Every Contribution Matters

1. Every Contribution Matters The VCS contribution to the Be Healthy ECM outcome

2. Every Contribution Matters • Mapping the contribution the voluntary and community sector is making towards Children’s Trusts and Health partners achieving their Children’s Trust targets across the Eastern Region • Providing an assessment of priorities for the VCS and its partners to help develop those contributions • Looking at best practice across the Eastern Region including 11 case studies selected to encompass a wide range of VCS activity that the sector and partners believes supports the Be Healthy Outcome

3. CASE STUDIES • The 11 case studies chosen from across the Eastern Region fit under the 3 broad categories of Universal Health / Targeted Mental Health in Schools, Aiming High for Disabled Children, Emotional and Social Well-Being.The case studies were either visited or a phone call / conference was arranged. • A question template for the case studies was piloted with 2 organisations and then used throughout. A financial incentive was offered for time given and accepted by some organizations. • The Government Office Regional Lead on Health was contacted; for AHDC the Regional Strategic Lead contributed; the Local Programme Adviser at Together for Disabled Children; the Regional Development Manager for TaMHS also. • All six counties and 4 unitary Local Authorities were contacted using individual visits and booked phone calls to establish the level of inclusion of the sector in the design and delivery of both TaMHS and AHDC. Commissioners of services or Managers / Project Managers were spoken to. • A different question template was designed and used which linked in with the case study one so results could be compared and contrasted. • There has been some linking of structures between this research and the research commissioned by CME mapping the contribution to the Making a Positive Contribution ECM outcome • The draft report is being circulated to all contributors, both VCS who have provided case studies and statutory colleagues from all Local Authorities • Initial findings to be presented at the Children Matter East Forum meeting on 4th March 2010. VCS and Statutory sector colleagues discuss early findings providing feedback and additional evidence.

4. KEY FINDINGS • There is evidence that all case studies are making a contribution to the Performance Framework for L.A’s and their partnerships for the Children and Young People, Every Child Matters, Be Healthy NI’s 50-58 particularly NI 50 (Emotional health of children) and NI 54 (Services for Disabled children) • Case Studies’ services are feeding into their local CYPP, helping to make a difference to the key performance indicators for the Be Healthy outcome. This is either indirectly through reporting back to funders/ LA/Health / CAMHS, who are then feeding that through to local Children’s Trust structures or else directly to the Children’s Trust, (or DCSF) • VCS organizations do not generally feel they are contributing yet to Health partners’ National, Regional and local initiatives. Reporting to the Vital Signs Operating Framework is beginning in some case studies. The Personalization agenda is used a little in 2 of the case studies working with children and young people. • It seems likely that the VCS will develop their reporting on other health initiatives after April 2010 when PCT and LA joint priorities emerge more strongly • Some VCS organizations commissioned to deliver services have a closer relationship with their LA than with health partners at this point in time. • There is more integration with health in some areas than others with both work with LA’s and the VCS. Some LA’s and CAMHS for example link together for partnership work very well but in some cases there is still resistance. • All but one of the case studies have robust QA systems, a mixture of in-house methods as well as National ones, mostly Pqasso. • Health partners are often contributing to partnership working through delivering training, evidenced in several case studies and reported by statutory colleagues. This may be a solution to the financial constriction they are currently under • Engaging the VCS is working best where there are strong LA and health partnerships, often by engaging the VCS, offering training and support for them to develop capacity / to make the transition to extend their service for example to work to Tiers 3 / 4 • Level of inclusion varies: for TaMHS it is very varied; AHDC more positive. Parents are strongly in the picture, some strong and developing work with children and young people participation.

5. KEY FINDINGS AHDC • Programmes evidence that all areas are engaging with the VCS; at least 2 are commissioning the majority of their Short Breaks funding to VCS organisations With AHDC funding some LA’s have supported the VCS to help develop partnerships amongst the VCS organizations and offering quality support to back this up. TaMHS • The VCS involvement across the region has varied; the VCS has been more involved than not involved. They have not always been in on the planning but may be doing some delivery or be part of a steering group. For some it is planned they will be part of the group. In 1 area the VCS were commissioned solely to deliver training. • Schools working with the VCS is a challenge, generally. • It is still a challenge to produce multi-agency working in teams though the integration of the VCS into these teams is generally happening and some strong partnerships seem to be emerging. Reporting • There is much evidence of a conflict over effective reporting mechanisms – both the VCS and statutory partners mention this prolifically. The current reporting mechanisms to government funders for example, are outcomes focused often requiring statistical evidence whereas services being delivered to children, young people and families often lend themselves to softer outcome measurement and qualitative data - which cannot always be easily measured / measured immediately. Commissioning • There is still some confusion over commissioning procedures with much variance across the region; a key message is a more consistent approach is needed with regular information and updates. • Various reactions and responses by the VCS to spot purchasing; some accept it, a few think it can work for them but many comments were worry about sustainability especially when this was being used for their service delivery. • Infrastructure support needed right from the early stages of commissioning Funding • Short-term funding and sustainability after March 2011;TaMHS and AHDC secure funding will end; 2 of the ESW case study projects will be ending this month due to no funding; 3 others have continuation funding issues. Sustainability is being thought about but where are the solutions? • Continual anxiety about short-term funding; having a long-term effect upon service delivery

6. Issues and Challenges / Priorities? • Reporting: the challenge of outcomes. How can we influence methods of evaluation especially relating to soft-outcomes reporting and added value? • Commissioning: the VCS need to be marketable. How can we produce a better tender in the time given? • Funding: longer term funding and sustainability especially after March 2011 when funding for AHDC and TAMHS has ended. • Partnerships: working more collaboratively amongst the VCS membership when submitting bids for the commissioning process. Suggestions? • Selling ourselves: time to promote services; recruit volunteers; signposting systems;how can we be more pro-active?

7. Contact: Julie Kelham Julieprojects67@hotmail.co.uk Tel: 0772133478