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Social Enterprise Consortium
Westbank Healthy Living CentreWestbank Healthy Living Centre
Upstream Healthy Living CentreUp...
Our Pedigree
• Department of Health Social Enterprise PathfinderDepartment of Health Social Enterprise Pathfinder
Programm...
Achievements with partners
• Toolkits development
• Falls Prevention - programme roll out
• Weight Management - programme ...
An inspirational model
• 15 partners15 partners
• £3.9 m Lottery Funds£3.9 m Lottery Funds
• Healthier eatingHealthier eat...
Targets
• 20,000 people20,000 people
• Isolated , disadvantaged or marginalisedIsolated , disadvantaged or marginalised
• ...
Development points that influenced outcomes and
benefits
• All Partners engaged in bid developmentAll Partners engaged in ...
Benefits identified through external evaluation
• Meaningful outcomes
• Shared good practice
• Being part of a bigger pict...
Our Offer
• Toolkit resources
• Collective Bid writing
• Represent collective capacity and skills with commissioners
and f...
Well UK’s strength – and its true value – can be
measured by the sum of its parts.
Better TogetherBetter Together
Stronger...
Well UK’s strength – and its true value – can be
measured by the sum of its parts.
Better TogetherBetter Together
Stronger...
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Well uk social enterprise consortium jaine keable

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  • Well UK is a social enterprise consortium.
    Its sole purpose is to promote and facilitate shared learning, secure and manage partnership delivery of regional and national initiatives that tackle health and social inequalities, and to build third sector capacity .
    So, how did well UK come about? And what inspired the making of it?
    In 2007 Two organisations- Westbank and Upstream were selected to be part of a national piece of work that was aimed at supporting successful Healthy Living Centres, to look at their business plans, and identify the next step towards achieving higher standards and greater sustainability within today's climate. The work was undertaken by Leaside Regeneration and was funded by Big Lottery as part of their investment into the Healthy Living Centre initiative.
    … As an aside, Leaside Regeneration were associates of the Bromley by Bow Healthy Living Centre, the exemplar for the development of Healthy Living Centres and a successful example of true social enterprise.
    In recognition of the expertise and knowledge for supporting Voluntary Sector organisations, Westbank and Upstream [invited] the Devon Association of Councils for Voluntary Service to be the third key partner to this new venture. Well UK was then set up as a separate Company Ltd by Guarantee. The purpose was to:
    protect local delivery through collective capacity,
    facilitate, through a consortia approach and joint working, the delivery of regional and national initiatives, …and …
    be a focal point by which commissioners could engage with the community and voluntary sector as social enterprises.
    Well Uk’s unique background provides an approach that is both enabling and proffessional.
  • So, where are we coming from?
    For those of you who don’t know Well UK or the Founder Partners … a little bit of background:
    Well UK’s Founder Partners have recognition for their work from the Department of Health, ‘Social Enterprise Pathfinder Programme’, the ‘NHS Live Leaders Programme’ as well as working with the Local Authority - Devon County Council - providing services, development of GP referral schemes and consortium management.
    This includes well developed ‘toolkits’ for partnership delivery including Falls Prevention a series of graded services and pathways, Weight Management Programme that uses ‘change management’ to develop life changes, as well as GP Referral Pathways and services provided through the Local Authority and NHS Devon. These are all developments that can be transferred to partners for county, regional and national delivery.
    Significant in a different way has been Westbank’s management of the regional £3.9m Health and Wellbeing Programme - South West Wellbeing. Across the UK the only Big Lottery regional Wellbeing Programme of 17 that is been led by a voluntary sector organisation … a huge opportunity to demonstrate the efficiency and impact this sector is capable of.
  • So, what has Well UK been doing and how have we worked with partners outside those that founded it?
    Well UK has been fully operational now for over 2 years and has secured ‘new’ funds for 75 Delivery Partners to provide services That improve health and wellbeing in their communities – across the South West.
    Two key pieces of work have been funded by the Dept of Health:
    Falls Prevention – delivered through five partners in Devon and
    Weight Management – delivered through three partners in three areas of Devon
    These provided funds to partners who worked in different target areas, thus sharing the work and protecting local delivery.
    In addition to the core aims has enabled the delivery partners to gain additional skills and new areas of work.
    Identification of relevant delivery partners has been made easy through our own network links with:
    DACVS
    South West Forum
    Funding South West
    Health Tec South West
    These networks have extended nationally where Well UK has taken on the role of the Healthy Living Alliance and has a seat on the National Institute for Health and Clinical Excellence (NICE), ‘patients voice’ group, and the Board of 3SC as a Managing Partner.
    We have also worked with organisations who have skills in specific areas, to develop further toolkits such as prevention of Drink Driving, Inclusive Play activities for children with special needs and toolkits that enable effective project planning and costing. A real must for community lead social enterprises.
    While these programmes have tackled specific health needs, Well UK also recognises that people are happier and healthier if they are feeling greater self worth and sense of achievement. To address this area of mental health we have engaged on two significant national pieces of work.
    1)Through NIACE (the National Institute for Adult Continuing Education) we have implemented a programme of Informal Learning sessions across Devon.
    Our method of delivery involved the engagement of 26 social sector groups who delivered taster sessions of their work in local community places.
    This work benefited 1,900 people, 75% of whom said they wanted to continue with further learning.
    This work was only available for Devon wide coverage – the small organisations we worked with would not have been able to demonstrate capacity, but as a consortium we could and did.
    Well UK are Managing Partners to 3SC (Third Sector Consortium) a national consortium who bid for ‘nationwide work’ for delivery by local partners. Again, this approach uses the power of consortium to secure funds that are only available to organisations that can demonstrate regional or national coverage and can manage the cashflow implicatios
    Through 3SC Well UK secured funding for 126 / 6 month job placements on the FJF scheme set up to provide work opportunities for long term unemployed young people.
    So far 76 of the 126 young people have completed their 6 months placements.
    Of these 55 have been offered long term contracts or secured a job elsewhere and 4 have gone on to further education.
    We asked each one to complete a short evaluation form that demonstrated how they felt about themselves and life chances before they started their placement and again afterwards. With out exception they had all:
    grown in confidence,
    self belief ,
    were demonstrating improved social skills and
    had gained new skills for work.
    For the organisations that provided the placements - many of them were very small organisations - chosen for their nurturing environment and willingness to support the young person.
    This opportunity provided the benefit of an extra pair of hands, without costs. As a result these employers witnessed increased productivity. As a consequence, of these proven benefits, it meant that they were able to offer the post permanently. This has had a direct impact …
    to grow the job market by creating new and additional opportunities that would otherwise not have come about, and
    introduce some small employers to new experiences:
    learning new skills like interviewing,
    appraisals and
    working with training providers …. Have all proven to be additional bonuses.
    So – here clear benefits of consortium working:
    collective impact,
    collective strength to secure funds and
    centralised management that leaves delivery partners to do what they do best – improving peoples health and wellbeing.
    However, the example I really want to share with you today, is the South West Wellbeing Programme.
    In so many ways it has been a great success and has influenced our vision of consortium working.
  • So, what is the South West Wellbeing Programme?
    It has 15 key partners = 10 Healthy living centres and five other voluntary sector organisations. Each having its own identity, extensive knowledge and relationship with its community.
    It received £3.9 m Lottery Funds
    The key aims are to:
    Improve healthy eating
    Increases physical activity
    Improve low level mental health problems
    The partners have made clear efforts and commitment to deliver a significant piece of work collectively and to be managed centrally by one partner. By coming together they were able to access significant funds that would not have been achieved as separate and separated voices. As a collective they were able to articulate and negotiate as a single body while maintaining their localism and identity. This had clear benefits for the funder as this approach:
    reduced the fractured messages of multiple voices trying to speak at the same time
    enabled a single point of contact thus eliminating multiple contracts … thereby reducing the cost of management
    produced a new form of governance and management that enabled a wider and strategic approach that:
    retained local ownership,
    shared good practice,
    facilitated local workshops for learning
    collectively resolved problems and
    enhanced local accountability.
  • This programme set a target of improving the lives of 20,00 people across the South West.
    It aimed to work with isolated and disadvantaged people that included families and people over 50 in particular.
    With 6 months still to go this programme has already achieved improvements for over 25,000 people.
    Through external evaluation undertaken by UWE the sample confirms some significant levels of change
    In addition to its aims the programme has facilitated shared learning and training
  • There have been some influential points that have contributed to this consortiums success.
    All Partners engaged in bid development – individual proposals and plans
    Ownership of projects – designed by each partner to suit their target audience
    Local needs and local style – Driven by local need
    Early introduction to Monitoring processes – Planning data collection from the outset with considerations to existing systems
    Clear financial plans – sharpening the thinking and being prepared for compliance and audit
    External evaluation engaged from outset- Again –e arly warning or required data collection, fit with monitoring where possible – avoiding duplication where possible
  • The external evaluation has highlighted several points in addition to varifying the outcomes.
    Meaningful outcomes
    Shared good practice
    Being part of a bigger picture
    Single purpose Management team
    8% management costs + additional benefits – evaluation, sharing and dissemination of good practice, promotion
    Accountable risk taken by the lead partner
    Shared learning
  • Building upon the learning from out work so far and the wellbeing programme Well Uk wishes to encourage more organisations to consider working as part of our consortium. Our delivery aprtners are not bound by any rules other than those of our funders and commissioners . We sincerely offer the means to act as one body with many voices…..
    We
    seek to secure funds that will enable partner organisations to adapt and roll out recognised and tested ‘toolkits’.
    We:
    will represent our partners joint capacity and skills with commissioners and funders.
    We:
    aim to secure funds that are available for regional and national delivery.
    We:
    wish to engage with appropriate delivery partners at the earliest opportunity to ensure our bids are appropriate for their delivery methods and their community needs.
    We:
    aim to ensure that our proposals include appropriate levels of funding for delivery and separately identified management costs.
    We will:
    manage the funds and direct the programme to ensure best possible outcomes and shared good practice and learning opportunities.
    work with our partners to improve project management, governance and compliance skills where needed, through focussed training that will be provide by expert service providers- the CVs will be key here.
    As part of our management role we will:
    ensure that work is evaluated so that our impact can be proven and value for money be seen. This is key to further commissioning and funded opportunities,
    seek to secure inclusion for our partners through our own bids and with 3SC for delivery of regional and national initiatives that would otherwise only be secured by large national companies. Without these opportunities the smaller organisations will be severely marginalised.
    Well UK is not about growing its own capacity – it about building capacity for our Members and Delivery Partners, securing local delivery that is community lead and fulfils local need.
    Big Society is what we already do – lets keep it local and while protecting our individual strengths we can combine them for greater impact.
  • Well Uk is the sum of its partners value.
    Each partners is part of the collective strength.
    The Wellbeing programme has a display of its work and some evaluation summaries and case studies are available – literally hot off the press this Monday.
    Please enjoy the rest of today. If you wish to visit Westbank then join me on the blue minibus after the coffee break.
    Thank you
  • Transcript of "Well uk social enterprise consortium jaine keable"

    1. 1. Social Enterprise Consortium Westbank Healthy Living CentreWestbank Healthy Living Centre Upstream Healthy Living CentreUpstream Healthy Living Centre Devon Association of CVS’sDevon Association of CVS’s Promoting sharing and learning Delivering through local partners Building capacity together
    2. 2. Our Pedigree • Department of Health Social Enterprise PathfinderDepartment of Health Social Enterprise Pathfinder Programme –Programme – • NHS Live - Leaders ProgrammeNHS Live - Leaders Programme • Local AuthorityLocal Authority • GP Referral SchemesGP Referral Schemes • Consortium managementConsortium management
    3. 3. Achievements with partners • Toolkits development • Falls Prevention - programme roll out • Weight Management - programme roll out • Drink Drive Awareness – programme available • Give us a Game - traditional games and inclusive play • Project planning toolkits – available on-line • Informal Learning - programme roll out • Job placements for long term unemployed young people
    4. 4. An inspirational model • 15 partners15 partners • £3.9 m Lottery Funds£3.9 m Lottery Funds • Healthier eatingHealthier eating • Increased physical activityIncreased physical activity • Improved low level mental healthImproved low level mental health SOUTH WESTSOUTH WEST WellbeingWellbeing
    5. 5. Targets • 20,000 people20,000 people • Isolated , disadvantaged or marginalisedIsolated , disadvantaged or marginalised • FamiliesFamilies • Over 50’sOver 50’s Outcomes • 25,000 people to date with significant improvements shown25,000 people to date with significant improvements shown through evaluated samplethrough evaluated sample • Evaluation – University of the West of EnglandEvaluation – University of the West of England • Shared learning & trainingShared learning & training SOUTH WESTSOUTH WEST WellbeingWellbeing
    6. 6. Development points that influenced outcomes and benefits • All Partners engaged in bid developmentAll Partners engaged in bid development • Ownership of projectsOwnership of projects • Local needs and local styleLocal needs and local style • Early introduction to Monitoring processesEarly introduction to Monitoring processes • Clear financial plansClear financial plans • External evaluation engaged from outsetExternal evaluation engaged from outset SOUTH WESTSOUTH WEST WellbeingWellbeing
    7. 7. Benefits identified through external evaluation • Meaningful outcomes • Shared good practice • Being part of a bigger picture • Single purpose Management team • 8% management costs 2% additional benefits • Accountable risk taken by the lead partner SOUTH WESTSOUTH WEST WellbeingWellbeing
    8. 8. Our Offer • Toolkit resources • Collective Bid writing • Represent collective capacity and skills with commissioners and funders • Professional Grant management • Facilitated Evaluation • Partnership with National Consortium • Access to large Government contracts
    9. 9. Well UK’s strength – and its true value – can be measured by the sum of its parts. Better TogetherBetter Together Stronger togetherStronger together Achieving togetherAchieving together www.welluk.org
    10. 10. Well UK’s strength – and its true value – can be measured by the sum of its parts. Better TogetherBetter Together Stronger togetherStronger together Achieving togetherAchieving together www.welluk.org
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