy for aligning the programme with the community of interest right from
the onset.
Furthermore, building on community interests, strengths, and mechanisms of social
currency or social acceptability will allow the programme to develop a level of street cred
WKDWKHOSVOHJLWLPLVH\RXUHRUWV

If we want to get men in, then we need to ask men what they want
rather than presuming certain things [...] to say, Look, if we want to
engage men, what do we do, what are your thoughts on this?

11

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 16

ccommunity
ommunity
munity engag
eng
engagement
ement ccontinued
ontinued

Because we are very much a part and parcel of the community, and
the community knows this. So weve always used the community as a
touchstone. We have always developed initiatives with reference to them. [...]
So that collaborative approach and relationship is critical because it is not
RQO\UHHFWLQJWKHLQWHUHVWVRIWKHFRPPXQLW\EXWLWLVEXLOGLQJRZQHUVKLSWKDW
the community feels that they are part of it and have a say in whats going
on. It is being done with them, as opposed to to them or for them.

%(1()762)&200817<(1*$*(0(17
%(1()762)&200817<(1*$*(0(17
$VWKH0+:3WHDPOHDUQHGSDUWQHULQJZLWKFRPPXQLW\RUJDQLVDWLRQVFDQEHDQHHFWLYH
way for corporate partners/sponsors to engage with hard-to-reach communities by
strengthening and maintaining existing relationships with marginalised groups. Establishing
a sense of integrity, or street cred, helps build trust between community members and
corporations. This is particularly important if organisations have had a negative history or
reputation within a community or among particular populations. Corporations that are more
in-tune with the needs of the community are better able to serve their target demographic.
Partnering with community members often grants organisations access to local knowledge,
skills, and strategies. Involving community members in decision-making processes promotes
greater transparency,
transparency accountability and trust within the community: factors that may
contribute to how well attended a service or programme becomes. Similarly, community
members who are involved in designing a programme or setting priorities may feel more
inclined to promote and validate the programme within their networks, creating greater reach
and opportunities for promotion, outreach, and recruitment.
Creating multi-directional channels of communication between community members
and programme coordinators is an excellent way to encourage honest feedback and show
appreciation for each members involvement and contribution. Working collaboratively with
community members and diverse organisational partners can enhance everyones ability to
work within and beyond their skill sets, build a positive reputation of the programme, and
equip the programme with necessary resources and support.

12

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 17

Case Study:
Community Engagement In Action
The MHWPs community partnership model integrated the contributions of
interested community members alongside those of organisational partners.
Community partners contributed their insights, preferences, and experiences/
knowledge from the onset of the programme development and throughout the
duration of delivery. Strategies used to generate interest in the community, recruit
community leaders, and maintain involvement in planning include:
'LVWULEXWLQJLQYLWDWLRQVWRSDUWLFLSDWH\HUVLQYLWDWLRQVZRUGRIPRXWK
recruitment through other programmes)
Using a formal meeting structure with community members in order to validate
their participation and demonstrate that their contribution was on par with
organisational partners (e.g. appointing a meeting chair, taking and distributing
minutes, assignment actions and responsibilities)
Establishing formal and informal feedback channels (e.g. feedback forms,
check-ins with community members, oral feedback or discussions between
programmes, consistently scheduled meetings)
Based on this community involvement, this programme team was able to identify
FRRNHU\VNLOOVKHDOWKFKHFNVKHDOWKLQIRUPDWLRQVHVVLRQVDQGIRRWEDOOWQHVV
training as both needs and interests within the community. They were further able
WRLGHQWLI\IRRWEDOODVDKRRNRUVSHFLFIRFDOSRLQWRIWKHSURJUDPPHWKDWZRXOGEH
acceptable to men in the community and validate mens involvement in the health
or other taboo aspects of the programme.

initiate

evaluate

collaborate

validate

13

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 18

community
community
munity engag
eng
engagement
ement ccontinued
ontinued
key strategies:
Get to know your community:
Develop a keen understanding of your communitys needs and
priorities, as well as its strengths and resources

touchstone throughout the process of developing and delivering a

SURJUDPPHVHUYLFHUHWXUQWRFRPPXQLW\IHHGEDFNFRQWULEXWLRQV
and insights to maintain direction and inform decision-making

Rather than re-inventing the wheel, consider partnering with a community

organisation to capitalise on existing relationships that have already developed
trust and street cred
Create multi-directional communication channels between programme participants
and the community to maintain accountability, transparency, and opportunities for
UHHFWLRQ


 













 














 




14

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 19

 

ccommunity
ommunity
munity
y engag
eng
engagement
ement ccontinued
ontinued
.(<48(67216
.
(<48(67216
:KDWLVP\RUJDQLVDWLRQVFXUUHQWDQGKLVWRULFDOUHODWLRQVKLSZLWKRXUWDUJHWSRSXODWLRQ"
What do I understand to be the target populations needs, interests, priorities, strengths,
DQGDYDLODEOHUHVRXUFHV"+RZGRHVWKLVDOLJQZLWKZKDWP\WDUJHWSRSXODWLRQLGHQWLHVDV
WKHLUQHHGVLQWHUHVWVSULRULWLHVVWUHQJWKVDQGDYDLODEOHUHVRXUFHV"
What might be the challenges or barriers that my organisation faces in connecting with or
LQYROYLQJWKHFRPPXQLW\LQRXUSUDFWLFH"



+RZPLJKWZHLQFRUSRUDWHFRPPXQLW\IHHGEDFNLQWRRXUSUDFWLFH"
What other community organisations or services might be useful allies or partners in
RXULQLWLDWLYH"


 













 














 




15

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 20

PARTNERSHIPS
P
AR
ARTNERSHIPS
RTNERS
TNERSHIPS

16

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 21

partnerships
:RUNLQJZLWKRWKHURUJDQLVDWLRQVLVRIWHQEHQHFLDOWRSURJUDPPHV7KHH[SHULHQFHVRIWKH
MHWP team show that strong relationships between partnersVLJQLFDQWO\FRQWULEXWHWR
the strength and longevity of the programme. Partnerships can lead to more opportunities
to directly engage with men, greater accountability and transparency of those involved in
developing the programme, and a greater pool of resources and expertise to enhance the
quality of the programme.
Similar to the previous section (see Community EngagementSJHHFWLYHDQGPHDQLQJIXO
work with men often stems from the values of the target community or population.
Incorporating feedback and ideas from men contributes to building trust between partners
and programme participants alike.
6RKRZFDQ\RXHVWDEOLVKSDUWQHUVKLSVDQGZKDWDUHVRPHNH\IDFWRUVWRFRQVLGHU"

su
u

re
responsibility
e
ty

17

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 22

partnerships ccontinued
ontinued
6867$1$%/(5(/$7216+3%8/'1*
6
867$1$%/(5(/$7216+3%8/'1*
Initiating partnerships can be a daunting experience. This phase requires patience and
WULDODQGHUURUWRQGWKHULJKWWZLWKSDUWQHUVDQGWRQGWKHDSSURSULDWHQXPEHURI
organisations or people to involve.
$VSDUWQHUVQRWHGLQWKHLUUHHFWLRQVRQWKH0+:3SURJUDPPHSDUWQHUVKLSVFDQEH
XQOLNHO\RUXQFRQYHQWLRQDO$KHDOWKUHODWHGSURJUDPPHPD\EHQHWJUHDWO\IURPKDYLQJ
QRQKHDOWKVSHFLFSDUWQHUV'UDZLQJRQDZLGHUKROLVWLFXQGHUVWDQGLQJRIZHOOEHLQJPD\
create opportunities to partner with organisations or individuals who have expertise in
complementary sectors. Furthermore, drawing on the knowledge, skills, and expertise of a
broader and more diverse range of potential partners can create a wider reach or catchment
of men in the community.
'HVSLWHGLHUHQFHVLQRUJDQLVDWLRQDORUSURIHVVLRQDOVFRSHVXVWDLQDEOHDQGSRVLWLYH
relationships with potential (or current) partners can grow from having shared guiding
principles and values such as work ethic, commitment, open-mindedness and ambition.
A good starting point can be identifying what types of skills and areas of expertise your team
and your partners team can bring to the table, establishing common goals to work towards,
and creating communication methods that are best-suited to the teams needs. This helps
EXLOGWUXVWDQGFRQGHQFHEHWZHHQWHDPPHPEHUVZKLFKLVDQLPSRUWDQWSDUWRIFUHDWLQJ
positive and long-lasting professional relationships.
For example, establishing a shared vision or goal gives partners permission to set aside
SHUVRQDOHJRVRUFRQLFWLQJDPELWLRQVLQRUGHUWRZRUNPRUHHHFWLYHO\DQGV\QHUJLVWLFDOO\
It also allows one partner to step in and take control of a situation when they are more
TXDOLHGZKLFKGHPRQVWUDWHVDEDODQFHGDSSURDFKWRSUREOHPVROYLQJWHDPZRUNDQG
collaboration. In this way, tasks and responsibilities can be matched to participants based
on corresponding skill sets, therefore, playing to the strengths of all individual partners and
enhancing and validating the collective capacity of the team.

In terms of ongoing maintenance of the relationship, it is keeping

people informed, maintaining awareness of common objectives and
commonalities of purpose, its having people who are comfortable within

18

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 23

0
06621$/*10(17
6621$/*10(17
Part of developing successful sustainable
relationships with partners means having
parallel or overlapping organisational
missions,, or a shared corporate
responsibility. Establishing common
responsibility.
ground with other organisations can build
a programmes reputation and credibility,
and attract other professionals to become
involved in a partnership at a later stage.
Becoming aware of shared, competing, or
FRQLFWLQJRUJDQLVDWLRQDOPLVVLRQVRUJRDOV
in the early stages can also help determine
appropriate goals and possible partners
for the partnership, helping avoid potential
challenges and stress later on.

7KHYDOXHVDUHWKHUVW
thing. The value of being
committed, the values of being
able to listen without prejudice
of others, and work to a
consensus when possible.

Case Study:
As the MHWP partners learned in setting up their partnership, synchronising
organisational and professional missions took time. However, it was useful to think
about where there was common ground within their big picture goals.
For example, 3]HU+HDOWKFDUHUHODQGVPDQGDWHIRUFRPPXQLW\LQYROYHPHQW
*ODVJRZ&HOWLF)RRWEDOO&OXEV goal of promoting health, well-being, and social
LQWHJUDWLRQDQGRIFRXUVHIXQWKH+6(V goal of managing and improving public
KHDOWKLQLWLDWLYHVDQGWKHLarkin Unemployment Centres goal of improving welfare
DQGVRFLDOLQFOXVLRQLQWKHFRPPXQLW\WKRXJKYHU\GLHUHQWRYHUODSSHGLQZD\V
WKDWDOORZHGWKHWHDPWRZRUNHHFWLYHO\DQGV\QHUJLVWLFDOO\WRZDUGVDFRPPRQJRDO
From these combined organisational missions, it is clear that this initiative to improve
mens wellbeing at a community level through the use of sports, cookery and health
VHVVLRQVZDVDJRRGWIRUDOOLQYROYHG)XUWKHUPRUHLWLVFOHDUWKDWWKHSURJUDPPHV
goals were both shaped by, and still accountable to, a broad range of partners who
WDFNOHDUDQJHRILVVXHVWKDWGLUHFWO\RULQGLUHFWO\LQXHQFHKHDOWK

19

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 24

partnerships ccontinued
ontinued
5
52/(65(63216%/7(6 /($'(56+3
2/(65(63216%/7(6 /($'(56+3
Once partnerships are formed and shared sets of values are established, it is important to
delegate roles and responsibilities to team members that correspond to their unique skill sets.
Laying out clear expectations with partner(s) will allow them to optimise their workload, avoid
SRWHQWLDOFRQLFWVDQGJDWKHUDSSURSULDWHUHVRXUFHVZKHQQHFHVVDU\+RZUHVSRQVLELOLW\LV
GLYLGHGZLOOEHGLHUHQWIRUHYHU\SURMHFWDQGSDUWQHUVKLS
Leadership is instrumental in driving programmes forward and sustaining partnerships.
%XWZKDWPDNHVDJRRGOHDGHU"&RQVLGHUTXDOLWLHVWKDWQRWRQO\DOLJQZLWKWKHJRDOVRIWKH
partnership, but that align with the communitys values. Asking people to step into leadership
roles can be a strategic, informative way to gain insight into the needs of the community and
further promote meaningful relationship-building. Such people become the eyes and ears of
the programme, and help set the direction of future development.

Case Study:
In the case of the MHWP, having a central coordinatorZDVEHQHFLDOWRWKH
programmes development and delivery. One partner was elected to this role and
oversaw responsibilities related to on-going communication, liaising between team
members, planning, dividing the workload, and managing logistics (in addition to their
professional role).
The added structure and clarity that came with this coordinator role boosted the
SDUWQHUVVHQVHRIVHFXULW\DQGFRQGHQFHLQWKHSURMHFWHQDEOLQJWKHPWREHWWHU
manage their time. The coordinator also noted that these tasks were consistent
within their pre-existing organisational role and responsibilities, and they felt capable of
taking on this role.
However, a central coordinator may not be right or feasible for every programme.
el of responsibility
y that each partner feels
It is important to assess the level
comfortable with and capable of taking on before this role is agreed upon.

20

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 25

You also need a really strong coordinator. So I presume at the start

you would need a lot of that face-to-face time, and meetings to get
everything up and running. But over time, they become less and less
important because it is up and running, the trouble-shooting is done. People
know what works well and what doesnt, what you need more of, what to
avoid. But the lynch-pin is that you have a very strong coordinator who
NHHSVHYHU\RQHLQIRUPHGHVSHFLDOO\LIVRPHWKLQJLVPLVVLQJRUR

.(</($511*6
.(</($511*6
As mentioned already, the MHWP upheld
the trial-and-error principle in planning, and
XVHGFRQVLVWHQWIHHGEDFNDQGUHHFWLRQWR
shape a living or evolving programme.
One challenge that the partners were
confronted with like many community
initiatives was funding. In light of the
current economic climate in Ireland,
SDUWQHUVZKRDUHFRQWULEXWLQJQDQFLDOO\WR
a programme might not be able to secure
adequate funding from one year to the
next, so sustainability of a programme may
be threatened. Partners emphasised the
importance of being both transparent and
realisticDERXWQDQFLDOFRQWULEXWLRQVDQG
of planning ahead, should grants and other
funding discontinue.

The model is very simple:

everyone brings something to
the table. [...] Everyone has a
responsibility to bring a certain
skill set or enable a particular
part of the programme. So
the expectation is just one of
delivering and not letting them
[other partners] down.

Furthermore, partnerships can be used to address potential challenges with funding by

VHHNLQJRXWSDUWQHUVZLWKGLHULQJVRXUFHVRIIXQGLQJVKRXOGRQHGLVFRQWLQXHDQGZKR
FDQWKHUHIRUHKHOSVWUHQJWKHQWKHSURJUDPPHVDELOLW\WRVHFXUHDGHTXDWHQDQFLDORULQ
kind) resources.
For example, partners of the MHWP not only contributed monetarily to the programme,
but also provided unique resources. Health checks and screening were carried out by
3]HU+HDOWKFDUHUHODQGQXUVHVWQHVVDQGIRRWEDOOWUDLQLQJZDVFRQGXFWHGE\*ODVJRZ
Celtic Football ClubFRDFKHVDQGWKHLarkin Unemployment Centre provided space
for the programme to be held and also sourced health session facilitators through their
own networks.

21

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 26

partnerships ccontinued
ontinued
.(</($511*6&21718('
.
(</($511*6&21718('
Another issue that arose when establishing partnerships was generating buy-in from
prospective organisational and community partners. Despite existing policies to promote
the integration of mens health in community settings, it has still not been widely acted upon
in many communities in Ireland. There may be other, broader, hurdles to overcome in more
marginalised communities (e.g. feelings of apathy about health).
Getting buy-in and substantial commitment from prospective partners may be challenging,
especially when the topic of interest (e.g. addressing the wellbeing of predominantly older and
unemployed men) is not widely acknowledged as a priority or falls outside of current hot-topic
health issues or grant opportunities. As the MHWP team noted, it took several attempts and
out-of-the-box thinking to get the right people on board. Despite initial frustrations resulting
from not getting ideal partners, or having early partners leave, the end result worked out
well, and again, the trial-and-error process allowed the team to focus on which people or
organisations (and under what circumstances) would produce an ideal partnership.
The MHWP partners maintained that, despite external challenges, working within your
community can help overcome these barriers be proactive and encourage creative
thinking to come up with solutions!

key strategies:
Build partnerships based on complementary areas of expertise, resources, goals,
and missions
Ensure you have, or develop, common values, principles, and expectations
Make the development of trust between team members and partners a priority
Establish a clear leadership model based on the needs of the programme partners,
and consider what makes a good leader
Think outside the box and be unconventional in selecting partners. Including a
broader range of organisations or sectors to form partnerships can invite a wider
range of options for engaging men.
Communicate!
22

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 27

PROGRAMME
PROGRAMME
DEVELOPMENT
DELIVERY
DEVEL
OPMENT
NT
T & DELIV
DELIVER
VER
RY
Y

23

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 28

programme
pr
ogramme dev
development
elopment & deliv
delivery
ery
$VVWDWHGHDUOLHUWKHUHLVQRRQHVL]HWVDOODSSURDFKWRGHYHORSLQJDSURJUDPPHRUGHOLYHU\
model across all communities.
The core elements that worked for the MHWP include: strategic content and focus
focusD
hooksustained outreach and participation
participation facilitationDQGUHHFWLYHSUDFWLFHV.
V
These aspects were constantly evolving based on the feedback of community members and
partners, so allow your team to be open to change and new ideas, too.

$ORWRISHRSOHZLOOZDQWWROLIWVRPHWKLQJRWKHVKHOIDQG
LPSOHPHQWLWDQGWKDWLVQHLILWLVVRPHWKLQJOLNHDWUDLQLQJFRXUVHRQ
presentation skills. But for a programme that deals with lifestyle
change or behaviour change a programme like this you really have to go
through all the steps. [...] I know that process isnt what people want all
the time, but it is important not to shortcut these processes of
identifying needs and stakeholders.

24

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 29

programme
pr
ogramme dev
development
elopment
& deliv
delivery:
ery: ccontinued
ontinued
CONTENT
Content WKHJOXHWKDWKROGV\RXUSURJUDPPHLQSODFH+RZGR\RXFUHDWHLW":KDWVKRXOG
\RXIRFXVRQ"+RZFDQ\RXJHWPHQH[FLWHGDERXWSDUWLFLSDWLQJLQDFWLYLWLHVUHODWLQJWR
KHDOWKDQGDEVRUEWKHLQIRUPDWLRQVKDUHG"
(DFKSURJUDPPHLVGLHUHQWVRWKHUHDUHQRULJKWDQVZHUVWRWKHVHTXHVWLRQV7KHUHDUH
however, useful approaches to consider:
Focusing on the how,, rather than the what can be a good strategy to weave into
creating content. This approach helps instil realistic goals for men to work towards, and
provides the tools or knowledge base to work towards these ambitions. Ultimately, this
creates opportunities for men to feel a sense of personal achievement.
Focusing on more holistic aspects of wellness and quality of life (e.g. healthy eating,
coping with stress, or exercise programmes) creates more access points for men to tap
into, rather than just a pure health focus
5HGHQLQJKHDOWK in other ways, based on the culture and language of the
community, helps to address the stigma associated with that word, and allows men to
terms
relate to issues of health and wellness on and in theirr term

Health was respectfully there. And again it was about health and
wellbeing. I think health, as a brand, is very damaged in Ireland.
Every night there is something about health on the news: something is a
failure, or something that has gone very wrong. And I think that has to
DHFWWKHLUSV\FKH6RWKHZRUGKHDOWK
KWKLQNZKHQZRUNLQJZLWKPHQ
LWLVLPSRUWDQWWRWDONDERXWZHOOEHLQJRUZHOOQHVVRUQGLQJQHZ
words that are less contaminated.

25

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 30

&217(17&21718('
&
217(17&21718('
Developing an enticing hook to attract
men and keep them interested and
involved in the programme over a period of
time is a useful strategy. Since talking about
health is still commonly viewed as taboo
for men, the hook should provide them with
a socially acceptable reason to participate.
For example, if a well-known celebrity,
or popular brand, were to endorse your
programme, it is more likely to be taken
seriously and sought after by men. Others
have widely documented how this more
indirect approach to health generates a
sense of social currency or acceptability
within a community.

Of course, not all hooks are appropriate

RUPHDQLQJIXOIRUDOOPHQDVVXFKLWLV
important to consider the local context
and overall aim of the programme.

The initial hook was being

able to say to my friends that
I was playing football with
the [Football Club] guys on
Wednesday, so I think that
would be really good currency
down at the pub or with
friends. So I think that was a
great hook and the hook is
really important for engaging
men, or anyone, because we
are a consumer-brand driven
culture, so if you have a
brand, youll get people in.

hook your audience:

When addressing mens health issues through the use of a tailored hook, it is
important to avoid stereotypes or assumptions about mens interests. It is possible
that good intentions can simultaneously reinvent problematic gender norms. So, we
must consider some important questions:
+RZGRHVWKLVKRRNDOLJQZLWKWKHJRDOVRIWKLVSURJUDPPH"
:KLFKPHQPD\EHLQWHUHVWHGLQWKLVKRRN"
:KLFKPHQPD\EHH[FOXGHGIURPRUDOLHQDWHGE\WKLVKRRN"
What does this strategy reveal about our own assumptions about men
DQGPDVFXOLQLWLHV"

26

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 31

programme
pr
ogramme dev
development
elopment
& deliv
ery: ccontinued
ontinued
delivery:
Case Study:
The MHWP used all three of the aforementioned approaches in their programme.
Practical lifestyle and health strategies were built directly into the content of each
session. Through football training, cookery classes, health sessions, and health
checks, men learned about wellness as a holistic concept, why it is important, and
the ways in which they can adopt certain practices or behaviours in their every day
life to improve how they feel. Ultimately, facilitators and coaches emphasised the
importance of ensuring that the men truly understood the material covered and felt
capable and empowered to make changes.
For example, one facilitator noted that, in their session, they not only brought
additional resources to help men identify what information or support exists in the
community, but also went through each resource to ensure that men understood
the content and how to navigate future health communications. Similarly, coaches
explained that engaging men in team-building exercises not only helped mens group
SHUIRUPDQFHRQWKHHOGEXWRLWDVZHOO6SHFLFDOO\FRDFKHVH[SODLQHGWKDWWKH\
taught men how to rely on each other, how to signal or ask for help, and how to
support or encourage each other: important lessons applicable outside of sport.
3DUWQHUVDOODFNQRZOHGJHGWKHVLJQLFDQFHRIXVLQJalternative health language
language 
they worked towards language that was less biomedical and more approachable
and familiar to men. Working one-on-one with men through personalised check-ins
and outreach helped partners understand what language would be appropriate to
which participants. Again, situating the programme within the community also
helps to incorporate community language, circumstances, and contexts into the
programme content.

27

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 32

2
2875($&+ 3$57&3$721
875($&+ 3$57&3$721
Gathering support from the community is a
huge part of designing a programme that will
work the way its intended. So, how can you
UHDFKRXWWR\RXUDXGLHQFH"%HLQJvisible or
present in the community, meeting faceto-face with people in common spaces, and
promoting the programme through wordof-mouth or mutual contacts are strategies
to consider especially if targeting hard-toengage groups. Its worth mentioning that
outreach doesnt end once participants are
enrolled in a programme: it is a continuous
process of drawing people in, creating
spaces for men to participate, giving and
receiving support and advice, and promoting
leadership among participants.

We engage people where

they want to be engaged.
6RZHDUHH[LEOHDQGZHDYH
things around them. But once
people are here and we can
build a relationship and trust
that seems to keep people
engaged with us.

QDGGLWLRQWRWKHEHQHWVGHVFULEHGHDUOLHUVHHPartnerships section, pg. 16), involving men

in the decision-making processes and overall programme development is also a proactive
strategy that promotes ownership of the programme, which in turn contributes to mens
consistent and sustained engagement. Encouraging men to help develop the content of
DSURJUDPPHFDQKDYHDVLJQLFDQWLPSDFWZLWKLQWKHLUFRPPXQLW\DVWKH\DUHYLHZHGDV
positive role models who can share their experiences with others: thus, promoting and
fostering championship.

Personal contact is highly important in any work that involves reaching

out to men. [...] So our work is about the person we will get to know each
one who comes through and what their circumstances and needs and issues
are. And insofar as we can, we will do things to support and assist people to
moved forward in their own situation.

28

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 33

programme
pr
ogramme dev
development
elopment
& deliv
ery: ccontinued
ontinued
delivery:

I will use I statements and say, For me, I know when I go into
a room I want to feel safe and know that I am treated safely.
And I might say that to a group so that it is important that I know you
feel safe, and you get the shape of me and know that Im not going to
hurt them. So I think it is important to ask men what would make it safe,
what are the things that make you think of safety in your own lives. [...]
So its not a gimmick, you are mentoring men around learning what for
them is a toolkit when they are in any clique so they can identify what
makes them feel safe, and they can articulate that.

)$&/7$721
)$&/7$721
Fundamental to programme success is
providing safe spaces for participants
to discuss and share their experiences,
DVNTXHVWLRQVDQGQGVXSSRUW6WURQJ
facilitation is instrumental in this process.
Addressing and levelling the power
dynamics in a group from the start is
recognised as a helpful method to put
men at ease and establish trust both
within the group and between the group
DQGWKHIDFLOLWDWRU(HFWLYHIDFLOLWDWRUDQG
facilitation styles come in all shapes and
VL]HV)DFLOLWDWLRQVWUDWHJLHVLGHQWLHG
as important in this study included:
being proactive, using conversational
approaches, encouraging story-telling,
prioritising informal question-and-answer
periods, and promoting small group or
team exercises. These strategies were
VHHQDVKHOSIXOLQSRVLWLYHO\LQXHQFLQJ
behavioural/lifestyle changes as well as in
fostering inclusion and engagement.

2QUHHFWLRQWKLVVWXG\DOVRUHYHDOHGWKDW
promoting safety,
safety support, trust,, and
teamwork within the group helped to
address broader issues about social norms
or pressures (e.g. the expectation for men
to be independent and passive in matters
of health). In turn, this equipped men with
the necessary skills and social support
networks to recreate comfortable social
circumstances in their own lives.
Some participants couldnt quite fully
articulate what made facilitation successful.
Instead of explaining techniques that were
used, they commonly discussed positive
personal characteristics. Someone who is
approachable, relatable, embodies positive
attitudes towards masculinities and mens
health, can be a role model, and just puts
men at ease may be as important as what
facilitation techniques are used. When
QGLQJIDFLOLWDWRUVLWLVDOVRLPSRUWDQWWR
consider charisma!
charisma
29

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 34

6
6327/*+7216$)(63$&(
327/*+7216$)(63$&(
Facilitators of the MHWP spent considerable time establishing a sense of safety
y and trust
with men in the programme. Though there are many ways of establishing safe spaces (and
they are not all appropriate or necessary for all groups), these are some of the strategies that
ZHUHXVHGWKDWPLJKWEHKHOSIXOWRUHHFWRQ
Ask men what makes them feel safe!
([SHFWWKLVWRGLHUIURPJURXSWRJURXS
and adjust.
Include yourself as the facilitator in
this conversation (e.g. what makes you
feel safe when you are a participant,
what makes you feel safe when you are a
facilitator)
Create a working list of what a safe space
looks and feels like refer back to it or
add to it when needed
Avoid snap judgements, and instead
patiently try to understand what
is happening
For example, one facilitator noted
that side conversations may not be
intended to be rude or disruptive, but
rather, a moment when a participant
felt comfortable sharing privately or
seeking support from a peer.
5HVSHFWFRQGHQWLDOLW\DQGDQRQ\PLW\
but also create mechanisms for support

Follow-up and check-in

MHWP facilitators consistently followedup with participants (after sessions,
on the phone, and in passing in the
community). They got a sense of how
participants were feeling, and also
regularly invited participants back or
reminded them of health sessions to
make them feel welcome and included
before stepping through the door.
As a facilitator balance your role as an
expert or professional with being part of
the group
One facilitator noted that sitting
among the men rather than standing
in front of the group helped counter
that classroom dynamic, increased
interaction with men on their level,
while still retaining a professional
distance.
Model ideal behaviour

Facilitators explained that they

respected the what is shared in the
programme stays in the programme
rule. When necessary, they would
mention to other facilitators or
programme partners how certain
participants were doing. This way,
WWKH\FRXOGSURWHFWWKHFRQGHQWLDOLW\
KH\FRXOGSURWHFWWKHFRQGHQWLDOLW\
and anonymity of details shared,
but also ensure that appropriate
mechanisms of support or follow-up
were available if needed.
30

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 35

programme
pr
ogramme dev
development
elopment
& deliv
ery: ccontinued
ontinued
delivery:
LESSONS LEARNED
Recognising that a certain stigma is associated with health for many men helps us
XQGHUVWDQGKRZWKH\PD\QGLWFKDOOHQJLQJWRHQJDJHLQGLVFXVVLRQVDERXWWKHLURZQKHDOWK
LVVXHV)DFLOLWDWRUVPD\QGLWFKDOOHQJLQJWROHDGVHVVLRQVDVPHQPD\QRWUHDGLO\EHZLOOLQJ
to divulge or share personal stories or information. Being realistic when setting expectations
for mens participation is therefore important.
:RUNLQJZLWKPHQFDQPHDQZRUNLQJRQIXPHVWKDWLVZRUNLQJZLWKOLPLWHGVXSSRUW
RUUHVRXUFHVZKLFKXOWLPDWHO\LPSDFWVWKHZHOOEHLQJRIVWD2QHNH\PHVVDJHLVWKDW
understanding your own self-care needs are equally important to caring for the needs
of the community in order to sustain your own involvement in the programme over time.
Addressing this challenge at the partnership development stage may be useful in building
internal support for your partners as well as your participants.
$QRWKHUFKDOOHQJHUHJDUGLQJHHFWLYHSURJUDPPHGHOLYHU\LVJDWKHULQJconstructive
feedback,, or establishing some sort of evaluation method to assess strengths and limitations
of the programme as it evolves. When implementing your programme, carefully consider
how you might encourage participants to comfortably share their insights in order to make
improvements to better serve the community.

It would be great to
evaluate what I do but its
one thing we dont get to do
EHFDXVHLWLVDRQHRVHVVLRQ
and it is a really casual
conversation, its
really informal.

Some people would be

quite open and comfortable
talking to a woman, and others
would feel very vulnerable
opening up because theyre the
hard man from the inner-city.
[...] And for some people its so
culturally endemic not to talk.
Youre not gonna come into a
room and tell people its good
to talk, and theyre going to talk.
You have to be realistic.

31

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 36

key strategies:
Be open to new ideas and fresh thinking to develop your programme there is no
RQHVL]HWVDOOPRGHO
Consider using a hook that entices men, sustains their interest, and makes
engaging in a health programme socially acceptable to them and their peers,
while combating the stigma associated with health and masculinities
Develop a continuous process of outreach and engagement, drawing men in to
encourage participation and make them feel valued
Create opportunities for men to take on leadership roles this will help keep
them invested in the programme, and ensure the involvement of their peers
Use a variety of facilitation approaches to engage men, and challenge traditional
notions of how men participate (e.g. collaborative work, friendship-building,
supportive environments)
3ULRULWLVHVHOIFDUHIRUIDFLOLWDWRUVVWD
Encourage constructive feedback from participants in order to improve your
programme
Ensure that men feel safe

32

Engaging Men A4 for Weblayout_Layout 1 13/04/2015 14:11 Page 37

MOVING
MOVING FORWARD
FOR
RWARD
A
/
NEXT
T STEPS
S

33

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mo
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:KHUHGRZHJRIURPKHUH"
It is with the greatest intentions that most research is conducted. Researchers, these authors
included, often embark on research projects with the hope of uncovering new information
that can inform change and improve practice. Yet, research is too often limited to academic
journals where only a few have access to new information. We felt obligated in conducting
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to, and meaningful for, practice. This resource took time to consider the ways in which
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Creating such a list would not be realistic or particularly useful, as our knowledge base and
the circumstances in which we innovate are constantly shifting, and successful delivery is
dependent on a social context. What is important is capturing particular approaches or ways
of addressing and prioritising mens health that may help enable stronger future initiatives. It
is with this in mind that we emphasised strategies, questions,
questions and tips that may be relevant
despite changing contexts or purposes.
6SHFLFH[DPSOHVXVHGIURPWKH0+:3KHOSWRLOOXVWUDWHKRZWKHVHVWUDWHJLHVFDQEHXVHG
in practice and in a particular set of social circumstances. Our goal was to make past lessons
learned available to those in present or future situations where they may be presented
with the opportunity to develop a community initiative for men and health. Reiterating
our key strategy, it is important to focus on the how rather than the what.

. We sought to
demonstrate how broad approaches transcend the boundaries of the MHWP, and may be
useful in your work.

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In-line with the recommendations of the 1DWLRQDO0HQV+HDOWK3ROLF\ and +HDOWK\
UHODQG, it is key that we work towards strategies that link policy,
policy research, and community
practice.. This resource attempts to show pathways between and strategies that link the
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As the partners of the MHWP learned, strong partnerships often come in unexpected and
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gender and wellbeing not only casts a wider net through which men can be reached, but
also encourages community organisations to avoid working in isolation.
We know that collaborations often spark innovations and broader networks of support.
As such, we also wanted to highlight how a partnership model can be integrated into
community initiatives either with other organisations or community members. Ultimately,
this partnership model helps to operationalise the ways in which we understand wellbeing
as a holistic concept. By including diverse perspectives and partners in a programme, we
can move away from a singular understanding of health, and towards a broader network of
linked perspectives and approaches that can better address men where they are.
While our initial objective was to use this resource within Ireland to promote communitylevel initiatives that address mens health, we realise that mens health is a global issue
and there are many similarities particularly across developed countries. What is done
KHUHLQUHODQGKDVULSSOHVWKDWH[WHQGEH\RQGQDWLRQDOERUGHUVDQGFDQLQXHQFHSUDFWLFH
elsewhere (and, of course, vice-versa).
As members of a global community working towards health and gender equity, it is also
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While local contexts may not be applicable elsewhere, the body of knowledge that we
are generating though this project may be of use to others who are also interested in
learning how.
We would like to extend an invitation to you,, our readers, to think about the ways in
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LWGRHVEXWPD\EHXSRQUHHFWLRQ\RXOOGLVFRYHUWKRVHLQGLUHFWSDWKZD\V:HKRSHWKDW
through this resource, weve planted a seed of what is possible. We encourage you to
think about how we can work together across sectors to address issues in our own and
neighbouring communities.

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RECAP

Capacity Building
Bu
ui

RE-IMA
RE-IMAGINING
GINING GENDER
R & HEAL
H
HEALTH
LTH
TH
NORMS / PRA
CTICES
PRACTICES

(Concentratin
ng on how rather
n
than what, and
an
nd working as
a
greater than the
th
he
e sum of par
parts)
rts)

Commu
unity Enga
a
agement
(Valuing
(Valuin
ng local knowledge,
kno
ow
expe
pertise, priorities)
tie
expertise,

+ROLVWLF$SSURDFK

Strategic Partnerships
rtnerships

(Focusing
Focusing on the
e links:
li
soc
social
eterminants of health,
lth,
determinants
intersectional constructions
ons
of gender)

Promoting
ting diversity,
(Promoting
trust, feasibility, and
trust
taking chances on
unlikely collaborations)

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All correspondence related to this resource should be forwarded to

Maya Lefkowich or Dr. Noel Richardson.
Richardson

Maya Lefkowich, MPH

[email protected]
Noel Richardson, PhD
[email protected]

Printed by Printwell Design, Dublin 3

Web: www.printwell.ie Email: [email protected]

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