BIG Fulfilling Lives Programme South East Partnership

1. BIG Fulfilling Lives ProgrammeSouth East Partnership Update – 22nd April 2013

2. Funding • Brighton, Eastbourne and Hastings was identified as one of 15 areas in which the Lottery was considering investing in. • We envisaged seeking up to a maximum of £8 million funding over the 8 years of the programme, depending on the detail of the final application. Once divided over the three localities and over the eight years of the programme, around £300,000 per annum for each locality. Final application was for £9.2m.

3. Funding • We completed our first round application - Vision and Strategy Document - in Dec last year. We heard at the end of March that our application has been successful in going through to the second round. • 10 out of the original 15 bids invited have been successful in going through. • This is an In-principle offer for £9.2m funding, conditional on us submitting a project plan and partnership agreement that are acceptable to the England Committee

4. South East Partnership

11. Core Group and Lead Partner • Following the locally agreed process, Brighton Housing Trust was selected to be the Lead Partner for the bid. • It is a condition of funding that the bid is led by a voluntary sector agency. • Following the same process, the Core Group was finalised. • The group is made up of agencies in the voluntary and statutory sectors as follows:

12. Core Group Members • Voluntary sector reps: • BHT Sussex • CRI • Sanctuary Supported Living • Southdown Housing Association • Sussex Central YMCA • Sussex Oakleaf • Equalities and Diversity rep: Brighton Women’s Centre • Statutory sector reps: • Brighton and Hove City Council • East Sussex County Council • Hastings Borough Council • Eastbourne Borough Council • Other: • Homeless Link

13. The Partnership Group There are currently 63 organisations in this group - all of the organisations that have expressed a wish to be included.

14. Delivery Partners • Once the programme has been established, and if we are successful in receiving funding from BIG, delivery partners will come from appropriate organisations or partnerships that can successfully deliver aspects of the programme. • A thorough and equal process for partners to deliver on the many activities that will form the bid will be developed by the Core Group, in full consultation with the Partnership Group.

15. The model submitted To meet the priorities of the Partnership Group and the criteria of the BIG Lottery, the four key areas of focus: • Improving Navigation and Co-ordination and Service Delivery for people facing multiple needs– The programme will help people navigate systems and procedures and will target specific complex issues; the programme will work with agencies to explore and overcome current service barriers and work with commissioners to bring about systems change. Agencies with innovative ideas around new forms of service integration or interventions will be able to bid to the partnership for funding.

16. The model submitted 2. Ensuring that statutory and voluntary services become more flexible in their responses for people with multiple needs: e.g. longer opening hours/assertive outreach/speedier appointments/changes to service delivery; and ensuring that this is sustainable in the long-term through concrete changes to commissioning structures and contracts. 3. Ensuring that people facing multiple needs are involved in service planning and delivery:including employing a team of paid Service User Consultants, having Service User Leads on the project’s Steering Groups, establishing service user panels in each area, involving service users in strategic planning and embedding peer support models in services.

17. The model submitted 4. Encouraging and disseminating learning: To share the learning we will gain through delivering the programme. To share this locally, regionally and nationally. To facilitate and attend good practice events and to understand what has worked well elsewhere and to share our own findings (of what has not worked well, and why, as well as our successes).

18. The model submitted

19. The model submitted - specialists • Each of these 3 teams team will undertake new interventions/pilots/ ways of working with the client group. • 6new specialist posts (2 in each geographical location) will work with service users on a targeted one-to-one basis, all of whom will be those with the most complex needs. • These workers will co-ordinate all services involved with each individual client and work pro-actively and creatively to ensure clients are able to navigate and access the services they need, and can remain engaged.

20. The model submitted - specialists • Specialists will be recruited into these posts - staff with considerable experience and training in the areas of work (eg. prolific offending, sex working, abuse etc.) who can bring new, creative and personalised interventions. • Caseloads will remain small and manageable and completely targeted to those who are the hardest to reach, living highly chaotic lives with the most complex and entrenched problems. • These posts will change during the Programme, as will the post holders, and the employing agency.

21. The model submitted – service reviews. • 10 services/roles will undergo a process of review and evaluation each year, leading to lasting change in design and delivery, to better meet the needs of this client group and achieve better outcomes. • In each of the 3 geographical areas 2 posts will lead on this work. Changes may include opening times, access criteria, exclusion decisions, locations, co-ordinated referral processes etc.

22. The model submitted – service reviews. • The aim will be to work with service providers to jointly assess how their provision serves this group and where they could make changes for improvement. Existing services will be better configured. • Service users and ex-service users will be centrally involved in this process. • Workers will bring the additional resource(s) necessary to undertake this work. This work will hopefully inform commissioning and policy decisions.

23. The model submitted Also in each locality: • Service User Panels: will identify service barriers and problems and explore solutions, use findings to identify role/service reviews and inform activities • Service User Consultants: employed to lead on SU Panels, develop peer support models, advise on barriers, develop involvement in strategic planning • Team of Peers: to escort service users to appointmentsetc.

24. The model submitted • Rapid Response intervention costs £ 240,000 x 8 years: This figure breaks down to £10,000 per year in each of the three locations over eight years to enable a Rapid Response Interventions Fund. This fund will be used to provide emergency support where this is necessary to ensure a client’s safety and well-being. This will be used, for example, to purchase emergency accommodation (eg. temporary B&B) clothing, bedding, food, travel, emergency accommodation, incentives to engagement, communication costs (interpreters etc). The fund will be used to meet clients’ basic needs to support initial engagement / overcome practical barriers that have traditionally impeded engagement. There is no statutory provision to provide such direct, quickly accessible and personalised financial responses to meet clients’ immediate needs.

25. The model submitted • MCN Access Fund - £120,000.00: This breaks down to £5,000 in each location over eight years. This fund will enable project co-ordinators/key workers to access a small pot of money (up to £500 per client) for any costs that cannot be met elsewhere for items that support the clients’ longer term journey recovery, such as resettlement costs, rent/deposit in advance, relocation costs, furniture & bedding, cooking equipment for new accommodation, travel to appointments etc.

26. The model submitted • Activities - £1,440,000: £60,000 each year in each location to implement new activities into existing projects and services as highlighted in service user consultations and consultation with the Partnership Group. Eg, to fund sports and activities to encourage diversion from substance and alcohol misuse, encourage and enable the building of support networks and friendships, developing interests, enabling clients to “do what I used to like doing”. Need for this type of activity / intervention was consistent theme in consultations, to encourage and enable engagement with especially hard to reach clients; the ability to engage with clients in different settings, under different circumstances, and in creative and new ways – informal and more equal settings.

27. Next… • BIG Project Planning Guide - details all information to be submitted within the Project Plan by September. This includes: • Executive Summary - summarise the overall aim of the project, how you’ll achieve it and who will benefit and how • Organisation and Partnership Summary – give details of the Lead Organisation and Core Group members • Project Background – explain how the project has been developed to date • Project Need – describe the needs of the people your project will target • Project Outcomes – list outcomes and indicators • Project Delivery – how will you carry out projects, mechanisms, options considered

28. Next… • Timetable– detailed breakdown of activities for the first two years • Engaging with Service Users – how they will be involved in development , management and delivery • Monitoring and Evaluation – how you will monitor and evaluate the impact of project and interventions • Equalities – how you make sure everyone who could make use of the project will know about it and be able to use it • Project Resources – staff and other resources to deliver project • Project Budget - give a projection of all revenue, capital and overhead costs for each year of project

29. Next… • Financial Planning – processes and procedures to monitor and manage income • Financial Appraisal – VAT, rationale for costs calculation, factors that will affect the viability of the project, fundraising & State Aid • Marketing and Communications - how you will publicise your work and achievements • Risk Analysis – include a table describing the main risks and how they will be managed • Lasting Impact - how you promote the benefits of the project to key stakeholders, identify and work with other organisations that don’t know about your work yet, contribute to any existing local and national strategies, any plans to incorporate the project activities or services into the core work of the organisation and others • Supporting Information - including annual accounts and draft policies • Partnership Agreement