Just before Christmas, Carolyn Sawers shared some of her reflections about reducing reoffending in her blog and asked you to share your ideas and experiences with us. In this blog Abigail Ryan takes a look at those findings…
First of all, thank you to everyone who has shared thoughts and views with us. I’ve had a good look at these and we are using your responses to help build up our knowledge here at the Fund. We also want to make sure that the information is accessible to everybody too, so here goes…
Here’s a quick overview of some of the main themes:
I’ve also put together a summary of what you told us here. There are lots of insightful thoughts in there, so well worth a read.
You can take a look at the other sources for further information that people shared with us too.
Finally, in line with our commitment to opening up more of our data, you can see an anonymised copy of the full responses we received and also a list of grants that we have made in this field on our website. Some projects listed will be more relevant than others – we have simply searched the term ‘offend’ to capture as much potentially relevant data as possible from our grant management system. We hope this allows you to explore the data as you wish.
What do you think of all of this? What bits are useful to you?
Please let us know what information you like receiving, how you use it or anything else you’d like to share by continuing the conversation on the Offending and Rehabilitation discussion forum on our new Digital Community.
Dawn Austwick, Chief Executive, Big Lottery Fund
No bells or whistles. No dancing horses. No fanfare of trumpets. The Big Lottery Fund’s new strategic framework is a rather modest two pages and will quietly gather pace over the next few months. It’s more of a statement of intent than a detailed set of directions, a jumping off point for future choices.
We can boil it down even further – in a nutshell it’s: ‘People in the Lead’. From this everything else flows: we want to start with what people bring to the table, not what they don’t have; and from the belief that people and communities are best placed to solve their problems, take advantage of opportunities, and rise to challenges. Our job is to support them in doing so. Much of what we do already points us this way: working with service users on Multiple and Complex needs, the Our Place programme in Scotland. And there are myriad Awards for All and Reaching Communities funded projects that do just this. Now we want to look at how we can push ourselves further, and faster.
Sound straightforward? Maybe – in theory! But there will be challenges
for us on the way. Two obvious ones are how this approach meshes with outcomes and with needs-led diagnosis. Should we as the funder always prescribe outcomes? How might we co-curate outcomes? And in tackling disadvantage, how do we move ourselves from inviting applicants to paint the worst picture of their circumstances to celebrate and build on the best of what they have to offer? Not quite so straightforward then?
We certainly don’t have all the answers; as I said, this is a jumping off point. This will be a journey shared with fellow travellers. We have to be great listeners and collaborators and I hope that we shamelessly beg, steal and borrow from others who are ahead and alongside us on the road!
To support our ambition of People in the Lead we’ve developed a set of principles to guide us. You will see in them our desire to be proportionate in how we work with others, horses for courses, you might say… One of our first actions is piloting a boiled down Awards for All application process which is going live right now. We’ll see how it goes and what applicants make of it, and then think about whether to roll it out or how to adapt it further. The bones of this were formed at a roundtable we held in Newcastle last autumn as part of the Strategic Framework consultation; heartfelt thanks to those who came and for that ten minutes of break through thinking – and I hope you recognise those bare bones from our discussion in the new application form.
We also want to be more of a catalyst and a facilitator – recognising the feedback we got about our place in the funding ecology and civil society more broadly. It’s not our job to prescribe but it can be our job to link, to share, and to encourage. To be a network, or a central nervous system that people navigate around, finding fellow travellers, being surprised and intrigued by the work of others, sharing evaluation and impact stories, and so much more.
To achieve this we are going to have to be out and about more, to invest in digital and other technology, to spot where we can add value, or indeed when we need to get out of the way (!) and let others get on with it. We’re developing the infrastructure for a digital community right now to support this.
Getting to this point has been a combined effort of partners, stakeholders, staff, Board, applicants, and many, many more. We are grateful for their contributions but we will only get to the next stages with the continued involvement and engagement of all those people and others who we haven’t yet met.
In this blog, Tim Hobbs and Cassandra Ohlson of the Social Research Unit, look at how organisations can successfully replicate the services that work for them.
Innovation in public services has long been fashionable. It assumes services could be better and achieve a greater impact — and who could argue with this? The problem is that services with strong evidence to show the difference they make can be overlooked in the search for the latest innovation.
What if we looked for the things that worked, and tried to replicate them instead? This is the aim of Realising Ambition, a £25m Big Lottery Fund programme testing replication as a way of improving outcomes for children and young people.
Our recent Realising Ambition mid-programme report highlights five characteristics that help organisations to successfully replicate.
The first is to have a well defined intervention, with a clear focus on what outcomes it is seeking to achieve, for whom, and how it will do so. A logic model can help communicate this and this kind of clarity really helps in replicating.
Yet these logic models aren’t set in stone; some are still evolving as organisations reflect on their practice and refine what they do. So a second important characteristic is to use evidence to inform this process of improvement and adaptation.
Evidence may take the form of ensuring faithful delivery to the core components of the service, which is the third characteristic of effective replication. This may be supported by the use of eligibility criteria and implementation manuals.
Being really clear about the intervention also helps to get to more accurate start-up and unit cost estimates. This in turn will inform a solid and realistic business plan, the fourth characteristic, so you can replicate again and again.
Lastly, a commitment to learning from delivery requires putting all of these pieces together: knowing what is being replicated, how well it is being delivered and the impact this has on outcomes. This supports organisations to further improve delivery.
One of the most exciting things about replication is that it paves the way for innovation by allowing us to test things that have worked in other places and ask what we might try to do differently to improve a programme.
In August 2014 the President of Sierra Leone declared a state of national emergency as a result of the Ebola outbreak which had also spread to Guinea and Liberia.
Projects awarded funds under the International Communities programme were being severely disrupted and it was clear the outbreak was impacting on their delivery and finances.
In October the Big Lottery Fund decided to support these projects giving those affected the option of applying for up to 10% of their original grant. So far seven projects have received this top-up funding amounting to £276,000 in total.
Lifeline Network International used its top-up grant to carry out Ebola awareness-raising, education and prevention work in Wellington and East Freetown, Sierra Leone. They received £407,988 from the Big Lottery Fund in 2012 for a five year project to support young jobless adults.
When civil war in Sierra Leone ended in 2001, much attention was given to restoring education and training the 10,000 child soldiers. However there was a hidden group of children, who didn’t fight but whose lives and education have been drastically disrupted. The project has been helping support these young adults to find employment, or set up small businesses and cooperatives, but the Ebola outbreak put this work in jeopardy.
Jamie Singleton, Development Director at Lifeline Network International said: “In our first interaction with beneficiaries we were shocked that even educated people questioned whether Ebola was real.
“In early July, Prince Tommy, the Deputy Director of our local partner Lifeline Nehemiah Projects (LNP), was in hospital for malaria treatment when another patient on the ward fell from their bed and started to bleed out. The medical staff wouldn’t treat him, suspecting Ebola, and other patients fled the ward. A few hours later the hospital was in chaos with family members coming to collect their relatives. This fear was heightened by inaccurate information as to how the disease could be transmitted and significant gaps in people’s knowledge which allowed it to spread.”
“As Ebola spread through Freetown, it became particularly prevalent where LNP is based. On a daily basis people were dying within a stone’s throw from the LNP.”
Philip Cole, LNP Executive Director, spent months on the ground in Freetown battling against the virus.
He said: “People were dying left right and centre. They were hiding dead bodies in their houses – but that’s exactly when the virus is most contagious. We toured communities educating the public about the dangers of the virus. We run a home for boys, set up by my father as a shelter for child soldiers. As the virus spread it reached about five minutes away from where the home is – suddenly people all around were dying. We started taking in Ebola orphans too.”
Jamie Singleton continued: “Instead of pulling up the drawbridge, LNP reacted by interacting with the community.
“LNP designed their own complementary Ebola awareness-raising programme and started presenting in communities, responding to unanswered questions and busting some myths.
“By using videos about Ebola, stories of survivors and performing dramas, we have tried to empower people to identify symptoms and know how to keep safe and hopeful. One young man admitted that before the presentation he didn’t believe Ebola was real. Since January the team have been going door to door, which helped them get a clear idea of the community’s understanding of the disease.
“After our initial Ebola education work, the Big Lottery Fund awarded £41,000 to expand the awareness-raising programme. Before the funding we had reached 3,000 people over three months. After the award, 18,000 were reached in one month alone. The figure currently stands at more than 36,700.
“Without the grant we wouldn’t have a team who we could respond to Ebola or the level of profile and trust with the community through our vocational training project.
“LNI and LNP have looked to respond to this current crisis but have never taken their eyes off the future because there is life post-Ebola which will be filled with other opportunities and challenges. We are committed to rebuilding Sierra Leone for the long term.”
Cases of Ebola in Sierra Leone are now falling and the government is planning this month to reopen schools which have been closed for eight months.
Ebola outbreak top-up grants to date
Action on Poverty – Sierra Leone – £49,937
Act On It – Sierra Leone – £10,134
Concern Universal – Guinea – £50,000
Health Limited – Sierra Leone – £48,583
Lifeline Network – Sierra Leone – £40,786
Plan International – Sierra Leone – £49,923
Ycare – Liberia – £26,595
In this blog Dawn Austwick tells us about how UK funders’ are working together to pilot the Early Action Neighbourhood Fund (EANF). Launched last week the Big Lottery Fund, alongside the Esmee Fairbairn Foundation and Comic Relief are investing £5.3m in three projects that put early action at the heart of their approach – supporting people to be ready to face future challenges.
This is an exciting moment, building on 12 months’ work amongst funders to design a targeted programme to provide evidence for the value of early action and prevention. David Robinson, co-founder of the Early Action Taskforce, believes it is better to build fences at the top of the cliff rather than running ambulances at the bottom and I completely agree. As a group of funders we noted that we fund about twice the number of crisis management projects as those focussed on early action. This discovery led to a desire to build an evidence base that could inform the choices we make, and ultimately increase the impact of our funding.
So what are we funding? The three projects all aim to make people’s lives better, but in very different ways. Changing Futures in Hartlepool is the very definition of early action. Starting life as a group of parents and young children who got together to meet up and socialise, the project has now grown into an organisation that helps children and families across the Tees Valley through a range of services and the EANF support will help them continue the good work.
For young people further along life’s journey there is the Mancroft Advice Centre in Norwich, which will work with three schools to improve education, employment or training opportunities in the local area and help young people who may be getting left behind to get back on the right track.
Finally, the Coventry Law Centre focuses on how the legal process affects the most disadvantaged and vulnerable members of the local community. Their Ignite project will help people in Coventry to resolve their own problems by building legal knowledge, confidence and skills that they will be able to rely on throughout their lives.
Three ambitious projects which will make a real difference to people in their local communities. But our collective aspirations for the EANF are wider – we want the learning and experience from these projects to help develop improved practice around early action and prevention right across the UK. It’s an opportunity to back people who are trying to move “upstream” towards prevention.
In 2011, the Early Action Funders Alliance was founded by nine funders, working with David Robinson’s Early Action Task Force. Together, the proposals for the EANF have been developed, drawing in learning and experience from all the partners, we have all been exploring this area. Early intervention and prevention are not new areas for the EANF partners – for example the Big Lottery Fund’s £25m Realising Ambition programme supports 25 interventions aimed at preventing children and young people from entering the criminal justice system while Improving Futures helps families with young children that are struggling to cope with a range of problems such as poor health, unemployment or housing problems.
One Improving Futures family to benefit from this early action approach lives in Hertfordshire. Two of their three children were experiencing significant emotional problems, for example refusing to speak. One Herts, One Family worked with her family, all three of the children began taking part in play therapy while their parents participated in a parenting course. They have been on days out together and now spend more time together as a family group.
So early action theory improves people’s lives in real time. Sometimes it feels like common sense when you strip away the ‘funder speak.’ Perhaps it is, but if it helps and we can work out between us all what works best then we will have provided a little bit of added value along the way.
In this blog, James Ronicle, Senior Research Manager from Ecorys UK, discusses lessons learnt from the Making a Difference for Vulnerable Families: Evidence into Policy and Practice event, which was partly funded by the Big Lottery Fund.
In my last blog I highlighted the work Big Lottery Fund, and others, are doing to help vulnerable families. I also looked at how do we know what works? And once these programmes have finished, what should we expand on?
We held an event to bring together practitioners, researches and policy-makers to answer these questions. It was hosted by Ecorys UK, Big Lottery Fund, University of Nottingham, Parenting UK and Ipsos MORI
Some of the great speakers, who are leading the way in this area, included:
• Naomi Eisenstadt, describing the biggest challenges facing vulnerable families.
• James Ronicle from Ecorys UK, discussing the latest evaluation from the Big Lottery Fund’s Improving Futures programme.
• Miriam Minty from the Department for Communities and Local Government (DCLG), providing an update on the government’s Troubled Families programme.
• Saul Becker, raising people’s awareness of young carers.
On the day projects had the chance to showcase their work to delegates.
Four main ideas arose from the day:
1. It’s all about love and money
Naomi Eisenstadt summarised that the key drivers for achieving change within families are “love and money – the key risk on everything is not having a job, not having money – and the key protector on everything is having friends and family”.
2. Vulnerable families’ lives are complex, and there is large degree of unmet need
Research presented on the day highlighted the range and complexity of help still needed. As work with families in adversity has gathered pace so we have started to understand the scale of the problems facing families and the challenge in making a lasting change.
3. Relationships are key
Building respectful relationships was key to many of the approaches discussed. Listening to families, involving them in planning their services and respecting their strengths while understanding their needs were a common theme. Research highlighted how the key worker role was vital in achieving this – coordinating all their support, helping them gain access to other services and acting as an advocate for the family.
4. A lot has been achieved, but more needs to be done
Research highlighted the positive change that has been achieved within families, including better wellbeing, closer relationships, improved parenting skills and increased school attendance. However, a common message of the day was that less progress had been made in other areas, especially in supporting mental health problems.
There is much still to learn, but the day made an important contribution to ensuring knowledge and best practice is shared and developed.
The event learning booklet includes videos of the keynote speakers and slides from the workshops.
Simon Burall, Director at Involve, shares his thoughts after attending a round table discussion at the Big Lottery Fund.
The Big Lottery Fund wants to be able to fund worthwhile projects in every community in the UK. However, like any big, national organisation, it finds it hard to be connected to enough people from the UK’s diverse communities.
I went to their recent roundtable that aimed to tackle this challenge head-on by asking, ‘How can we involve the public in decisions about Lottery funding?’ The discussion, which ranged across a lot of issues, was useful because it brought together people I’d never met or heard of before.
For example, we heard about Crowdfunder, which is using the power of the internet to connect different networks, to help thousands of community projects raise funds from funders they could never access alone.
Livity drew on their work to highlight the importance of going to communities and engaging on their terms rather than designing the purpose and structure of the engagement on your own terms.
While all the examples we talked about were inspiring, they also highlighted the danger of starting with the ‘how to involve’ question; it can lead you to focus on process before you’ve got some of the basics right. This led a number of us in the group to start exploring the question of why the Big Lottery Fund might want to involve the public. We identified a number of different reasons, not all mutually exclusive. For example, does the Big Lottery Fund want to involve the public in order to:
- Be held more accountable to those who buy tickets?
- Identify new ideas and requests for funding?
- Make better connections to communities it can’t reach?
- Get public input into funding guidelines?
- Hear more authentic stories about the impact that Lottery funding can have?
As the discussion developed it was clear the Big Lottery Fund is concerned about digital exclusion and finding ways to reach out more widely, to scale-up, particularly to communities that it currently doesn’t fund but probably should.
The discussion helped me to clarify a switch in perspective I’ve been making over the past year, particularly as we develop NHS Citizen for the Board of NHS England. I’m beginning to learn that reaching out to communities that are rarely involved requires a switch in mindset towards understanding and working through networks. Who is in your network? Who are they connected to? What might motivate them to bring their networks into conversations that you want to have? How might they help you access conversations that their networks are having?
The discussion provided far more questions than simple answers, and I thought it was a good sign that the Big Lottery Fund is willing to think about them with a diverse range of people openly and honestly. It’s the first step towards engaging with the public and communities in a more authentic way.
Chris Cowcher, the new Community Manager for Village SOS (VSOS), discusses the campaign’s new focus and how your project can get involved.
Let me introduce myself. My name is Chris and I’ve just started as the new Community Manager for Village SOS (VSOS) working for Action with Communities in Rural England.
We are relaunching the VSOS campaign and this time round the sole focus is on promoting and linking up like-minded projects so they can learn from each other’s experiences.
I’m really excited about being involved with the campaign as I’ve had the pleasure of working with community projects in the past, through my roles at Gloucestershire Rural Community Council and South Gloucestershire Council and it never fails to amaze me how much is achieved by volunteer community activists.
Are you involved with an innovative or enterprising project in your community? Or have you got an idea for a project you’d like to start? It would be great to have you on board because VSOS is a campaign that focuses on you and is a resource for you to use however you see fit.
We know every community project is different and the idea is that VSOS will guide you through a process of deciding on the next steps that are right for you. You’ll also get support to make progress because it’s about action not just about writing plans. Although not an exhaustive list, through VSOS you may get support related to;
- Promoting your project better – Have you got a website? How good is it?
- Raising the money needed to complete an action – What investment opportunities/funds are out there?
- Community consultation – You’ve got to get people on board locally
- Becoming more professional – Do you need to refresh or develop a business plan?
- Considering new activities for your project – It’s always beneficial to get more people involved
At the heart of what we’re doing with VSOS is ‘community-to-community learning’ – it may very well be that one project is put in touch with – or will visit – another to learn how they are doing things. We’ve also got a network of VSOS Mentors, with skills and expertise that could be used as a resource in your action plan.
Go on, get involved – sign up as a member here. You will hear about events and campaign updates, receive a fortnightly e-news feed straight to your email and be sent the Monthly VSOS Campaign Newsletter. All members will also get a copy of the ‘How to Create a Sustainable Community Enterprise’ (pictured).