Opportunities and future of volunteering co-ordination in LCR highlighted in recent report
TeamKinetic, in collaboration with Liverpool City Region CVSs, Voluntary Sector North West (VSNW) and VS6 Partnership, are pleased to present an in depth review of local volunteering responses in Liverpool City Region and the opportunities to develop a more resilient and sustainable VCFSE volunteering response for the future.
The report, entitled “Embedding & Evaluating the NHS Volunteer Responders Scheme – Integrated Liverpool City Region Volunteering Platform” explores and aims to understand the requirements for integration of local and national volunteering schemes onto one platform. The benefits of which include having a long-term sustainable and resilient service for LCR with better two-way communication, local ownership, wider promotion of volunteering opportunities and a shared database of volunteers for more streamlined co-ordination.
TeamKinetic design bespoke volunteer management software to support VCFSE and public sector organisations to develop and retain volunteer workforces and communities. During the COVID-19 pandemic, TeamKinetic worked closely with Halton and St Helens VCA to develop their volunteer system in response to the rising demand in both volunteers needed and number of people wanting to get involved in volunteering.
The TeamKinetic platform enables interoperability of local systems and national prescribed volunteer infrastructure including the NHS Responder Scheme, and ensures that volunteer management is aligned to local need.
Reflecting on the journey with TeamKinetic and developing an LCR-wide Volunteer System, Sally Yeoman, CEO of Halton & St Helens VCA said:
“Over the past 2 years we have been overwhelmed by the response of local people in our City Region who came out to volunteer during the COVID-19 pandemic. We have learnt how to make volunteering easier for people to do and how to best support and encourage people to give their time for local groups or causes. Supported by our local partners, we were able to lead this work on volunteering and with our plans to extend our work in this area we will be able to do more of that in the future.”
Chris Martin, Director of TeamKinetic said:
“The last 2 years have been like nothing else we have ever experienced when it comes to volunteering, and it has been truly amazing to see how communities responded. It's been a fascinating experience, learning more about what motivates volunteers across the Liverpool city region. Our hope is we can continue to maintain that motivation and the learning to generate benefits both locally and nationally from these wonderful volunteers.”
Warren Escadale, Chief Executive of VSNW said:
“Nothing shone brighter during the pandemic than the willingness to help each other. Volunteers were a huge part of this. Going forward, this report and it’s recommendations are how we can make taking action easier”
Following the success in Halton and St Helens each CVS in LCR is now working with TeamKinetic to develop their own optimised version of TeamKinetic, strengthening existing locality arrangements and to act as a local front door for volunteers and VCFSE groups. These platforms will allow the seamless sharing of volunteer opportunities and information, creating a large pool for volunteers to explore.
The VS6 Partnership will continue to work closely with LCR CVSs and TeamKinetic to further develop the LCR-wide approach to volunteer co-ordination taking into consideration the recommendations provided.
This report was commissioned by VSNW with funding from the Cheshire & Merseyside Health and Care Partnership. VS6 Partners would like to extend thanks to the Partnership for their support with this work.
To access the report, please click here.
Five new e-learning modules have been launched to support systems in the implementation of Core2PLUS5; NHS England’s approach to reducing healthcare inequalities.
CORE20plus5 is the NHSE approach to identifying and informing interventions at both national and local levels to narrow the gap and tackle health inequalities. The proposed approaches outlined within CORE20plus5 are embedded across two very distinct elements:
CORE20 – as means of identifying the social determinants of health through national population data across the top 20% most deprived neighbourhoods within the Indices of Multiple Deprivation (IMDs).
Plus5- identification of five key thematic clinical priorities for local and regional systems to develop tailored approaches to capture those groups and communities not included within the core20. The five clinical priority areas are hypertension, early cancer diagnosis, chronic respiratory disease, maternity and severe mental illness
The e-learning modules are aimed at anyone with a responsibility or interest in reducing health inequalities – especially those working to deliver services in the ‘5’ clinical priority areas.
Each module takes around 30 minutes to complete.
The modules are available for free on the HEE E-learning for health platform: https://www.e-lfh.org.uk/programmes/health-inequalities/
1000 Community Voices Report: Community Experiences of the Covid-19 Pandemic from the North West
VSNW are pleased to share the publication of our latest reports: “1000 Voices: Cheshire & Merseyside”, and “1000 Voices: Lancashire and Cumbria” in collaboration with NHS England – North West.
These reports detail and summarise 800 first-hand accounts and experiences of the COVID-19 pandemic collected from specific communities across Cheshire & Merseyside and Lancashire & Cumbria, with 400 “voices” collected from each region. This research forms part of a wider programme of work developed by NHS England – North West to better understand the experiences of the pandemic by communities across the North West including how gaps in health inequalities have widened and to develop recommendations for current and future working. The remainder of the 1000 voices (200) were collected separately in other areas.
For the Cheshire & Merseyside and Lancashire & Cumbria projects, specific communities were identified by NHS England – North West and chosen via local intelligence to focus on people from backgrounds and demographics most marginalised and exposed to the impacts of COVID-19 in those areas:
· Cheshire & Merseyside
o People who do not have English as a first language
o People who are digitally excluded
o People living in the most deprived areas as measured by the Indices of Multiple Deprivation (IMD).
o People over 55 who are not in education, employment or training.
· Lancashire & Cumbria
o People from ethnic minority backgrounds
o People aged under 25
o People who are on the autistic spectrum or otherwise disabled.
o People living in rural areas.
o People living in the most deprived areas as measured by the Indices of Multiple Deprivation (IMD).
Voices were collected and analysed by VSNW with the support of place-based infrastructure organisations across the regions that expertly connected us in to organisations and individuals on the ground.
Warren Escadale, Chief Executive of VSNW said:
“The learning about the unequal impact of the pandemic reflects long term inequalities. These voices need to be heard. As the new health equalities framework, Core20PLUS5, is rolled out these lessons need to be at the forefront of service review and design.
In many ways, the pandemic gave us a preview of what an online world could look like and how it can go wrong. We need to use these lessons to inform our consideration of what does and does not work so we don’t repeat our mistakes.”
The voices collected are extremely insightful into the lives of those most vulnerable to COVID-19 and the subsequent pandemic impacts that many of these communities are still dealing with. They are also heart-breaking, frustrating and yet in some cases, despite everything, hopeful.
The voices, experiences and recommendations detailed within this report will be shared with the newly developed Integrated Care Boards across the North West to influence the design of services and to ensure that our most vulnerable and marginalised communities are put at the very heart of strategy and service development.
To access the Cheshire & Merseyside 1000 Voices Report click here.
To access the Lancashire & Cumbria 1000 Voices Report click here.
For a blog with an overview of the 1000 Voices work across the North West please click here.
Cheshire & Merseyside Health Care Partnership (HCP) are seeking to secure a second Vice-Chair
Cheshire & Merseyside Health Care Partnership (HCP) are seeking to secure a second Vice-Chair who will represent the voluntary sector and are seeking individuals from the VCSE sector to submit an Expression of Interest for this position.
The HCP are looking for an individual employed within Cheshire and Merseyside based or focused VCSE organisations, however, please be aware that as Joint Vice Chair of the HCP you would be representing the whole VCSE sector in Cheshire and Merseyside and not your employing organisation.
The HCP are looking for a dynamic strategic focused leader to undertake the role of Joint Vice Chair, who meets the following criteria:
Able to act as a catalyst and connector for change within the existing and emerging ICS governance structures.
Open to learning and being challenged, offering constructive challenge to others.
Able to build an effective rapport with your fellow HCP representative colleagues and can build on each other’s strengths and weaknesses.
Committed to supporting the broader VCSE sector (and the vision of the HCP) beyond your own organisational interests.
Willing to make yourself accountable to the wider VCSE sector by linking into and out from the Cheshire and Merseyside VCFSE Health and Care Leaders Group and its Secretariat.
Ability to attend the below meetings on the following cycle
The HCP meet bi-monthly with meetings scheduled for 2 hours from January 2023 plus bi-monthly agenda setting and workplan review meeting also scheduled for 2 hours from February 2023, plus an annual HCP conference
If you would like to be considered for this role, please complete the Expression of Interest form and return to Clare Watson ( Assistant Chief Executive) via e-mail to clare.watson@cheshireandmerseyside.nhs.uk by 5pm on 25 November 2022
VSNW joins forces with Answer Cancer to pledge paid leave for workers to attend screening appointments
Concerning new research has found that some people are unable to attend cancer-screening appointments due to working full–time. For example, according to recent information shared by Jo’s Trust, only 1 in 5 full-time workers were able to get a convenient cervical screening appointment last time they tried to book.
To help address this, Voluntary Sector North West (VSNW) have made a commitment to their staff that they can attend cancer screening appointments during work hours, if unable to get an appointment at a different time.
VSNW are also supporting Answer Cancer’s engagement strategy by raising the profile of health and wellbeing in the workplace and empowering their team to look after their health.
The ‘Bee Seen – Get Screened’ campaign encourages raising awareness of the screening programmes available to the public by way of training, staff sessions and much more.
Warren Escadale, Chief Executive of Voluntary Sector North West (VSNW) said:
“We are proud to support the ‘Bee Seen – Get Screened’ campaign. The health and well-being of our staff is very important to us and we will continue to raise awareness of the campaign to help others to recognise the importance of screening programmes”.
Alison Page, Chair of the Answer Cancer Programme said:
“As a programme that is already working to increase cancer screening rates across Greater Manchester, at Answer Cancer we know the importance of removing barriers to taking part in screening. These can include cultural barriers or language issues, but for many it is as simple as being able to take time off work to attend screening.
We are pleased to support the ‘Bee Seen – Get Screened’ initiative for our staff and would encourage all workplaces to join in and help tackle cancer.”
If you would like to find out more about the “Bee Seen – Get Screened” initiative you can email Answer Cancer at info@answercancergm.org.uk.
Call for information and case studies on “Community Levy” models
VSNW are currently undertaking a piece of work researching various types of “community levy” models.
We are conscious that the term “community levy” is broad, however we are looking at models whereby a levy is potentially added to contracts and/or funding of some sort. This levy would be a percentage of the amount of money which is then used to be invested into VCFSE activity.
For example, the Greater Manchester VCSE Commissioning Framework talks about “a 1% Community Levy that is applied to all £1m plus tenders [in Greater Manchester]. The proceeds would be invested in a VCSE social value role in order to support intelligent VCSE market development and link to large-scale delivery.” (p.32).
Draft characteristics of what could constitute a “community levy” include:
A % of funds that are top-sliced
The investment is sizeable
More than one VCFSE organisations is invested in (possibly via CVS)
Investment scales up grassroots frontline delivery
Investment is aligned to local strategies
If your organisation is involved with a similar model, or if you are aware where similar models exist or have existed and would like to share this information with us for potential case studies, please contact Laura Tilston, Policy and Research Officer via email by Friday 14th October: laura.tilston@vsnw.org.uk
VSNW's Annual Conference & AGM - 2022
We are pleased to announce that our VSNW’s Annual Conference & AGM will be taking place on Wednesday 23rd November 10am-4pm at The Midland Hotel, Morecambe.
The title of this years’ event is “Navigating Crisis - North West VCSE Leaders’ Summit by the Sea”.
Our communities are facing a cycle of crisis. From Covid-19 to the cost of living, to climate change. How can we ensure the VCSE sector weathers the storm, helping navigate and support communities when they need it most?
The conference is free to attend, and is aimed at VCSE leaders that are members, associates or partners of VSNW. Due to a limited number of spaces, we would appreciate no more than two delegate bookings per organisation.
Our keynote speakers will be:
Dr Tammy Boyce – Researcher & Writer - Co-author Marmot Review 10 Years On, Sustainable Health Equity: Achieving a Net-Zero UK
Professor Erinma Bell MBE – Chief Executive of CARISMA (Community Alliance for Renewal, Inner South Manchester Area) and Community Peace Activist recognised for her work tackling gun crime in Moss Side and Longsight
We would be particularly grateful for our members’ attendance for our AGM.
Workshops
We are currently in the process of planning an exciting schedule of workshops as below. Please select your workshop preferences at the time of registering. We will confirm which workshops will take place based on uptake, and will confirm your workshop allocation for the conference in the week prior.
Building community wealth
Financial resilience of the sector
How do we help our communities through this economic crisis?
Supporting our VCSE workforce
How do we create a new model of delivery for the sector in health and social care?
Growing a greener VCSE sector
Building the evidence base for the sector
How do we ensure equality is at the heart of all we do?
Trustee Board Opportunities
As a membership organisation, we are always looking for more trustee board members to have a say on the future of Voluntary Sector North West. We are particularly interested in recruiting board members from Lancashire & Cumbria. If you are interested in finding out more about becoming a trustee board member, you can get in touch for an informal chat with Yen at Yen.Tan@vsnw.org.uk with the subject header “VSNW Trustee Board Membership” by Friday 14th October.
Membership
Are you interested in becoming a member of VSNW and joining a strategic network of organisations across the North West?
Membership is free and without formal commitment. You can find out more about membership here, or email Anna Cooper anna.cooper@vsnw.org.uk.
You can sign up to membership here.
Location
The summit will take place at The Midland Hotel, Morecambe. Address is:
The Midland Hotel
Marine Rd W
Morecambe
LA4 4BU
Click here to plan your journey.
Food & drink
Refreshments will be provided throughout the day, with arrival, morning and afternoon coffee breaks. There will be a buffet lunch of mainly vegetarian, hot and cold food. If you have any special dietary requirements or allergies please indicate this to us in your registration form.
Travel by car
The Midland Hotel has an onsite car park with 65 spaces in total. All parking on site is free for delegates however only available on a first come, first serve basis. Once full, there is another car park opposite the hotel, however this is a paid car park and will be your responsibility.
Travel by public transport
The venue is also easy to reach using public transport; it is close to Morecambe Town Centre and within a few minutes’ easy walking distance from Morecambe Rail Station.
Accessibility
The Midland Hotel Morecambe is wheelchair accessible. The venue is accessible from street level by a ramp access and there is a lift to the meeting rooms and properly equipped accessible washrooms.
If you have any specific accessibility requirements, please indicate this on your registration. If you have any specific questions – please email Anna at anna.cooper@vsnw.org.uk
Safety
To keep our attendees safe, with an increased winter rate of Covid-19, VSNW would kindly request you take a lateral flow test within 48hours before the event and to not attend should you feel unwell or have any Covid-19, cold or flu symptoms.
Should you not have access to a lateral flow test before coming, we will have some available at the venue, however please ensure you arrive by 9:30am so that you have time to complete the test.
We also are making sure:
The venue has good ventilation and a comprehensive cleaning regime
We will have face coverings and hand sanitiser readily available
These measures are subject to change, we will follow local and national Covid guidance.
Registration for The Fore’s Funding Round – Summer 2022
Registration for The Fore’s Summer 2022 Funding Round will open on:
Tuesday 19th April 2022 at 10:00am.
For this funding round, The Fore is offering unrestricted grants of up to £30,000 that can be spread over one to three years. We are interested in unlocking potential for small charities who are ready to take their next step forward and for whom our support will have transformational impact on an organisational level.
The grants can be used for whatever grantees think will help transform their scale, sustainability, reach or efficiency.
Any UK-registered charities, CICs or CBSs with annual incomes under £500,000 are welcome to apply.
Once organisations have registered, they will have until Monday 9th May at 5pm to complete their applications.
More information about The Fore’s funding process can be found here.
The Fore is particularly keen to fund organisations run by, and/or working with, marginalised communities, and ‘micro’ organisations (organisations with an income of under £100,000).
The Fore encourages applicants to make a carefully considered ‘ask’ commensurate with the scale of their organisation and the impact of the grant, for instance smaller charities might wish to apply for less than the maximum available.
Nine Principles for Building a Healthy Social Prescribing System with the VCFSE Sector (SP9)
VSNW and our NASP North West colleagues are committed to developing a Social Prescribing model that works with, champions, and appreciates the potential of our sector.
We recognize the tremendous role that the Department for Health and Social Care has played, with investment, to drive forward a new model of working in health neighbourhoods and through the rollout of Primary Care Networks. Many in the sector have campaigned for equal recognition of the role that the local VCSE sector can and must play in the development of healthy neighbourhoods, support for communities, and the development of an effective social prescribing model.
However, to date, we have seen investment in what the too familiar metaphor describes as ‘holiday agents’ (ie our extremely valuable and very busy network of link workers) without any commensurate investment in the ‘holiday destinations’ (ie the network of over 300,000 local VCSE groups and organisations accepting referrals from link workers).
While we do not expect the NHS to core fund or wholesale invest in 300,000 groups doing all the things they do to build happy, healthy, caring communities, there clearly needs to be some thought given to how we might better support (and yes, carefully and precisely invest in) the cornerstones of an effective Social Prescribing system.
In this paper, we outline 9 ways in which we can respect, include and build on the VCFSE sector’s role in a healthy social prescribing model. We ask that the NHS, Department for Health and Social Care, local health, council and other public sector partners commit to and promote the following Minimum Model VCFSE Social Prescribing System, based on these 9 principles.
Principle 1: Create an Open Social Prescribing System.
Build a clear, transparent open Social Prescribing system, which local partners/agencies can support and refer to and support by taking referrals. Social Prescribing is not just for GPs! Referral routes should be agreed upon locally and based on an integrated approach (that includes the strategic voices of the local VCFSE sector).
Principle 2: Contribute and support the local sector through £65m per annum for local Small Grant Pots.
We cannot finance the sector but we can recognise and contribute towards the costs incurred by groups and support activity in areas where the sector is facing stark pressures to keep going. In order to support referrals to VCFSE groups, a small grant pot of minimum £1 per capita pa should be made available to every neighbourhood (ie £50k pa in a health neighbourhood with a population of 50,000 people). The annual cost of this across England, including fees for local administration (linked to knowledge of the sector), would be less than £60m.
Principle 3: Recognise VCFSE as Link Worker Host Organisations as the preferred model.
Anecdotal evidence is that VCFSE organisations that host link workers share their knowledge and understanding of the local sector with their link workers. Where this does not happen, there is either a very long (with little delivery) learning curve or a piecemeal approach to sector inclusion. Clearly, there needs to be a review of the benefits of PCNs using VCFSE host Organisations with a view to making VCFSE hosting the preferred approach. Outside of a narrow definition of social prescribing, this builds a different culture of PCN-VCFSE partnership working which is essential.
Principle 4: Adequate reimbursement for VCFSE host organisations of a minimum of £10k per Link Worker.
VCFSE host organisations are allowed a maximum of c.£2.5k for hosting a Link Worker at present. This contributes to the costs of hosting but falls short of the reality and is a disincentive to joined-up working. The hosting fee for local VCFSE organisations should be topped up to £10k per link worker so that organisations receive a more adequate contribution for their time, commitment, networks, expertise and frankly, their costs. Host organisations need this in order to invest their time and relationships into social prescribing.
Principle 5: Recognise the importance of a strong local VCFSE ecosystem in legislation and guidance as part of a good local Social Prescribing system.
(i) Where there is an effective local VCFSE infrastructure organisation (with volunteer brokerage) linked to the social prescribing system, the impact on GPs, the local Health and Social Care system, and communities, multiplies many times over. While we are not suggesting that DHSC picks up the cost of this, this needs to be championed and investment secured locally.
(ii) Integrated Care Partnerships (ICPs) as they take over from CCGs must be asked to recognise this as part of understanding their ‘Place’ and developing an effective partnership with the VCFSE sector. This approach should be endorsed and guidance developed as part of the Health and Care Bill. Our own draft ICP-VCFSE checklist is a fundamental building block for understanding the maturity of local integrated working.
Principle 6: Support the local health and social care system by investing in Social Care Link Workers.
National DHSC investment should not just be to release demand and improve outcomes for primary care. Our social care is equally under extreme pressure. Link workers, hosted by local VCFSE agencies, should be part of an effective local social prescribing system and funded alongside primary care link workers by DHSC.
Principle 7: All Government departments commit to building on local Social Prescribing Systems.
Many government departments are committed to building thematic models of social prescribing (Arts on prescription, Green Prescribing, etc). National public sector agencies and government departments should commit to ‘building onto’ local SP systems. eg DWP, Department for Business, Innovation and Skills (BIS), Arts Council, DEFRA, etc, rather than creating their own siloed systems for social prescribing. Ultimately, we need a workforce and a system that can link into a full range of opportunities, including, for example, skills training.
Principle 8: Primary Care Networks (PCNs) commit to building on local VCFSE systems, networks and assets.
This should be a central and fundamental part of PCN’s work in a healthy neighbourhood and as part of developing an integrated, with VCFSE sector, health neighbourhood approach. This approach, and commitment, should be broader than just social prescribing and how Link Workers work. Social Prescribing is one element of how PCNs are being asked to develop and operate, but this commitment should be embedded across the PCN’s operating and engagement model. Social Prescribing should be the first step in building locally integrated (with communities and their local VCFSE sector) health and care systems with an effective community development support system.
Principle 9: Allow for an additional, potential VCFSE allocation for each of the Primary Care Reimbursement Scheme roles.
In order to support the implementation of Principle 8, this potential additional allocation should be available to make it easier to build in VCFSE hosting as a viable option. The current level of reimbursement is a disincentive to joined-up working with the VCFSE sector and inadvertently promotes isolated PCN working.
Conclusion
If implemented these principles would provide the groundwork for a genuinely integrated health and care system that draws on the strengths of 300,000 plus grassroots VCFSE groups and communities. We believe that such an integrated model of working, based on the Salford work on using a place-based VCFSE grants programme, can generate £17 for every £1 invested.
Based on our own rough costings, we estimate that implementing these nine principles (SP9) would cost the DHSC £109.2m per annum.
Cost estimate for implementing SP9
Calculation
Annual Total Cost (£ million)
Principle 1
No additional cost but a significant contribution to the local health economy if opened up
£0
Principle 2
Based on a 56.223m population and a 12% local administration fee for integrating the investment locally and identifying local strategic purpose match and a £2m national quality and cost assurance process managed by NASP
£65m
Principle 3
Evaluation of benefits of a VCFSE Host organisation, £100k max.
£0.1m
Principle 4
Uplift of £7.5k per link worker, with c. 1200 Link workers
£9m
Principle 5
Research into the impact of an effective local VCFSE infrastructure agency in a local integrated health and social care system, £100k
£0.1m
Principle 6
152 Local Authorities with Social Care responsibility, with 2 link workers at c.£50k each
£15m
Principle 7
No additional cost. This should also reduce duplication and cross-Departmental costs in total.
£0m
Principle 8
No additional cost. This should also reduce duplication and costs in total, and create a better system.
£0m
Principle 9
Host fee of £10k available for additional roles. It is estimated there will be 22,000 in total. Working on 20,000 (non-Link Worker) and a 10% take-up rate = 2,000 x 10k
£20m
TOTAL
£109.2m