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Results for 'voluntary sector'

Results 1 - 10 of 41

Health matters: community-centred approaches for health and wellbeing

PUBLIC HEALTH ENGLAND
2018

This resource focuses on the concept and practice of community-centred approaches for health and wellbeing and outlines how to create the conditions for community assets to thrive. It looks at the benefits of working with communities, in terms of improved outcomes and potential savings. It also outlines the range of community-centred approaches that can be used to improve community health and wellbeing. These include initiatives to strengthen communities; volunteering and peer support; collaborations and partnerships; and access to community resources. It highlights evidence, key policy documents and includes links to resources and case studies.

Investing to tackle loneliness: a discussion paper

SOCIAL FINANCE
2015

This paper describes work undertaken with Age UK Herefordshire and Worcestershire to design a service that addresses loneliness, particularly among older people. The first half of the paper examines the potential costs of loneliness and the potential value to the public sector of reducing loneliness. The second half of the paper describes the outcomes-based model used in Worcestershire and sets out initial findings of the service. The service uses a model of commissioning services through a Social Impact Bond (SIB), a contract in which commissioners commit to pay investors for an improvement in social outcomes. The paper sets out some of the benefits of using social investment to fund the upfront cost of delivering a service to reduce loneliness. It also discusses the following elements of the model: measuring loneliness and additional outcomes, delivering support to the population most at risk, considering social investment and agreeing a payment mechanism.

Tapping the potential: lessons from the Richmond Group's practical collaborative work in Somerset

NEW PHILANTHROPY CAPITAL
2018

This report captures early learning from a project to building meaningful collaboration between the voluntary and statutory sector in Somerset. It is the latest report from the Doing the Right Thing programme, which aimed to achieve better outcomes for people living with long-term health conditions and reduced demand on health and social care services through collaborative design and delivery. The report identifies benefits of collaboration and system change led by the voluntary and community sector. It also highlights some of the challenges around sustainability, measuring outcomes and ensuring involvement of large national charities is inclusive of the wider voluntary sector in a place. Key findings highlight the benefits of coming to collaboration with no pre-conceived ideas about products or providers; that turning an open-ended conversation between the voluntary sector and public bodies into a productive collaboration requires resource; the benefits of bridging organisations, such as the Richmond Group, and people who make it their job to connect divergent cultures, languages, and priorities; and the agility and stability that voluntary sector leadership can offer to place-based collaborations in a changing healthcare landscape. The report also discusses the wider implications of the research, and the issues it raises around health and care transformation, placed-based collaboration, and evidence for complex interventions. The report will be of particular interest to those seeking to improve collaboration and commission services across the health and care system and also provides practical insights into cross-sector collaboration.

Untapped potential: bringing the voluntary sector's strengths to health and care transformation

WESTON Andrew, et al
2016

This report highlights the potential of the voluntary and community sectors to help shape health and care reform, and identifies the added-value that the sector can bring. The research was commissioned by the Richmond Group of Charities and it assessed the findings of 175 evaluations into how the voluntary sector's offer can be integrated into the health and care system of the future. It also presents a framework for a shared language, to help charities describe their work and its value, and to give commissioners and policymakers a way to identify the aspects of charities’ work that most clearly match their needs. The majority of findings reviewed related to health and wellbeing outcomes. The review found strong evidence that charities achieve health and wellbeing outcomes through direct treatment and support and supported self-management and good evidence that charities deliver health and wellbeing and productivity and efficiency outcomes through system redesign. The report concludes that charities can add value to the health and care system in a range of ways and that charities have a legitimate role in the transformation of the NHS and the wider health and care system in the coming years. The report makes recommendations that could support the voluntary, community and statutory sectors to change their behaviour to support this changes happen at a faster pace.

People powered recovery: social action and complex needs. Findings from a call for evidence

TURNING POINT
2018

The UK All-Party Parliamentary Group (APPG) on complex needs and dual diagnosis was established in 2007 in recognition of the fact that people seeking help often have a number of over-lapping needs including problems around access to housing, social care, unemployment services, mental health provision or substance misuse support. This report sets out the findings from a call for evidence on how social action can improve outcomes and develop more responsive services for people with complex needs or a dual diagnosis. Social action is about people coming together to tackle an issue, support others or improve their local area, by sharing their time and expertise through volunteering, peer-led groups and community projects. The report provides examples of how social action can support recovery, self-worth and confidence, boost employment prospects and skills, reduce stigma, better shape services to meet people’s needs, contribute to better health and wellbeing and save money. It also looks at how to overcome some of the challenges and barriers to developing social action focused around complex needs. These include resources, stigma, procedural issues, leadership, commissioning structures and demonstrating benefits.

Evaluation of the Rotherham mental health social prescribing service 2015/16/-2016/17

DAYSON Chris, BENNETT Ellen
2017

Updated findings of an independent evaluation of the Rotherham Social Prescribing Mental Health Service, a service to help users of secondary mental health services build their own packages of support by accessing voluntary activity in the community. Voluntary activities covered four broad themes: befriending and peer support, education and training, community activity groups and therapeutic services. The service was delivered in partnership by Rotherham, Doncaster and South Humber NHS Foundation Trust (RDASH) and a group of local voluntary sector organisations led by Voluntary Action Rotherham. The evaluation looks at the impact of the service on the well-being of service users, the wider outcomes and social benefits, the impact of the service on discharge from secondary mental health services and explores the potential economic benefits of the service. It reports that over the two years of the evaluation, the service had engaged with more than 240 users of secondary mental health services in Rotherham. The service made a significant and positive impact on the well-being of mental health service users, with more than 90 per cent of service users making progress against at least one wellbeing outcome measure. Service users also experienced a range of wider benefits, including taking part in training, volunteering, taking up physical activity and sustained involvement in voluntary sector activity. Initial evidence about discharge from mental health services was also positive. The evaluation estimates that the well-being benefits experienced by service users equate to social value of up to £724,000: a social return on investment of £1.84 for every £1 invested in the service.

The Kirklees Do Your Thing project

ALLEN Helen
2017

An evaluation of the Kirklees Do Your Thing project, delivered by Community Catalysts, to develop new innovative community-based activities for individuals with learning disabilities and/or autism. The two-year project, which employed a local catalyst, undertook a thorough community scoping exercise to identify organisations and people in Kirklees who might add value to the project; met people with a learning disability and/or autism interested in running an activity (called group leaders) and their supporters; supported group leaders to identify and connect with potential group members; identified community venues which could be used at no or little cost by group leaders to run their activities and formed strong working links with their managers; captured the journeys of the group leaders and showcased the outcomes of their work throughout the life of the project; established and strengthened a circle of formal and informal supports around each group leader to ensure the sustainability of their activity as the project came to end; and developed a set of ‘top tips’ for commissioners and other organisations keen to help other people with disabilities use their talents and interests to set up groups and make a contribution. The evaluation finds that with the right kind of help and support people with learning disabilities and/or autism will readily use their often-unappreciated gifts and talents to set up groups and activities that benefit other people. The project has also successfully challenged negative perceptions of people with learning disabilities and/or autism, helping professionals and families to recognise their strengths and gifts and the contribution they can make with the right kind of support. Key learning points include: it takes time to embed a project like this which brings radically new thinking into an area; some people prefer to work alone, and peer support groups may not work for everybody; establish the boundaries and be clear about the types of support that potential group leaders could or could not expect from the project; focus on the people who are really motivated; and work at people’s own pace.

Releasing Somerset's capacity to care: community micro-providers in Somerset. The impact and outcomes of the Community Catalysts project

COMMUNITY CATALYSTS
2017

An evaluation of the Community Catalysts project in Somerset. Community Catalysts is a social enterprise working across the UK to make sure that people who need care and support to live their lives can get help in ways, times and places that suit them, with real choice of attractive local options. In Somerset, the project aimed to increase the number of flexible, responsive, high quality local services and supports that can give people real choice and control over their care. As part of the project Community Catalysts has worked with partners to develop the Community Somerset Community Micro-enterprise Directory. The directory features 275 community-enterprises all of whom offer services linked to health, care or wellbeing. 223 offer help to older people to enable them to stay at home. 58% of these providers offer personal care services, including for people with more complex care needs. This care is often provided alongside home help, domestic and social support. 42% offer home help type services including support, companionship, domestic help, gardening, cleaning, trips out, transport. 3,500 hours of care a week are delivered by Community micro-enterprises in Somerset. Community Catalysts also undertook a survey of 45 families who have used both a micro-provider and a traditional domiciliary agency. The results showed that community micro-providers are able to deliver strong and valued outcomes for the people they support, and significantly outperform traditional domiciliary care delivery. The evaluation indicates that 32 community micro-enterprises in rural West Somerset are delivering £134,712 in annual savings. Projected across the 223 micro-enterprises supported by Community Catalysts in Somerset, the project delivers: £938,607 in annual savings; 56% of people supported use direct payments, showing £525,619 of direct and ongoing annual savings to the council.

The Rotherham Social Prescribing Service for People with long-term conditions: evaluation update

DAYSON Chris, DAMM Chris
2017

An updated assessment of the social and economic impact of the Rotherham Social Prescribing Service between September 2012 and March 2016. Originally commissioned as a two-year pilot in 2012 the service is now funded until 2018 through the Better Care Fund. Its two core features are: advisors providing a single gateway to voluntary and community sector (VCS) support for GPs and service users (advisors assess the support needs of patients and carers before referring on to appropriate VCS services) and a grant funding programme for VCS activities to meet the needs of service users. The evaluation reports that between September 2012 and March 2016 the Rotherham Social Prescribing Service supported more than 3,000 local people with long-term health conditions and their carers. It identifies reductions in service users’ use of secondary care, reduced admissions to Accident and Emergency, and improvements in the well-being of service users. Wider benefits seen in the VCS across Rotherham, include additional investment; developing and promoting social action and volunteering; and the development of a ‘micro-commissioning’ model. The evaluation also consistently demonstrated costs avoided by the NHS, with figures across the first four years of service equating to an estimated £647,000 of NHS costs avoided: an initial return on investment of 35 pence for each pound (£1) invested.

Developing an asset based approach within a learning community: using end of life care as an example

NATIONAL COUNCIL FOR PALLIATIVE CARE
2017

The aim of the report is to be a practical guide to help extend the asset based approach already existing in end of life care into a learning and development model. Part one forms a short summary of the findings of a project that looked at ways to build a more sustainable asset based approach to workforce development and provides detail on what an asset based approach can look like and what factors need to be in place, incorporating lessons learnt, case studies and tips from those who have already explored the approach. It also contains examples of innovative resources that can be used to support learning facilitators. Part two looks at the project brief from which the practical guide originated, the methodology and the underpinning literature. It provides additional case studies and further detail on the work of Dying Matters and Dementia Friends, both networks bringing together communities to support end of life care raising awareness activities, which also offer valuable opportunities for workforce learning and development.

Results 1 - 10 of 41

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