Results for 'voluntary sector'
COMMUNITY DEVELOPMENT FOUNDATION
This paper is part of the ‘Tailor-made’ series, which aims to demonstrate the valuable contribution that the community sector makes to people’s lives and society as a whole. Specifically, this paper explores the significant role that community groups play in improving the health and wellbeing of communities. Key points include: the community sector is well placed to support wellness, rather than just treat illness through connecting organisations and supporting people with wider factors that affect health, including poverty, education and social isolation; the community sector has unique qualities that allow it to provide tailor-made support - they are trusted and understand the needs of their community, they can reach people that find it hard to access traditional support and they take a person-centred approach meaning they can support people’s multiple-needs; the community sector contributes significant social and economic value by improving physical and mental health, improving quality of life and reducing health inequalities.
GREAT BRITAIN. Department of Health, et al
This report summarises the initial findings of a review developed in co-production with the statutory and voluntary sectors, exploring how the sector could: maximise and demonstrate its impact; build sustainability and capacity; promote equality and address health inequalities. From January to March 2015 around 4,500 people and organisations were consulted, sharing their views on the current state of the statutory and VCSE sectors, the key challenges they face, including reduced funding, and the potential of the sector, particularly in relation to equality and health inequalities, prevention and resilience, and personalisation and co-production.
This report lays out the results from a survey for the voluntary and community sector (VCS), between December 2014 and January 2015, about how it is engaging with health and wellbeing boards. 119 people responded sharing their experiences from across England. While some good practice for how boards involve the VCS is emerging, some challenges remain. VCS appears to be under-utilised by local partners in health and care. Although there is considerable desire in the VCS to work with HWBs, only 22 per cent of respondents reported being able to link in with local Healthwatch or a sub-group of the HWB and around 30 per cent were able to raise issues with a VCS representative and only 9 per cent of respondents felt their organisation was linked with the work of the HWB (a reduction since the last survey). There is strong awareness that resources for local engagement are limited - with reduced capacity of local authority officers, commissioners (health and LA), the VCS and Healthwatch to work together. VCS organisations ask for clearer routes of engagement; timely involvement; and for information about developments to be shared from the board.
GREAT BRITAIN. Cabinet Office
This discussion paper explains what social action is and how it plays an important role in helping to respond to long-standing challenges. Social action is about people coming together to help improve their lives and solve the problems that are important in their communities. The paper provides an update on government programmes to develop its reach and impact. It sets out how social action: empowers local groups, enabling local solutions and building resilient communities; increases the resources available to achieve social goals; offers new sources of expertise and knowledge; enables broader and better targeted support; creates new models for how society can respond to challenges; and helps reduce demands on public services.
SOCIAL CARE INSTITUTE FOR EXCELLENCE
Reports on the key messages from a roundtable discussion on community-led care. The event was hosted by the Social Care Institute for Excellence (SCIE) and is one of a series of roundtable discussions exploring how to improve care and support at a time of growing demand, demographic change and financial constraint. The discussion aimed to identify, celebrate, support and learn from community-led activity and support and identify practical steps stakeholders can take to support community-led services. The report includes summaries of the presentations from those attending from the organisations: Skillnet Group Community Interest Company, Community Catalysts, Carers UK, Sheffield City Council, and Lloyds Bank Foundation. It also includes views from the round table. Key messages from the event are summarised in four key areas: the positive impact of community-led services; challenges and barriers; building and sustaining community-led services, and enabling community-led services to thrive. The roundtable identified the need to reduce the unnecessary barriers that small, local, user-led services often face in terms of regulations and in building up evidence to support commissioning and investment.
ACEVO. Taskforce on Prevention in Health
This report sets out a number of recommendations aimed at shifting focus and investment towards the provision of integrated, preventative care and support. It looks at three key areas: changing the culture and practices at the local level; changing national-level frameworks and incentives; and the role of long-term investment in driving transformation. The report calls for a ‘prevention revolution’, in which preventative support, advice and treatment is fully integrated into all stages of the care pathway, with the aim of addressing the wider determinants of ill-health, supporting people to manage long-term conditions more effectively, and providing treatment and support in community settings wherever possible, reducing the need for treatment in acute settings. Throughout the report, there is an emphasis on the role played by voluntary organisations in: providing preventative, holistic care in community settings; fostering innovation; strengthening patient engagement; and catalysing cultural change.
Outlines a 'family' of approaches for evidence-based community-centred approaches to health and wellbeing. The report presents the work undertaken in phase 1 of the 'Working with communities: empowerment evidence and learning' project, which was initiated jointly by PHE and NHS England to draw together and disseminate research and learning on community-centred approaches for health and wellbeing. The report provides a guide to the case for change, the concepts, the varieties of approach that have been tried and tested and sources of evidence. The new family of community-centred approaches outlined in this document represents some of the available options that can be used to improve health and wellbeing, grouped around four different strands: strengthening communities - where approaches involve building on community capacities to take action together on health and the social determinants of health; volunteer and peer roles - where approaches focus on enhancing individuals' capabilities to provide advice, information and support or organise activities around health and wellbeing in their or other communities; collaborations and partnerships - where approaches involve communities and local services working together at any stage of planning cycle, from identifying needs through to implementation and evaluation; and access to community resources - where approaches connect people to community resources, practical help, group activities and volunteering opportunities to meet health needs and increase social participation.
An exploration of how local area coordination can support people to pursue their vision for a good life, build stronger communities and help reform care services in England and Wales. Local area coordinators, from within their own local communities, provide information, advice and support to help people to solve their own problems. Instead of focusing on deficits, they help people focus on their own vision for a good life, building on their own assets and relationships and acting as a bridge to communities. The model is built on seven key principles, which include: citizenship; relationships; information; the gifts that each member of the community can bring; expertise; leadership; and services as a back up to natural support. The report argues that local area coordination offers the chance for the whole service system to rebalance itself and to focus on local solutions and stronger communities, whilst also offering a powerful catalyst to wider social care system reform.
ROYAL VOLUNTARY SERVICE
Assesses the impact of home from hospital services, which focus on supporting older people in their homes following a stay in hospital and seek to reduce the likelihood that they will need to be readmitted to hospital. The report brings together the findings of a literature review (as well as discussions with relevant experts), the results of the survey of 401 people aged 75 or over who had spent at least one night in hospital on one or more occasions within the past five years, and the outputs from a cost-impact analysis using national data and results from the survey. It sets out the policy context in England, Scotland and Wales, with its focus on preventive care, better integration of health and care services, and on shifting care away from the hospital into homes and communities. It then discusses the demand drivers for these schemes, including the ageing population, the growth in hospital readmissions, and decreasing length of stay. The report examines the experiences of older people after leaving hospital, looking at admissions, discharge, need for support following discharge, and type and duration of support. It suggests that home from hospital schemes can help to improve the well-being of their users and to reduce social isolation and loneliness and the number of hospital readmissions, as well as demand for other health and care services. The results of the cost-impact analysis suggest that, were home from hospital schemes appropriately targeted and effective in addressing ‘excess admissions’, they may produce a saving for the NHS of £40.4m per year.
SMITH Naomi, BARNES Marian
The ‘Partnerships for Older People Projects’ programme provided government funding for local and health authorities to pilot prevention and intervention services in partnership with the voluntary sector and older people between 2006 and 2009. This evaluation of a pilot in southern England used a Theory of Change approach to gather and reflect on data with different groups involved in the delivery of this model of prevention. This whole-system model, although complex and challenging to implement, was considered overall to have been a success and provided significant learning for partners and stakeholders on the challenges and benefits of working across professional and sectoral boundaries. New posts were created as part of the model – two of these, recruited to and managed by voluntary sector partners, were identified as ‘new jobs’, but echoed ‘old roles’ within community and voluntary sector based health and social care. The authors reflect on the parallels of these roles with previously existing roles and ways of working and reflect on how the whole-system approach of this particular pilot enabled these new jobs to develop in appropriate and successful ways.