The Social Enterprise Consortium is a partnership of 15 organizations working to improve health and wellbeing across the southwest of England. Through local delivery partners, it aims to reach 20,000 isolated, disadvantaged, or marginalized individuals and families, especially those over 50. To date, it has reached over 25,000 people with programs promoting healthier eating, increased physical activity, and improved mental health. It develops toolkits and resources for partners and manages projects and evaluations to achieve meaningful outcomes through shared learning and training.
On 11th February 2016 the Big Lottery Fund and CBO evaluation team ran a peer learning event for people developing SIBs related to health. These slides are from the workshop on the Ways to Wellness SIB.
On 11th February 2016 the Big Lottery Fund and CBO evaluation team ran a peer learning event for people developing SIBs related to health. These slides are from the workshop on submitting a Full Application.
What is a Breed Health Improvement Strategy?Dog-ED
This presentation is based on work we have done to help develop Breed Health Improvement Strategies. It provides a framework for strategy development and gives examples of the elements required within a comprehensive strategy. The framework can be used to help pull together existing approaches and to ensure they are aligned.
Last week Spring Impact presented at The Wales Funders Forum. If you have a few minutes have a look at the slides. You can sign up for more more details here: https://www.springimpact.org/registeraccelerator/
On 11th February 2016 the Big Lottery Fund and CBO evaluation team ran a peer learning event for people developing SIBs related to health. These slides are from the workshop on the Ways to Wellness SIB.
On 11th February 2016 the Big Lottery Fund and CBO evaluation team ran a peer learning event for people developing SIBs related to health. These slides are from the workshop on submitting a Full Application.
What is a Breed Health Improvement Strategy?Dog-ED
This presentation is based on work we have done to help develop Breed Health Improvement Strategies. It provides a framework for strategy development and gives examples of the elements required within a comprehensive strategy. The framework can be used to help pull together existing approaches and to ensure they are aligned.
Last week Spring Impact presented at The Wales Funders Forum. If you have a few minutes have a look at the slides. You can sign up for more more details here: https://www.springimpact.org/registeraccelerator/
iHV regional conf: Cheryll Adams - Welcome from the Chair and the Making the ...Julie Cooper
Presentation by Dr Cheryll Adams at the Institute of Health Visiting Regional Professional Conferences 2015.
Dr Cheryll Adams is Director at the Institute of Health Visiting.
Organizing a Global Grant VTT Maternal Mortality Reduction ProgramRotary International
It takes a team of dedicated Rotarians to organize a new and holistic approach to reducing maternal and child mortality in resource-poor areas. The work includes needs assessment, discussion with governments, securing required resources for a VTT, and improvement of infrastructure. Are you up for the challenge? We'll discuss your situation and guide you through each step so you can achieve your goals.
How can research partner with development partners better?africa-rising
Presented by Likawent Yehyis, Amhara Regional Agricultural Research Institute, at the Africa RISING Program Learning Event, Lilongwe, Malawi, 5-8 February 2019
The Rotary-USAID Partnership: Lessons Learned in Advocacy and Project Impleme...Rotary International
For 10 years, Rotary has partnered with USAID on water and sanitation efforts in the Dominican Republic, the Philippines, and Ghana. Matching the professional skills and community influence of our volunteers with the technical expertise and government relations of the world's largest international development agency has been a challenge, but also an opportunity for growth and learning. Learn from our lessons in Ghana to create positive, lasting change locally and globally.
iHV regional conf: Cheryll Adams - Welcome from the Chair and the Making the ...Julie Cooper
Presentation by Dr Cheryll Adams at the Institute of Health Visiting Regional Professional Conferences 2015.
Dr Cheryll Adams is Director at the Institute of Health Visiting.
Organizing a Global Grant VTT Maternal Mortality Reduction ProgramRotary International
It takes a team of dedicated Rotarians to organize a new and holistic approach to reducing maternal and child mortality in resource-poor areas. The work includes needs assessment, discussion with governments, securing required resources for a VTT, and improvement of infrastructure. Are you up for the challenge? We'll discuss your situation and guide you through each step so you can achieve your goals.
How can research partner with development partners better?africa-rising
Presented by Likawent Yehyis, Amhara Regional Agricultural Research Institute, at the Africa RISING Program Learning Event, Lilongwe, Malawi, 5-8 February 2019
The Rotary-USAID Partnership: Lessons Learned in Advocacy and Project Impleme...Rotary International
For 10 years, Rotary has partnered with USAID on water and sanitation efforts in the Dominican Republic, the Philippines, and Ghana. Matching the professional skills and community influence of our volunteers with the technical expertise and government relations of the world's largest international development agency has been a challenge, but also an opportunity for growth and learning. Learn from our lessons in Ghana to create positive, lasting change locally and globally.
El Global Reputation Pulse es un estudio anual de la reputación de las compañías más grandes del mundo. Este estudio ha sido desarrollado por Reputation Institute con el objetivo de proporcionar a los ejecutivos una visión general y en profundidad sobre la reputación de sus compañías con respecto a los consumidores.
El Global Reputation Pulse analiza a las compañías más grandes del mundo en cada país, en función de sus "ingresos totales”. Además, las empresas evaluadas deben cumplir otros criterios, como tener una presencia significativa entre los consumidores y ser, al menos, familiares para público general. Todas las empresas son evaluadas sólo en su país de origen solamente, y posteriormente, los resultados son estandarizados, de forma que se elimina la variación única relacionada con el país de origen, para permitir comparaciones entre empresas de distintos países.
On 4th December 2015 the Big Lottery Fund and CBO evaluation team ran a peer learning event for people developing SIBs related to employment, housing and crime. These slides are from the afternoon workshop on working with investors.
On 11th February 2016 the Big Lottery Fund and CBO evaluation team ran a peer learning event for people developing SIBs related to health. These slides are from the workshop on working with investors.
The Association for the Development of Pakistan (ADP) is a volunteer-driven, engaged venture philanthropy organization that works with promising nonprofits and funds carefully selected development projects across Pakistan.
This is our first board presentation and YTD update that we want to share with all our stakeholders.
http://developpakistan.org
The 2015 NHS Sustainability Campaign Kicked off on Thursday 15th October in Leeds as the NHS Employers new conference centre, Horizons Leeds played host.
Delegates were treated to a packed day of speeches, presentations and case studies from the likes of Rick Walker, Corporate Social Responsibility Senior Manager, NHS England; Steven Weeks, Policy Manager, NHS Employers; Alexis Keech, Environmental & Sustainability Manager, Yorkshire Ambulance Service and Claire Igoe, Sustainability & Energy Manager at Central Manchester University Hospitals NHS Foundation Trust.
We also had a fantastic range of Industry partners involved in the day, and delegates listened to Dr. Tim Finnigan, Director of R&D, Quorn Foods; Jeanette Hinds, HR Business Partner, Carillion; Sian McCart, ADSM and Emma Wood, Sustainability Manager at PHS Group.
The next road show will be on Thursday 13th November at the Liner Hotel, Liverpool
Be in the know about Future Vision
Future Vision is the strategic plan that will lead The Rotary Foundation into the next century. By aligning projects and activities and giving Rotary clubs more control over grant money, Future Vision will strengthen the impact of the programs that clubs support.
Directors of communications from 15 Swedish county councils visited London to learn more about the health and care system in England.This presentation is from this visit.
NHS Improving Quality planned and hosted the study tour as a result of close links with Jönköping, one of the councils represented in the delegation. Our guests learned about the important role of communications specialists in transforming healthcare in England, and the leading role NHS Improving Quality has taken in engaging and mobilising staff at scale and pace.
During the study tour it became obvious that many of the challenges and opportunities we face in our health and care system mirror those in Sweden, in particular issues such as emergency care, obesity and smoking, patient safety and working with the media. This was a fantastic opportunity for NHS Improving Quality to strengthen alliances at an international level and share ideas and approaches, and we hope to build on this in the future
A Collaborative Approach Towards Mental Wellbeing for Everyone - Amanda Jones
IPH, Open, Conference, Belfast, Northern, Ireland, Dublin, Titanic, October, 2014, Health Public
Social Return On Investment: Demonstrating value in homelessness servicesFEANTSA
Presentation given by Emma Vallance, Social Impact Scotland, Forth Sector Development and Rhona MacPherson,
Senior Manager, Dumfries and Galloway Council, UK at a FEANTSA seminar on "Funding strategies: Building the case for homelessness", hosted by the Committee of the Regions, June 2012
Similar to Well uk social enterprise consortium jaine keable (20)
Slides from Gill Millar, Regional Youth Work Unit at Learning South West presented at Sout hWest Forum's ESF collaboration workshop in Exeter, 1st April 2015
Managing EU Projects - a perspective from Westward Pathfinder CEO George Curry delivered at South West Forum's st April Building Better Opportunities event
Introduction to the Heart of the South West LEP and EU Funding. Presentation delivered at South West Forum's EU Funding - Get the Latest... on 19th March 2015
New Directions in Targeted Therapeutic Approaches for Older Adults With Mantl...i3 Health
i3 Health is pleased to make the speaker slides from this activity available for use as a non-accredited self-study or teaching resource.
This slide deck presented by Dr. Kami Maddocks, Professor-Clinical in the Division of Hematology and
Associate Division Director for Ambulatory Operations
The Ohio State University Comprehensive Cancer Center, will provide insight into new directions in targeted therapeutic approaches for older adults with mantle cell lymphoma.
STATEMENT OF NEED
Mantle cell lymphoma (MCL) is a rare, aggressive B-cell non-Hodgkin lymphoma (NHL) accounting for 5% to 7% of all lymphomas. Its prognosis ranges from indolent disease that does not require treatment for years to very aggressive disease, which is associated with poor survival (Silkenstedt et al, 2021). Typically, MCL is diagnosed at advanced stage and in older patients who cannot tolerate intensive therapy (NCCN, 2022). Although recent advances have slightly increased remission rates, recurrence and relapse remain very common, leading to a median overall survival between 3 and 6 years (LLS, 2021). Though there are several effective options, progress is still needed towards establishing an accepted frontline approach for MCL (Castellino et al, 2022). Treatment selection and management of MCL are complicated by the heterogeneity of prognosis, advanced age and comorbidities of patients, and lack of an established standard approach for treatment, making it vital that clinicians be familiar with the latest research and advances in this area. In this activity chaired by Michael Wang, MD, Professor in the Department of Lymphoma & Myeloma at MD Anderson Cancer Center, expert faculty will discuss prognostic factors informing treatment, the promising results of recent trials in new therapeutic approaches, and the implications of treatment resistance in therapeutic selection for MCL.
Target Audience
Hematology/oncology fellows, attending faculty, and other health care professionals involved in the treatment of patients with mantle cell lymphoma (MCL).
Learning Objectives
1.) Identify clinical and biological prognostic factors that can guide treatment decision making for older adults with MCL
2.) Evaluate emerging data on targeted therapeutic approaches for treatment-naive and relapsed/refractory MCL and their applicability to older adults
3.) Assess mechanisms of resistance to targeted therapies for MCL and their implications for treatment selection
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
NVBDCP.pptx Nation vector borne disease control programSapna Thakur
NVBDCP was launched in 2003-2004 . Vector-Borne Disease: Disease that results from an infection transmitted to humans and other animals by blood-feeding arthropods, such as mosquitoes, ticks, and fleas. Examples of vector-borne diseases include Dengue fever, West Nile Virus, Lyme disease, and malaria.
micro teaching on communication m.sc nursing.pdfAnurag Sharma
Microteaching is a unique model of practice teaching. It is a viable instrument for the. desired change in the teaching behavior or the behavior potential which, in specified types of real. classroom situations, tends to facilitate the achievement of specified types of objectives.
These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
New Drug Discovery and Development .....NEHA GUPTA
The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
Report Back from SGO 2024: What’s the Latest in Cervical Cancer?bkling
Are you curious about what’s new in cervical cancer research or unsure what the findings mean? Join Dr. Emily Ko, a gynecologic oncologist at Penn Medicine, to learn about the latest updates from the Society of Gynecologic Oncology (SGO) 2024 Annual Meeting on Women’s Cancer. Dr. Ko will discuss what the research presented at the conference means for you and answer your questions about the new developments.
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
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. 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. 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. 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. 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. 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. 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. 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. 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. 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
Editor's Notes
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
