Results for 'community development'
Results 41 - 45 of 45
Buckinghamshire County Council
Prevention Matters is a multi-component service model which aims to provide free advice and services to all adults with low to moderate support needs (which in the main currently fall below the eligibility criteria for adult social care), before personal health or social problems become critical. The four components aim to reduce and prevent social isolation and other social difficulties, develop community capacity, improve and promote the importance of volunteering , maximise the effectiveness of public resources and gather intelligence in order to provide an evidence base for further preventative work and how best to target resources in the future.
Local Area Coordination helps vulnerable people in Thurrock find support in their local communities. It forms part of Thurrock's Building Positive Futures programme, which aims to support older and vulnerable people to live well; to increase their health and wellbeing; improve housing and neighbourhoods and create stronger, more hospitable and age-friendly communities. LAC was selected as an approach because more than 20 years of evaluation of its use in Western Australia has shown it to lead to positive outcomes for individuals, build community resilience and reduce demand for formal services.
MILLER Clive, WILTON Catherine
Sets out a strategy, which can be adapted locally, for how health and wellbeing boards can fulfil new wellbeing and prevention duties under the Care Act. The framework supports the development of strong and inclusive communities and indicates how people, communities and services can more effectively and efficiently work together to co-produce outcomes. The framework incorporates key areas of action for the health and wellbeing boards, which include: keep people at the centre and focus on their outcomes; focus on both assets and needs; focus on all levels of prevention; rethink integration; target people with two or more long term conditions; work through universal service providers; enable community and cross-sector systems leadership; develop a new approach to health and wellbeing strategies; and adopt a collaborative approach to priority setting and savings. The framework has been trialled with a number of trailblazer health and wellbeing boards each of whom refined and adapted it to reflect local circumstances.
HATAMIAN Areenay, PEARMAIN Daniel, GOLDEN Sarah
The Active at 60 Community Agents programme was a Department for Work and Pensions fund to encourage community groups and their volunteers to help people approaching and post retirement (particularly those at risk of social isolation and loneliness in later life) to stay or become active and positively engaged with society. It was launched in March 2011 and ran until December 2011. This evaluation of the programme included surveys and interviews with local funders, group leaders, community agents (volunteers whose role aimed to empower and support older people to become and/or stay active) and older people. The report describes the background and methodology of the study and presents the findings, covering the role of Community Agents, reaching and engaging older people, what groups did with the funding, what difference the programme made to older people who took part and wider benefits, the legacy of the programme, and the role of local funders and programme management. It also discusses how far the programme achieved its aims and sets out key lessons learned.
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.
Results 41 - 45 of 45