Ageing Better In Birmingham
Supporting Information
Volume 2
Lead Organisation: Birmingham Voluntary Service Council
on behalf of the Birmingham Ageing Better Partnership
BVSC: Charity No. 218795
BVSC: Company No. 421688
1
CONTENTS
Document
No.
Title
Page
00
Latest BVSC Annual Accounts 2014 (separate attachment)
01
Ageing Better in Birmingham – Easy Read Leaflet
3
02
Ageing Better in Birmingham – Logic Model
6
03
Evaluation – Framework Plan
8
04
Table of Core Partners
15
05
Partnership Structure Chart
17
06
Observations letter
18
07
Ageing Better in Birmingham – Risk Factors Associated with
Isolation
24
08
Literature Reviewed
25
09
Ageing Better Network Starter Pack
27
10
Marketing, Communication & Campaigning – Framework Plan
31
11
Ageing Better Partnership Agreement (separate attachment)
12
Staffing Structure Diagram
39
13
Every Step of the Way – Guiding Principles
40
14
Engagement with Older People & Project Governance
41
15
BVSC Safeguarding Vulnerable Adults Policy
48
16
Staffing Details
63
17
Detailed budget, cash flow and match funding (Separate attachment)
18
Risk register (separate attachement)
19
20
Letter of support: Sandwell and West Birmingham Clinical
Commissioning Group (Separate attachment)
Letter of support: Birmingham Community Healthcare NHS Trust
(Separate attachment)
2
01
AGEING BETTER IN BIRMINGHAM — EASY READ LEAFLET
3
4
5
02
AGEING BETTER IN BIRMINGHAM – LOGIC MODEL
AIMS
Older people are
less isolated
INPUTS
OUTPUTS
S/TERM OUTCOMES
Project funding
A.B Networks
Public awareness
Partners
A.B Mini Hubs
A.B Networks grow
A.B Hubs
New activities
A.B Fund
Asset-based
training and
support
Older people have increased
social contacts
Volunteers
Network enablers
Older people have a
more positive self-image
and feel more valued
Older people are safer
Campaigning
Project funding
A.B Kite Mark
Partners
City-wide campaigns
A.B Hubs
A.B Fund
Increased outreach by
partners
Volunteers
Asset-mapping
Network enablers
Asset-based community
development training
Marketing
Older people can access local
support, companionship,
involvement
Older people are able to start
new activities & services
Marketing
Older people are
actively involved in
communities with
their views and
participation valued
more highly
M/TERM OUTCOMES
Older people benefit from
and are able to contribute to
local A.B Networks
More older people are more
aware of services, activities and
organisations they can be
involved in, benefit from,
and contribute to
Older people’s skills and
experience are more valued and
there are methods for skills
exchanges
L/TERM OUTCOMES
Improved wellbeing
Reduced isolation
Greater resilience
Better able to cope
Better able to live at home
Happier
More active
More valued in the local
community
Communities are more ‘agefriendly’
More positive attitudes towards
ageing and older people
More Birmingham citizens plan
constructively for their own old
age
Improved quality of life
Campaigning
Older people are
more engaged in the
design and delivery
of services
Project funding
Partners
A.B Hubs
Every Step of the
Way support
4 x A.B Local Action Plans
developed
Structured and
systematic
engagement of older
people
Older people are trained,
supported and prepared for
‘co-production’ roles
Practical and appropriate
involvement methods enable
older people to be
involved in ‘coproduction’
Older people have greater choice
and control over the services and
activities they want/need
A.B Local Action Plans set a
framework for joint working
between providers,
the continuing
involvement of older
people, and investment via
the A.B Fund
Older people’s service delivery
organisations work together
more effectively to
deliver co-ordinated,
joined-up services
Successful A.B models and
interventions are incorporated by
commissioners and service
agencies
Older people ‘co-producers’
Services that help
reduce isolation are
better planned, coordinated and
delivered
Project funding
Partners
A.B Hubs
Every Step of the
Way support
Older people ‘co-producers’
4 x A.B Local Action Plans
developed
Local service design
and investment
partnerships
established, led by A.B
Hub/s
Local service design
partnerships exist which include
third, public and private sectors,
6
AIMS
INPUTS
OUTPUTS
S/TERM OUTCOMES
M/TERM OUTCOMES
L/TERM OUTCOMES
Ageing Better Hub/s, carers,
older people and older people’s
organisations
Better evidence is
available to
influence the
services that help
reduce isolation for
older people in the
future
Project funding
Project learning
Partners
Every Step of the
Way support
Structured and systematic
engagement of older
people
Dissemination
events
Older people ‘co-producers’
Briefings
Project evaluation
Influencing partners and
stakeholders
A.B Hubs
Improved levels of evidence
about older people’s needs
and preferences
Better intelligence
about gaps in
services and service failures
Improved levels of evidence and
intelligence about older people’s
skills, assets, abilities,
contributions
Better evidence
available regarding service
redesign and service
collaboration
A.B Local Action Plans offer a
framework for service
design/redesign and investment
Improved choice of activities and
services
Greater emphasis on lowcost/high-impact preventative
measures
Preventative, community-led,
low-cost/high-impact approaches
to neighbourhood support for
and involvement of older people
are embedded in service design
and approaches
New older people’s service
directory
ASSUMPTIONS: Risks
ASSUMPTIONS: Mitigating Risks
That we cannot establish enough Ageing Better Networks
 Clear structure for Ageing Better Hubs in target communities/areas to promote the concept and recruit
volunteers
 Strong marketing, campaigning and awareness plans to promote the concept
Safeguarding of vulnerable older people in a volunteer-led programme
Inadequate numbers of older people are engaged
 There will be clear safeguarding guidelines set out in Ageing Better Network Starter Packs
 Volunteer training will be given
 We have learned important lessons about engagement and empowerment of older people and have
commissioned additional engagement and support work to take place during the planning phase to
enhance our readiness for implementation
 A flagship programme of empowerment, support and training called Every Step of the Way to support
older people, volunteers and other project partners will operate throughout the project
 There will be asset-based preparatory training/involvement to help older people feel more positively
about themselves, their abilities, skills and contribution
7
03
EVALUATION FRAMEWORK PLAN
Overview
National Evaluation
The BIG Lottery Fund have appointed national evaluators, Ecorys. The Programme Co-ordinator
will work with the Finance and Monitoring Officer to co-ordinate information to be submitted to the
national team.
Local Evaluation
The Partnership Co-ordinator (BVSC) will put in place systems to ensure that Ageing Better
information sharing requirements are understood by partners. This includes data protection
(including consent forms). The Co-ordinator will take advice from the independent evaluator on the
type of information required.
The Finance and Monitoring Officer will ensure that information is collected and evidenced as
part of contract compliance. The Co-ordinator will collate the information submitted - both
quantitative (numbers) or qualitative (words) - into a simple format.
This bank of information will be made available to the independent evaluator. If it is decided to
collect any personal, sensitive data this will be anonymised or excluded from the analysis. A
decision will be taken once the nature of the data available and its purpose is better understood.
The Programme Manager and the Partnership Co-ordinator will act as the links between the
Learning & Sharing Group and the wider partnership. They will have a key responsibility for
presenting the project and its key learning and messages to other stakeholders.
Role of the independent evaluator
The evaluator will assess the effectiveness and impact of the project’s key delivery components,
and its performance against BIG’s five key outcomes, with analysis and explanation:
1. That older people are less isolated.
2. That older people are actively involved in communities with their views and participation
valued more highly.
3. That older people are more engaged in the design and delivery of services.
4. That services that help reduce isolation are better planned, co-ordinated and delivered.
5. That better evidence is available to influence the services that help reduce isolation for
older people in the future.
It will be the responsibility of those tendering to include a fully developed evaluation framework
including methodologies for data-gathering, interpretation and assessment. The robustness and
practicality of this framework will be a key criteria in assessing the quality of tenders.
Tenders should include a short analysis of the relative merits of the outcome assessment models
available to the evaluator, with a rationale for its choice of tool/s.
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Tender specification - Primary lines of enquiry for the evaluation
These can be split into three main categories:



Personal outcomes for older people.
Service changes and involvement in service planning/design.
Longer-term attitudinal changes and neighbourhood change.
Under each heading, potential aims and areas of interest are suggested. The independent
evaluator may also make suggestions and refinements.
a)
Personal outcomes for older people
The primary objective of the evaluation will be to assess distance travelled and personal outcomes
in a representative sample of isolated and at risk older people, with consideration to:



Has participation in Ageing Better (at whatever level) enabled change and reduced
isolation?
Have older people been enabled to increase their social contacts and networks?
Are older people more valued in the communities they live, having greater involvement and
participation and more engagement in the design and delivery of local services?
The tenderer will need to identify a limited number of KPIs that offer a measurable assessment of
the above and a practicable methodology for gathering this data. This may utilise existing national
frameworks such as:





Quality of life measures.
Wellbeing measures.
Social isolation measures.
Anxiety and depression measures.
Loneliness scales.
The project is especially interested in variances in both the isolation baseline and outcomes for
older people dependent on geography (inner city/outer city) and community/cultural factors – e.g.
do the same activities/support/services deliver identical, replicable outcomes irrespective of
community/cultural background or geographical location, or do activities need to be tailored or
emphasised in order to address particular risk factors?
It is also vital that the evaluation examine the degree to which Ageing Better has enabled older
people:
b)

To be more resilient, preparing for and coping more ably with the life-changes and other
risk factors that trigger or are associated with isolation.

To manage more ably with reduced referrals to or demand on other statutory services.
Service changes and involvement in service planning/design
This element of the evaluation will revolve largely around the project’s work in developing Ageing
Better Local Action Plans because these are the primary means of effecting longer-term change
and service improvement. The evaluation will need to examine:
9

Whether the right partners and service delivery organisations have been assembled to
enable the development of Local Action Plans.

Whether leadership in developing Local Action Plans is sufficiently robust.

Are older people adequately involved in their development?

Are Local Action Plan proposals sufficiently ambitious? Are specific proposals for service
integration apparent and achievable?

Is the Every Step of the Way training and empowerment programme providing adequate
support to enable ‘co-production’ at this level?
As well as assessing the likely effectiveness of changes (or planned changes) in service
design/delivery occurring as a consequence of the project, the evaluation will also need to assess
the impact on and benefits for older people of being involved in ‘co-production’ and ‘co-design’ at
this level. The evaluation should capture key learning regarding any remedial action that can be
taken to strengthen or improve support for older people, or different/better ways of co-operating
with key service agencies.
c)
Longer-term attitudinal changes and neighbourhood change
A key aim of Ageing Better is to improve wider public attitudes to older people and to ageing, and
to effect positive change at the neighbourhood level in favour of older people.
The evaluation will need to devise adequate measures and methods to assess this change,
probably once a year throughout the lifetime of the project.
We are especially interested in attitudinal change (e.g. increased neighbourliness), not just
amongst those directly involved in or supported by Ageing Better Networks but more generally as
a consequence of the project’s awareness-raising, shared learning, marketing and
communications.
Evaluation stages and topics for investigation
The evaluation will commence by establishing an ‘isolation baseline’ in our four priority
communities (outer-city Tyburn, inner-city Sparkbrook, older LGBT people, older carers). This
should draw on and reflect the risk factors associated with isolation and the data-sets we originally
interrogated in order to choose our priority areas.
It will then move on to an iterative assessment of the effectiveness and impact of our key
interventions to reduce isolation, as set out below, with suggested topics for investigation.
Cross-referencing to performance and outcomes is likely to be included.
a)
Ageing Better Networks

Are they reaching those most in need of support?

Is the menu of support/services/activities effective in reducing social isolation amongst
participants?

Are the Networks sustainable and what measures might increase sustainability?
10

What are the main lessons regarding their functioning, the degree of autonomy they have,
and the long-term prospects for such citizen-led community level initiatives?

What are the drivers for and obstacles to involvement in Ageing Better Networks?

To what extent is the project succeeding in ensuring that these are inter-generational
networks?

What are the benefits of inter-generational networks – i.e. positive attitudinal change
amongst younger people involved?

Is the project’s support and training for Ageing Better networks sufficient and is it effective?
If not, what remedial action is required?

Is the project’s training in asset-based community development approaches effective?

How in practice have Ageing Better Networks adopted asset-based community
development?

Can better outcomes, greater participation or other impacts be directly correlated with
asset-based community development approaches?
b)
Ageing Better Hubs

Are they providing effective support to those seeking to start Ageing Better Networks?

Is promotion of the Ageing Better Network idea effective?

Are Ageing Better Networks reaching target audiences – e.g. in the priority communities
and city-wide; inter-generational; isolated older people and those at risk of isolation.
c)
Network enablers

Is this role effective in enabling and supporting those seeking to start Ageing Better
Networks, and in ensuring sustainability/longevity of Ageing Better Networks once started?
Every Step of the Way – empowerment and support
d)
Our flagship Every Step of the Way training and empowerment programme is central to the
success of the project. Its aim is to offer appropriate support and empowerment in all aspects to
enable older people’s effective participation in and engagement with the project.
There are two main lines of enquiry here:

Is our Every Step of the Way training and empowerment programme effective in enabling
beneficiaries to participate more fully?

Is it effective in enabling beneficiaries to develop greater resilience – i.e. cope better with
the life-changes and other risk factors that exacerbate isolation?
In addition, the individual elements of Every Step of the Way will need to be evaluated in order to
assess this, including extensive feedback and opinion-gathering from older people, from those
11
involved in Ageing Better Networks, from partners and other stakeholders and from other delivery
agencies. This will involve testing opinion and outcomes of:





e)
Asset-based community development training.
Support for older people to enable participation in project governance.
Support for experts by experience.
Support for those involved in User Evidence Panels.
Effectiveness of engagement and participation – is it meaningful, realistic and achievable?
Is remedial action required to render it more so?
Community mapping

Have we been effective in our aim of mapping/identifying isolated older people and older
people at risk of isolation in the communities in which they live?

Have we been effective in mapping the community assets that can play a part in helping to
address social isolation?
f)
New service directory

Has the development of a new service directory been successful in enabling greater
numbers of older people to better understand the services and activities available to them?

Is it effective as a signposting tool (amongst Ageing Better Networks and others)?

Is it being used effectively by other delivery agents, stakeholders, partners?
g)
Ageing Better Local Action Plans
The development of Ageing Better Local Action Plans will be a key objective in the latter years of
the project, and one of the primary methods for effecting long-term change, service redesign and
the continuing involvement of older people in informing services.
The evaluation will therefore need to examine:

Whether the right partners and service delivery organisations have been assembled to
enable the development of Local Action Plans.

Whether leadership in developing Local Action Plans is sufficiently robust.

Are older people adequately involved in their development?

Is the Every Step of the Way training and empowerment programme providing adequate
support to enable ‘co-production’ at this level?

Is any remedial action required either in support for older people, leadership in developing
the plans or partnerships of organisations involved in order to ensure that such plans can
successfully be developed towards the end of the project?

What is the caliber of the Local Action Plans produced – how robust are they? Do the
propositions they include make a meaningful contribution to effecting long-term change in
the four priority groups (e.g. service change, changes in provision, a more age-friendly
12
neighbourhood, greater and lasting resilience of older people, sustainable and lasting
change at the local level, service integration)
h)
Ageing Better Fund
Our Ageing Better Fund will invest in locally identified proposals (new activities, services, initiatives
etc) and it is also intended that the fund could be open to incoming donations and/or sponsorship
from organisations and individuals. Therefore the evaluation will need to examine:
i)

What has been the effectiveness and impact of the activities/initiatives funded?

Testing wider attitudes towards the activities/initiatives funded – take-up, benefit, what older
people think of the newly funded provision.

Are there any apparent inequities in the funding of activities/initiatives?

Has the project been successful in its aim of enabling/encouraging wider sponsorship or
donations to the fund/project?

What remedial action might be taken to improve effectiveness of the fund and increase
donations to the fund?
Sharing learning
BIG Lottery Fund have named Ageing Better as a ‘test and learn’ project. The effective sharing of
learning is critical. It is also vital that the project shares its learning effectively as a project
deliverable, in order to influence other providers, wider opinion/attitudes, and the local
communities.
This will link to the marketing, PR and communications functions of the project, as well as the
capacity and use that partners and other stakeholders make of the learning (and data and
information) available from the project.
The Learning & Sharing Group will be responsible for co-ordinating all aspects of learning, sharing
and dissemination of lessons learnt from the project.
The evaluation will also need to include include sampling exercises aimed at assessing how well
learning from the project is being shared, the extent to which it is influencing and changing the
practice of other providers, policy-makers and stakeholders, and whether remedial action is
required at any point to improve this.
j)
Supporters’ Scheme
An assessment of the effectiveness of the project’s plans for turning Ageing Better into a highprofile local Supporters’ Scheme to which local businesses, institutions and organisations can
belong and to which donations, sponsorship and in-kind CSR donations can be made.
*
The independent evaluation is closely aligned with the overall structure and components of the
project, specifically with the intention that it should support the test and learn approach of the
13
project and provide quarterly information in the following priority areas of enquiry. In order to do
this, the evaluator must be able to furnish appropriate data/information on a quarterly basis that
can be incorporated into the project’s monitoring returns to BIG. This information will need to
include:







Personal outcomes for older people.
Reduced loneliness/isolation and increased community involvement and connectedness.
Support and empowerment – specifically the effectiveness of our Every Step of the Way
support programme.
Older people’s involvement and engagement with the project at all levels, including
governance and decision-making.
Whether our preparatory workshops, events and training are contributing to older people
feeling more positive about themselves/their contribution, more resilient, and feel better
able to cope with the life-changes and circumstances that can trigger isolation.
Whether involvement in and support from the project are enabling older people to reduce
dependence/demand on other statutory services.
Neighbourhood change – more positive attitudes towards ageing and older people.
We will also require the local evaluator to conduct an Equality Impact Assessment for the project
once every year and report its findings – along with recommendations for remedial action should
this be indicated – to the Partnership.
14
04
TABLE: OF CORE PARTNERS
Partner Organisation
Address
Partner representative
Ageing Better Ambassador To be elected
To be elected
Ageing Better Ambassador To be elected
To be elected
Aston University
Aston Triangle,
Birmingham
B4 7ET
Age UK
55 Alcester Road South,
Kings Heath,
Stella Goddard
Birmingham B14 7JG
Birmingham Age Concern
76-78 Boldmere Rd,
Sutton Coldfield B73
5TJ
Richard Shaw
Balsall Heath Church
Centre
100 Mary St, Balsall
Heath, West Midlands
B12 9JU
Rev. Catherine Grylis
Birmingham LGBT
Holloway Circus,
Birmingham
B1 1EQ
Steph Keeble
Birmingham Mail
Newspaper
BPM Media (Mids) Floor
6, Fort Dunlop, Fort
Marc Reeves
Parkway, Birmingham
B24 9FF
Dr. Carol Holland
Birmingham City Council:
1) Adults and
Communities
The Council House,
Victoria Square,
Birmingham B1 1BB
Alan Lotinga
Dawn Lowe
2) Public Health
15
The Royal Voluntary
Service
Hilda Simister House,
581 Pershore Road
Selly Park
Birmingham B29 7EL
Jennifer Ainsworth
Birmingham Settlement Age Well
359–361 Witton Road,
Aston,
Birmingham, B6 6NS
Rebecca Hadley
Birmingham Voluntary
Sector Council
138 Digbeth,
Birmingham,
B5 6DR
Brian Carr
Castle Vale Community
Regeneration Services
The Sanctuary,
Tangmere Drive, Castle
Vale
Birmingham B35 7PX
Lisa Martinali
Birmingham CrossCity
Clinical Commissioning
Group
142 Hagley Rd,
Birmingham, West
Midlands B16 9PA
Carol Herity
Digbeth Trust/Mind Body
Spirit Partnership
The Arch, 48-52
Floodgate St,
Birmingham, West
Midlands B5 5SL
Tony Clabby
The ExtraCare Charitable
Trust
7 Harry Weston Road,
Binley, Business Park,
Coventry CV3 2SN
Shirley Hall
Southside Business
District Ltd
Gallan House, 32 – 34
Hill Street, Southside,
Birmingham, B5 4AN
Julia Chance
St Paul’s Crossover
619 Bordesley Green,
Birmingham, B9 5XZ.
Mohammed Vaseem
Wragge Lawrence
Graham & Co LLP
Two Snowhill,
Birmingham B4 6WR
Lorna Gavin
Zurich Insurance
126 Hagley Rd,
Birmingham, West
Midlands B16 9PF
Amanda Openshaw
16
05
PARTNERSHIP STRUCTURE CHART
17
06
PARTNERSHIP STRUCTURE CHART
BVSC and Fulfilling Lives
Observations on leading three programmes
May 2014
1. Background
BVSC is currently the lead agency for two approved Fulfilling Lives programmes in
Birmingham (Talent Match and Supporting People with Multiple & Complex Needs)
and is the lead agency in a bid for a third (Ageing Better).
For the remainder of this paper, these programmes will be referred to as follows:
Talent Match – TM
Supporting People with Multiple & Complex Needs – CN
Ageing Better – AB
Not surprisingly, BVSC has learned a great deal from the process of leading these
respective programmes. This short paper is a collation of observations made by
BVSC’s Full Management Team at a meeting on 30th April 2014. It focuses on the
benefits and challenges inherent in leading on several Fulfilling Lives programmes
simultaneously.
BVSC welcomes the opportunity to discuss this matter in detail with Big Lottery
Fund staff and we hope that this paper will provide a good opportunity for joint
learning for both organisations.
2. General Observations
 2.1 The benefits outweigh the challenges
On balance, BVSC's Full Management Team and Board of Trustees feel that the
benefits of leading on three programmes outweigh the challenges. The benefits
impact the service users primarily, as well as BVSC itself. There are also potential
benefits for the Lottery in having a single organisation lead multiple programmes although we appreciate that with these benefits come certain risks which much be
closely attended to and managed.
 2.2 Where BVSC is coming from
The “golden thread” of BVSC’s involvement in all three programmes has been the
organisation’s commitment to supporting Birmingham’s voluntary sector. On all
three occasions, BVSC was actively encouraged by members of the sector to put
itself forward as lead, and was ultimately selected by a panel of sector
representatives to formally apply to BIG for the lead agency role.
18
This shows a significant "vote of confidence" in BVSC from the city's voluntary
sector. BVSC’s recognised position as an independent broker within the sector (i.e.
an agency whose primary role is not one of direct service delivery in the areas
covered by the Fulfilling Lives programmes) has been cited as a key reason for this,
and is largely seen by programme partners as an advantage.
As one key member of our CN Core Partnership said "we trust you and feel
comfortable sharing commercially sensitive information with you. We wouldn't feel
that way with a service delivery organisation that might be our competitor".
3. Benefits
 3.1 Learning & Evaluation links
Holding the lead agency role across two (and hopefully three) programmes is
providing an opportunity to think flexibly across the programmes in terms of handling
our approach to learning and evaluation. For example, thinking through how the
Intelligent Common Assessment Tool in CN would feed into the learning and
evaluation function was made considerably easier by having already worked this
through for the beneficiary assessment tool used in TM.
 3.2 “Building on a minimum standard”
Several elements of BVSC’s work in leading on each of the Fulfilling Lives
programmes are being improved over time, based on the learning from each
programme in turn. These include: Partnership formation processes; Expert by
Experience involvement activities and methodologies; Commissioning and
procurement approaches; Learning & Evaluation practices; and liaison with BIG as
the funder.
 3.3 Sharing learning across programmes
The ability to share learning across the three programmes has been invaluable, and
has increased efficiencies considerably. For example, the process of establishing
BVSC’s State Aid status for TM meant the process has been significantly easier for
CN and AB.
Other areas where learning has been (and/or will be) positively shared include: Risk
management; Human resources management; and Lead agency programme
management processes (BVSC has been able to provide advice, guidance and
template processes to the Children’s Society, which is leading on HeadStart).
 3.4 Inclusion of partner agencies and service users
The process of building robust partnership-formation and service user-involvement
processes in TM has read across into CN and AB. A number of partner agencies
are participants in a second or third of the BVSC-led programmes, which is perhaps
an indication of their positive experience in the first.
The process of engaging appropriate service users in subsequent programmes was
made slightly easier following the processes built up during TM (service user
engagement is, however, never “easy”, nor something we take for granted).
 3.5 Added value for beneficiaries through “cross-fertilisation”
19
This is arguably the most important benefit of the multi-programme role BVSC holds.
We have had positive reports from service users on all programmes (Experts by
Experience on CN, Youth Ambassadors on TM, and Older People on AB) about the
opportunities there have been for them to connect and meet each other across
programmes. For example, the recruitment of the Learning and Evaluation Manager
post – which is shared between TM and CN – involved service users from both
programmes in the recruitment panel.
 3.6 Building BVSC’s reputation as a partnership lead and encouraging
cross-sector involvement across several programmes
BVSC has significant previous experience of building successful cross-sector
partnerships (SRB4, New Deal for Communities, Community Empowerment Fund,
BASIS, Transforming Local Infrastructure, European Social Fund) but there is no
doubt that the recent Big Lottery funded programmes – particularly those under the
Fulfilling Lives umbrella – have provided the organisation with an ideal opportunity to
demonstrate its skills in these areas under more recent circumstances.
The “status” this accords BVSC is advantageous. It has enabled us to build (or
strengthen) relationships with key cross-sector delivery agencies and
commissioners, thus making their involvement in subsequent programmes easier to
secure, and increasing the opportunities for each programme to influence real
systems change in the city.
 3.7 Joint infrastructure
We have been able to build a degree of “joint infrastructure” across the programmes
which has the potential to maximise the sharing of learning and to ensure the
underpinning infrastructure of each programme is as efficient as possible. Joint
infrastructure approaches have included: a shared Learning & Evaluation Manager
post; the potential for the Talent Match Company to employ services users not only
in TM but also in CN and perhaps AB; shared back office and accountable
body/finance functions; a shared strategic “voice” for each programme through
BVSC’s CEO and Senior Management Team.
 3.8 Future learning (including for other lead agencies)
There now exists the opportunity for BVSC to share its BIG programme management experiences with others - both in terms of disseminating learning from
the programmes, and also in terms of sharing information on how to lead such
programmes.
 3.9 Building on our relationship with BIG
This, again, is arguably a key benefit. The opportunity to engage with BIG in
different programmes – and via different BIG teams – has enabled BVSC to gain a
wider appreciation of BIG priorities and to develop a perspective on the different
approaches taken in different programmes. We welcome the open approach BIG
has taken to receiving constructive feedback from this perspective!
20
4. Challenges
 4.1 Perceptions and misperceptions
Given the success of the Talent Match and Complex Needs partnerships at securing
resources for Birmingham, a perception has arisen in some quarters that BVSC is
“hogging” the role of Fulfilling Lives lead agency, or the money. Both perceptions
can of course be refuted:
 BVSC was actively invited by voluntary sector representatives to apply to lead
TM, CN and AB (before being selected to do so through an agreed process),
and has provided support to the Children’s Society in their role as lead for
HeadStart.
 The Business Plans for TM, CN and AB each set out that the majority of
delivery will be via partner agencies, which means a significant proportion of
the resource flow through BVSC to partner agencies and community groups.
We note with some concern that we have received intelligence (anecdotally, but
from different sources) that some of these perceptions have found their way to and
have possibly gone unchallenged (or are even repeated) by key funders and
statutory partners such as BIG and Birmingham City Council.
Consequently, it will be important for BVSC’s Board of Trustees to maintain a close
watch, both on the climate of perceptions about BVSC amongst partner agencies
and key funders, and on BVSC’s responses to these. This is an issue BVSC would
like to discuss further with BIG.
 4.2 Risk of "keeping others happy" at expense of programme outcomes
It will be important to ensure that BVSC's reactions to the above
perceptions/misperceptions are measured, considered and appropriate. We
recognise the risk of a knee-jerk reaction which might satisfy some elements within
the sector but which will be unsatisfactory to other elements - or, worse, leave them
feeling excluded. Our key focus is to remain accountable to the partnerships we
lead, the funders whom we work to, and to the beneficiaries we seek to support.
 4.3 Risk of stagnation
We have recognised that it will be important to avoid the trap of thinking that we
"know how to do it". Whilst experience from each programme is usefully feeding into
the next, we continually recognise that each is unique and requires a fresh approach
(AB is very different to TM). The recruitment of new staff onto each of the
programmes is helping to keep our perspective "fresh"!
 4.4 Shifting timescales
We have had to be adaptable due to delays in confirmation of grant (CN) and a long
lead-in period to programme launch (TM). Whilst the delays have brought some
advantages (e.g. longer planning times) they also have had significant
disadvantages - not least in terms of developments in the political and social
environment. For example, in the gap between TM's national launch and
21
confirmation of the Birmingham grant, several other NEET programmes have been
launched, potentially impacting significantly on Talent Match, which is now operating
in a different climate than originally envisaged.
 4.5 Variability of programme approaches by BIG
There have been some significant (and not irrelevant) variances in programme
implementation from BIG across all three programmes. This gives BVSC (and some
partners who are involved in more than one programme) a useful perspective on
what has worked well (and not so well) in the implementation phase of each
programme. Perhaps it would be possible to explore the option for common
programme management approaches, drawing on the Birmingham experience?
 4.6 National evaluation and support approaches
Whilst remaining committed to the principle of local and national evaluation across
all three programmes, and to the need for sound external support, we are conscious
that the approaches taken by national evaluators and national programme support
agencies have varied considerably across all three programmes. Support available
has at times been useful, and at other times limited, and in terms of the national
evaluation approaches, these have felt more ‘connected’ to the local landscape on
certain programmes than on others. It would be useful to reflect more on this with
BIG.
 4.7 Balancing BVSC’s 'core' and 'programme' activity
BVSC takes seriously the need to properly invest in programme management and
governance capacity. Whilst leading on three programmes brings some useful
economies of scale (see 3.7) it also necessitates a serious investment in the general
infrastructure of BVSC to ensure that capacity is sound across all programmes.
Whilst this can bring efficiencies, it is important to recognise - as BIG and BVSC
have done - that this doesn't automatically mean "cheaper" (although it can mean
this too).
 4.8 Guarding against "programme drift"
We are conscious that while initial programme purposes were described as being
focused on service and attitudinal change, monitoring processes (particularly in CN)
have tended to emphasise monitoring of outputs and service delivery activities (e.g.
number of beneficiaries receiving support from Lead Workers). We are committed
to meeting funder requirements (and recognise that these need to flexible) but are
very keen to preserve the integrity of the initial spirit of the programmes. This would
be a topic we would be interested in discussing more with BIG.
5. Conclusion
It is the view of BVSC’s Full Management Team and Board of Trustees that the
opportunity to lead on 2-3 Fulfilling Lives programmes has brought advantages
which significantly outweigh the challenges. These advantages are available for
22
BVSC itself (in terms of being “better equipped” to take on each new programme)
and, we believe, for BIG (in terms of investing in an “expert lead”).
Most importantly, the advantages relate to the programme partner agencies (who
are able to work with, support and advise an organisation that is growing its
expertise in Fulfilling Lives programme management) and for the service users (who
are able to benefit from strong and developing ‘Expert by Experience’ engagement
processes within BVSC).
We hope that this paper provides some useful “food for thought” for BIG’s
considerations of next steps in Fulfilling Lives and other programme areas. BVSC’s
Full Management Team would be happy to discuss this – and other related matters
– with BIG staff, and therefore extend an open invitation to meet with us when
convenient to reflect further on the issues raised.
For further information, please contact:
Brian Carr
Chief Executive, BVSC
brianc@bvsc.org
0121 678 8801
23
AGEING BETTER IN BIRMINGHAM — RISK FACTORS OF
07
ISOLATION

Living alone

Low numbers of social contacts

Low quality of social relationships

Difficulty in getting out and about (personal physical mobility, driver cessation, transport
difficulties)

Fears associated with going out and about (fear of falling, fear of crime (Ross & Jang,
2000), in- continence, Fultz & Herzog, 2001)

Perceived prejudices and lack of social acceptance (stigma, e.g. LGBT, dementia) (Age
concern literature good on this.)

Sensory loss (hearing impairment e.g. Heine et al., 2002), low vision, Jang et al., 2003)

Change in main social contact(s) (bereavement, onset of dementia, depression, or serious
ill- ness in partner)

Mental health issues (depression, McCrae et al., 2005) Dementia (Wang et al., 2002)

Lack of belonging to a social or cultural group (e.g. a lot of research on positive influences
of religious involvement)

Carer status

Cultural isolation

Poverty and personal resources (Ackley & Ladwig, 2010)

4 or more chronic illnesses (Havens et al, 2004)

Retirement

Low education

Lack of IT literacy

Quality of relationships – esp with adult children or potential sources of help.

Evidence: Berkman et al (2000); Nicholson (2012)
24
08
LITERATURE REVIEWED
Active at 60 ‘Community Agents’ Programme: Evaluation (Community Development Foundation:
2012).1
A Better Offer: The future of volunteering in an ageing society, Commission on the Voluntary
Sector & Ageing/NPC/OLC (Aug 2014).2
Contact the Elderly: Reaching Isolated Older People – Results of a project to evaluate alternative
methods of service delivery and support to isolated and lonely older people (Contact the Elderly:
2008).3
Expert by Experience – structured interviews, Dr Barbara Hagger (Aston University: 2014).
Foundation Findings: Intergenerational Solidarity (European Foundation for the Improvement of
Living and Working Conditions: 2012).4
Healthy Ageing in the 21st Century: The Best is Yet to Come, (University of
Birmingham/Birmingham Policy Commission: 2014).
How an Asset-Based approach can help achieve better services for older people at risk of social
isolation Ageing Better: Better Services Working Group (March 2014).
Isolation: the emerging crisis for older men – A report exploring experiences of social isolation and
loneliness among older men in England Independent Age/International Longevity Centre UK:
2014).5
Loneliness Study: Headline Findings (The Silver Line/ComRes: Nov 2013).6
The Lonely Society, Griffin J (Mental Health Foundation: 2010).7
Notes and Case Studies from meeting 12th Feb 2014: Ageing better: Evidence Working Group.
Older Adults Living Alone (Birmingham) – With Projections to 2020: Aston Research Centre for
Healthy Ageing (2014).
Older People – Independence & Wellbeing: The Challenge for Public Services (Audit Commission:
1997).8
1
The Active at 60 Community Agents programme, funded by DWP, provided small amounts of funding to community groups so
that volunteer ‘Community Agents’ could reach out to people at risk of social isolation and help them to stay or become more active
and positively engaged. The evaluation showed the distinct value of local volunteers, connected to local community groups. These
volunteers could use their local connections and networks to locate older people and typically used word of mouth to get people
involved (88% did so). http://campaigntoendloneliness.org/toolkit/community-agent-evaluation/
2
http://cvsanpc.files.wordpress.com/2014/08/a-better-offer_the-future-of-volunteering-in-an-ageing-society1.pdf
3
http://217.8.253.114/wp-content/uploads/2011/01/Franchise-Project-Report.pdf
4
http://www.eurofound.europa.eu/publications/htmlfiles/ef1238.htm
5
http://www.independentage.org/isolation-a-growing-issue-among-older-men/
6
https://www.thesilverline.org.uk/wp-content/uploads/2013/11/The-Silver-Line-Loneliness-Survey-FULL-FINDINGS-1.pdf
7
http://www.mentalhealth.org.uk/content/assets/PDF/publications/the_lonely_society_report.pdf
“We need a fundamental shift in the way we think about older people, from dependency and deficit towards independence and
well-being. Older people value having choice and control over how they live their lives. Interdependence is a central component of
older people’s well-being; to contribute to the life of the community and for that contribution to be valued and recognised.”
8
http://archive.auditcommission.gov.uk/auditcommission/sitecollectiondocuments/AuditCommissionReports/NationalStudies/OlderPeople_overarch.pdf
25
Older people who self fund their social care: A guide for health and wellbeing boards and
commissioners: Clive Miller, Antonia Bunnin, and Vic Rayner (OPM/SITRA: Sept 2013).
Preventing loneliness and social isolation: interventions and outcomes: SCIE Research briefing
39, Karen Windle et al (Social Care Institute for Excellence: 2011).9
Promoting Mental Health and Well-being in Later Life: A guide for commissioners of older people’s
services (AgeUK: 2010).10
The Relational State: How recognising the importance of human relationships could revolutionise
the role of the state, G Cooke & R Muir, eds., IPPR (Nov 2012).11
Spotlight on Older People in the UK: Help the Aged (Older People Researching Social Issues
(OPRSI) / ICM Research: 2008).12
The support older people want and the services they need: Roger Clough, Jill Manthorpe, OPRSI
et al, Joseph Rowntree Foundation (n.d).
Volunteering by Older People in the EU, Ehlers, A et al (European Foundation for the
Improvement of Living and Working Conditions: 2011).13
What causes health? H Burns, Royal College of Physicians of Edinburgh (JRCPE.2014.202).14
9
http://www.scie.org.uk/publications/briefings/briefing39/index.asp
Useful in identifying the other types of preventative services to which older people can be referred – may also furnish ideas for
activities Ageing Better Networks could develop,
10
11
Available at: http://www.ippr.org/assets/media/images/media/files/publication/2012/11/relational-state_Nov2012_9888.pdf
12
http://www.ageuk.org.uk/documents/en-gb/for-professionals/government-andsociety/id7236_spotlight_report_2008_pro.pdf?dtrk=true
13
The basic assumption of this report is that the risk of social exclusion of older people can be combated by encouraging them to
take up volunteering and thus promoting the idea of active ageing. Consequently, the focus is on such measures of volunteering
that might serve both the older volunteers themselves by promoting their social inclusion and/or avoiding social exclusion as well as
those who benefit as recipients from the volunteering of older people, particularly those who are themselves also at risk.
http://www.eurofound.europa.eu/publications/htmlfiles/ef1134.htm
This article considers “the need to develop the personal assets which individuals and communities harbour, often unrecognised,
and which allow them to participate fully in the creation of wellbeing for themselves and their neighbours.”
http://www.rcpe.ac.uk/sites/default/files/burns.pdf
14
26
09
AGEING BETTER NETWORK STARTER PACK
Ageing Better Birmingham is a Big Lottery-funded project led by Birmingham Voluntary Service Council on behalf of a
partnership that includes voluntary groups, older people’s organisations, Birmingham City Council, the NHS and some
big companies, such as John Lewis, the Hippodrome Theatre and the Birmingham Mail.
INTRODUCTION
Birmingham has won Big Lottery funding of £6.2m to help make the city a place where older
people are valued and supported and have a continuing contribution to make. And you can help!
We are starting a new movement of volunteers who want to make Birmingham the best place to
grow old.
We’re doing this by encouraging the formation of volunteer Ageing Better Networks. All you need
is a few people to make it happen – we can help with the rest.
What is an Ageing Better Network?
Ageing Better Networks are groups of people who will help stay in touch with and look out for older
people in their area. They offer simple, practical local support and involvement for older people –
this might be as simple as just stopping by to make a cup of tea and have a chat, helping with
shopping or changing the odd light bulb. But equally, Ageing Better Networks can work with older
people in their area to help start entirely new activities or services that older people want but
currently have no access to. The project can help with modest funding for these new activities.
Ageing Better Networks go door-to-door to identify older people who want to participate and start
to build up a list (name, address, phone number, email address if available) so that volunteers
know who wants a visit and who to contact to spread the word about forthcoming events or
activities.
You can start an Ageing Better Network as part of a street, a neighbourhood, an estate, a place of
worship, an existing community group, a local business, a tenants’ group – anywhere that there
are willing, eager volunteers who want to support the Ageing Better Network idea!
And the idea is simple. You get together with friends or neighbours in your immediate area and
start your Network. We register the Network on a central directory so that we know where
Networks exist and can point people towards them.
THINGS YOUR NETWORK CAN DO
Ageing Better Networks can do as much or as little as their volunteers have time for.
The aim is to start simple and grow from there. Here are some ideas…

Befriending…Start a local befriending scheme.

That little bit of help…Organise house visits to older people to see if there are little things
you can do to help – shopping, changing a light bulb, putting bins out, or just popping in
once a week to make a cup of tea and have a chat.
27

Trips and visits…Organise group visits – to the supermarket, into the city centre, to the art
gallery, to wherever people would like to go. Perhaps there is a local day centre or lunch
club that more older people would like to be able to go to. Can you help them get there – by
arranging lifts, or travelling as a group. You could even start a lunch club, if one doesn’t
exist – or a brunch club, or an afternoon tea club, or a coffee morning. Be inventive – see
what older people in your area fancy doing and try to find ways to make it happen. That’s
the Ageing Better Network spirit!

Work with others…Join up with a local organisation, such as a local health centre, lunch
club, church or community group and see what you can do together.

Find out what older people want…Talk to the older people you meet and find out what
they would like to do.

Share your ideas and learning – Find out what works well and spread the word so that
more and more people benefit

Walking and exercise…Start a weekly walking group – go to a local park and finish up
with tea and cake at someone’s house.
And remember – look out especially for older people who are unable or reluctant to leave the
house. By offering some company and kindness you can help these people get involved and
become less isolated.
Funding available
What you do doesn’t have to be complicated – and it doesn’t have to cost anything either. But if it
does we can help with these basic expenses through our Ageing Better Fund. You can apply for
up to £250.00 to help start a Network. This can help pay for leaflets or posters so that you can
publicise the idea in your area and get people interested.
And if you want to do something more ambitious, we can help with payments of up to £2,000.00 to
fund activities that older people want but don’t currently have access to.
As Ageing Better Networks grow and become more confident we hope that they will do more –
that they will join up with other local groups, for example, to increase their membership and range
of activities, share learning or start new activities that older people in the locality want to see
happen.
SOME BASIC PRINCIPLES
Ageing Better Networks are about a new movement of community volunteers who want to help
ensure that older people are valued and included. This is a new way of looking out for each other,
of creating neighbourhoods where it’s easier to grow older – not just now but in the future too. It’s
about us – all of us, because we will all be old one day!
Dos and don’ts…
Do…

Do have a ‘lead volunteer’ who is willing to be the named contact for the Network and who
will take a lead role in co-ordinating the Network.
28

Do help older people do the things they want to do. See the positive things that people
have to contribute, not just the negative things, the things they can’t do.

Do treat everyone you have contact with – and not just older people – with respect and
dignity.

Do be careful about your own and others’ behaviour to ensure that older people are not
inadvertently frightened or intimidated, especially when visited. Always display the volunteer
badge you will be given and always carry some of the Ageing Better Network explanatory
leaflets.

Do keep a ‘register’ of those involved in your Ageing Better Network, including name,
address, telephone number/mobile number and email address (if available).

Do look out for volunteers with particular skills or abilities – those able to speak community
languages, for instance.

Do make contact with other local organisations and community groups that may want to
support your activities. This can be a quick route to finding additional volunteers and other
useful things, such as free meeting rooms, access to other services or activities.

Do be prepared to share your learning. It can make a real difference.

Do think about the safety and wellbeing of the older people involved in your Network – and
do think about your own safety too. Use your common sense in what you do and the
activities you offer – and if in doubt ring our Network advice line on 0121 XXX XXXX.
Don’t…

Don’t discriminate on the basis of race, religion, age, gender, sexual orientation, or
disability. Everyone is treated equally well. If you ever have concerns that this isn’t the case
then you should immediately contact 0121 XXX XXXX.

Don’t visit older people unannounced. Do a preliminary leaflet drop in the area you propose
doing door-to-door calls in to ensure that there has been some forewarning.

Don’t behave in ways that might be inadvertently intimidating or ‘inappropriate’.
HOW WE CAN HELP YOU
Help and advice will be available to guide you in setting up your Ageing Better Network.
In some parts of the city there will also be local Ageing Better Hubs that can help you.
Training will also be available for volunteers that want to benefit from this.
We can also help with other training to help you be better organised – such as using social media
as a community organising tool.
CONTACT POINTS
Main contact points are as follows:
29
Concerns, questions or more information about starting an Ageing Better Network
please ring the Ageing Better Advice Line 0121 XXX XXXX or email xxxxxx@bvsc.org.
If you call on an older person who clearly needs medical help or is distressed you
should call this number urgently 0121 XXX XXXX.
For Ageing Better Fund enquiries ring 0121 XXX XXXX.
For volunteer training ring 0121 XXX XXXX.
To request an Ageing Better Network publicity pack ring 0121 XXX XXXX.
BVSC
Lead Partner for Ageing Better Birmingham
info@ageingbetterbirmingham.org
0121 xxx xxxx
30
10 MARKETING, COMMUNICATION & CAMPAIGNING –
PLAN
a)
FRAMEWORK
Launch
We will hold a high-profile public launch of the project with keynote speakers from Westminster (a
Birmingham MP), Birmingham City Council, and older people’s organisation/s. Older people will
also be prominently involved in the launch as speakers and advocates for the project.
b)
Patron
We will seek a high-profile Patron to help promote the project and raise its profile, and to offer a
recognisable face for our campaigning, promotions and branding. We believe that Birmingham
Ageing Better would offer a strong opportunity for the right patron because in this instance the
patron relationship doesn’t have to revolve around fund-raising especially – we would have much
greater freedom to try and engage the support of a patron who is themself a positive role model for
ageing, who would have wide appeal amongst older people, who would help project positive
messages about ageing, and who could become an instantly recognisable ‘face’ of the project and
its ‘cause’.
c)
Website
We will establish a project website that:

Acts as a showcase and source of information for the project.

Provides downloadable resources and materials including:
o A promotional pack, posters, Ageing Better Network starter pack, guidelines etc.
o A downloadable and online/searchable older people’s service directory, accessible
on PCs and smartphones, backed up with an app.
d)

Provides the contact point for Ageing Better Hubs.

The registration point for Ageing Better Networks.
Stakeholders
Project stakeholders fall into the following groups and our promotion, marketing and messages will
be tailored accordingly:
1. Stakeholder group: Older people generally from all parts of Birmingham. Key messages:
How the project can help those who are isolated, at risk of social isolation, or who wish to
be involved in early intervention and preventative activities to reduce the risk of future
isolation.
2. Stakeholder group: Older people who are fit and active. Key messages: These
individuals will be a particular target for starting or participating in Ageing Better Networks
or volunteering in other capacities in the project.
3. Stakeholder group: Older people in our priority groups/localities (outer-city Tyburn, innercity Sparkbrook, older LGBT people, and older carers). Key messages: How the project
can help those who are at particular risk of isolation or face other compounding factors.
31
4. Stakeholder group: People of all backgrounds and ages – including young people – who
wish to start or participate in an Ageing Better Network or wish to support the project in
other ways. Key messages: That this is an inter-generational project for everyone who
wishes to be part of making Birmingham a better city in which to grow old, in which the skills
and experience of older people are recognised and their continuing contribution to the
community encouraged and enabled.
5. Stakeholder group: Partners, relevant delivery organisations and statutory agencies: Key
messages: How to support the project, refer clients to it, be part of its activities, or align
their existing activities/services with the project.
6. Stakeholder group: Businesses and organisations that wish to start or participate in an
Ageing Better Network or support the project in other ways. Key messages: How they can
join the Supporters’ Scheme, make in kind or financial sponsorship/contributions, or use
their CSR activities to support older people.
Target audience
Clearly, the most important single audience is isolated older people and those at risk of isolation
and we will pay particular attention to messages and methods that can reach these people. For
example:

We will ensure that Ageing Better Networks play a key role – these volunteers-on-theground will have a primary emphasis on door-to-door visits to identify isolated older people
and those at risk of isolation.

We will work through other partners, stakeholders and agencies to ensure that we reach
isolated older people by referral and by word-of-mouth.

As part of a systematic outreach campaign we will deliver tailored presentations at events
and meetings, and to appropriate service delivery organisations, older people’s
charities/advocacy groups, residents’ and tenants’ groups, statutory service providers, third
sector organisations, faith organisations, Housing Associations etc. There will be a
particular focus on organisations where traditions of volunteering (especially in elderly
support) are already strong e.g. churches and church-led organisations, Mosques, Scouts,
Girl Guides, Boys’/Girls Brigades, Sea Cadets etc.

We will work with statutory service providers such as Birmingham City Council and
Birmingham CCGs to ensure collaborative mailshots that will reach the target audience in
their homes (e.g. winter flu inoculations).
Importance of an asset-based approach to marketing and communications
This is an asset-based programme and this approach will be consistently reflected in our
marketing and messaging. For example, we will:

15
Utilise positive messages and role models because these have proven to be more
engaging and attractive to older people in numerous advertising and marketing campaigns
– e.g. “rejuvenated grandparents cycling with their grandchildren or practicing tai-chai are
more effective than the stereotype of a frail arthritis sufferer”.15
See The Economist, 2002. http://www.economist.com/node/1270771
32
e)

Utilise messages that have a strong inter-generational appeal, because Ageing Better
Networks are intended to appeal to all ages, including younger people.

Emphasise that this project is about creating a new movement for community action on
ageing and isolation – a movement in which all can be involved.

Include preparatory events, talks, activities and presentations for older people designed to
help them see themselves more positively and appreciate that their life-experiences and
‘ordinary skills’ are important assets that enable them to make a continuing contribution to
the community. This will be very much a focus of our Every Step of the Way support and
empowerment programme. We will also provide tools and materials to enable other
organisations to run such events with their own clients.16
Marketing methods
When commissioning our marketing and promotion functions the emphasis will be on providers
that can deliver an integrated service and who recognise and understand the audiences and
stakeholder groups central to this project. We anticipate that the following marketing methods will
be used:
1. Local radio – advertising and editorial (BRMB, Heart FM, Saga, Blaze FM, Switch Radio
Castle Vale, Scratch Radio – student station etc).
2. TV – especially ‘tea-time’ local news/current affairs (BBC Midlands Today and ITV/Central
news (and associated websites)
3. Online and social media, including prominent links/features on partners’ websites, older
people’s charities.
4. Leaflets for door-to-door distribution, both city-wide and in our priority groups/areas.
5. A hard-copy and downloadable promotional pack including posters, leaflets, window
stickers, special referral leaflets etc for use in local businesses, doctors’ surgeries/health
centres, older people’s organisations, partners’ and stakeholders’ premises.
6. Tailored presentations as part of a systematic outreach campaign at events, meetings,
appropriate service delivery organisations, older people’s charities/advocacy groups,
residents’ and tenants’ groups, statutory services, third sector organisations, faith
organisations/groups etc. Joint working with Housing Associations, care providers,
sheltered/supported accommodation will be a critical element to ensure that older people
are reached irrespective of their housing tenure.
7. Events that foreground the experience and contribution of older people but designed to
have inter-generational appeal will be central to promoting the project and to sharing the
key messages and learning of the project. Such events do not need to be costly or
especially large – they can happen at many different levels, from the high-profile city-wide
event, to the small-scale and local.
16
"Preparatory courses can succeed in involving these people by, firstly, helping them to see their life experience and supposed
ordinary skills as valuable preconditions for volunteering. Secondly, these courses can support a way of re-orientation subsequent
to a critical life event, for instance retirement or loss of a family member." See: Volunteering by Older People in the EU, Ehlers, A et
al (European Foundation for the Improvement of Living and Working Conditions: 2011).
http://www.eurofound.europa.eu/publications/htmlfiles/ef1134.htm
33
8. Working with statutory service providers such as Birmingham City Council and Birmingham
CCGs to ensure collaborative mailshots that will reach the target audience in their homes.
9. Support from our media partner Birmingham Mail, flagship retailer the John Lewis
Partnership and Southside Business District will help to ensure a high-profile Ageing Better
campaign right across the city.
Other marketing initiatives that we are actively considering include:
f)

Local bus advertising (specific routes/bus stops can be targetted).

The production of stand-up life-size figures for prominent display in appropriate venues –
especially useful to showcase older people’s involvement or the support of a high-profile
patron.

A Christmas/New Year campaign for Christmas/New Year 2015/16. This would be good
timing as the project will have been running for six-nine months, will have good news
stories to tell and Ageing Better Networks to showcase. Christmas and the New Year would
also be an appropriate time to appeal to supporters and volunteers to be part of Ageing
Better. We see this as something that could utilise the particular skills, profile and reach of
our media partner Birmingham Mail and be vigorously supported by our private sector
partners.
Influencing Policy and Service Design
Influencing policy and service design are vital elements of Ageing Better and will be central to our
marketing and communications. This is somewhat specialised work and merits further elaboration
here.
We do not believe that policy and service design can be influenced by marketing alone, important
as this is, and therefore our approach is two-fold and as well as the marketing and
communications element includes plans for four Ageing Better Local Action Plans as the basis for
collective action, long-term change and service improvement. Ageing Better Local Action Plans
are one of our stated project outcomes. This is how we envisage Local Action Plans working in
conjunction with an integrated marketing and communications plan.
Throughout the lifetime of the event there will be a constant flow of events, information, briefing
materials and resources designed to promote and share learning from the project. This will include
material from the Learning & Evaluation Group. These materials will specifically target other
statutory and third sector service providers and will be designed to highlight good practice, lowcost interventions and preventative approaches and encourage service change. Older people will
be prominently involved in these events and materials and we will seek innovative and more
engaging ways to showcase their involvement, such as story-telling, drama and comedy.
But this on its own will not be enough – we recognised this from the very outset. In order to effect
longer-term change and improvement in support and services for older people at the
neighbourhood level a key outcome of the project will be the production of four Ageing Better
Local Action Plans – one each for our four priority communities of inner-city Sparkbrook, outer-city
Tyburn, older carers, and older LGBT people.
The development of each Ageing Better Local Action Plan will be led by a Priority Ageing Better
Hub – it will be part of the work programme each Hub is commissioned to undertake. Older people
will be supported, trained and empowered so that they can meaningfully engage in the co34
production of these plans, and the aims, activities and objectives contained in the plans will be
financed via the Ageing Better Fund monies held by each Hub. The plans will be strategic, with all
key agencies and stakeholders involved in informing them. The aim of the plans will be to set an
agreed framework for longer-term aims and priorities which are:

Preventative, able to address not just the consequences of isolation but also its causes.

Locally determined.

Part of a continuing plan for making neighbourhoods ‘ageing friendly’ both within the lifetime
of the project and well beyond.
The plans will be developed in the later years of the project but work towards them – including
briefing statutory agencies, third sector organisations and local grassroots groups and beginning
to assemble the inter-agency partnerships which will contribute to them – will start early. Similarly,
work to train and support a cohort of older people who will be part of the co-production of these
plans has already begun (see the section on ‘Older People’s Engagement’ above).
The marketing and communications we undertake in pursuit of policy change and service redesign
will therefore constantly reiterate the production of Ageing Better Local Action Plans as the
ultimate goal, encouraging stakeholders to sign-up to be part of the planning partnerships involved
in the production of these plans.
We believe that coupling appropriate marketing and messages with real mechanisms for service
redesign that involve older people offers the greatest potential for effecting lasting long-term
change.
It will also be important for the marketing and communications support to target other key players
as part of the influencing and campaigning aspects of the project. This will include Healthy
Villages, the Better Care Fund, CCGs and others.
g)
Branding
We have not yet decided on overall branding for the project – this will be part of commissioning
our external marketing service. However, we are clear that – as with the Changing Futures
Together Programme – the project will need ‘rebranding’ in order to project an inclusive and
positive overall image that can appeal to the widest possible audience and promote maximum
involvement.
The Tender specification for our external marketing and communications service/s will include the
requirement for a new brand image to be developed.
We are also keen that the branding of the programme should bear in mind our objective of
creating as many opportunities as possible for private, public and third sector co-branding and
other in-kind contributions.
INTERNAL COMMUNICATIONS – FRAMEWORK PLAN
In internal communications we focus on communication amongst partners and other stakeholders.
Communication – responsibility within the project
35
We have established two internal groups – a Campaign Group, and a Learning & Sharing Group –
and these will be central to overseeing internal communications, the effectiveness of our
marketing and communications generally, and our sharing and dissemination of learning.
The Partnership Board – which will include the Campaign Group, and the Learning & Sharing
Group – will be presented with a quarterly project update which highlights progress against the
main deliverables and outcomes, any particular barriers, problems or issues, and key lessons and
learning as these emerge. It will be the responsibility of these individuals to help guide the
project’s wider communications and marketing accordingly, to review the effectiveness of
marketing activities already undertaken, to review key learning and lessons from the project and
contribute to its dissemination.
There will be frequent events, briefings, email bulletins, social media and website posts to promote
key areas of learning. With reference to the Partnership Board and the two work groups mentioned
above, it will be the responsibility of the Lead Partner (BVSC) to organize these, with input from
project team, the independent evaluator and others as appropriate.
Our internal communications plan covers five areas: key messages; promoting project successes;
sharing learning; communicating management and delivery information; and raising awareness
and understanding of the project. These are explained below.
Key messages
We have already identified a number of key messages that will be important to wider stakeholders.
These include:

How ideas can be turned into action.

How innovative low-cost interventions and preventative measures to address social
isolation can be delivered in practice.

How the project’s activities are informed by and developed with older people.

Effectiveness of resources and appropriateness of roles/functions within the model.

Methods of engagement and their effectiveness in reaching isolated older people.

Methods of engagement and their effectiveness in reaching the wider population, especially
from an inter-generational perspective.

Effectiveness of Ageing Better leadership and governance and its involvement of older
people.

Overall impact and positive change for individuals.

Value for money and sustainability.
Promoting project successes
In promoting the successes of the project and its impact for older people we will utilise:

Overall data analysis and in-depth evaluation in our four target communities.

Individual journey tracking tools to measure 'distance travelled' against a range of relevant
indicators, including health and wellbeing, social isolation, and people’s pathways out of
isolation and loneliness (this data will be derived from the iterative project evaluation).
36

Peer sessions which include innovative means of engagement such as acting, role-playing,
comedy and story-telling to 'unlock' contributions.

User evidence panels to learn from older people's personal experience.

Visual journey capture including appreciative enquiry, ‘flip’ and ‘sensecam’ video to capture
users’ experiences.

Professional learning sessions for all public, private and third sector stakeholders engaging
with the project, especially in the context of working towards the development of Ageing
Better Local Action Plans.
Materials for sharing learning
Our dissemination of project learning/messages and our wider communication efforts will be
informed by frequent reports from the project evaluation team.
We anticipate there being at least one ‘learning bulletin’ per month (electronically distributed) as
well as posts and other materials that stakeholders can download and/or view on the website
and/or social media feeds; and at least two events per year to share learning and key messages.
However, we also know from experience just how pressed for time practitioners in virtually all
organisations are, especially in the current climate, and for this reason we will emphasise the use
of short video presentations (three minute clips) that can be posted online (or their links
circulated), accompanied with links to further information for those with more time.
Indeed, using quick, easy to digest information formats will be vital in producing a ‘drip-feed’ of
accessible information to keep stakeholders in touch with the project and its successes, and in
addition to video, podcasts, short blog/website posts and social media we will also explore the use
of info-graphics such as those produced by David McCandless/Information is Beautiful.17
Also of central importance in how the project communicates – both to partners and stakeholders
but more generally too – will be the new older people’s service directory we have planned, which
will exist in downloadable hard-copy form, a searchable online version and accessible by an app.
The directory portal will enable us to flag up new services or other items of interest on the website.
Communicating management and delivery information
Clear and coherent communication of critical management and delivery information will be a
particular emphasis. This will include:
17

The functioning, purpose, and membership conditions of the Supporters’ Scheme.

The functioning, purpose, eligibility criteria, administration and management of the Ageing
Better Fund – to Hubs, partners and stakeholders. We will also promote availability of this
funding vigorously via a more populist public campaign to older people, older people’s
organisations, Ageing Better Networks, stakeholders, grassroots groups, local voluntary
and community organisations etc.

Ageing Better Local Action Plans – how to get involved, their purpose and guidelines for
what they should look like.
Information is Beautiful: http://www.informationisbeautiful.net/visualizations/20th-century-death/
37

Purpose and functioning of the Ageing Better Hubs and Mini Hubs, backed up with a more
populist public campaign to alert residents to where they can find and how contact their
nearest Ageing Better Hub.
Raising awareness and understanding of the project
Raising awareness and understanding of the project will be vital amongst supporters, possible
referrers to the project, and the wider constituency of older people’s organisations/providers,
including statutory services. To this end there will be a consistent programme of outreach
activities throughout the lifetime of the project including:



Briefing events.
Roadshow programme.
Presentations to relevant organisations (older people’s organisations, service providers,
VCOs, faith organisations, business groups, tenants organisations etc).
38
12
STAFFING STRUCTURE DIAGRAM
39
13 AGEING BETTER IN BIRMINGHAM – GUIDING PRINCIPLES FOR EVERY
STEP OF THE WAY:
1)
Asking people their views on issues before decision-making.
2)
Ongoing monitoring and evaluation in order to demonstrate the difference Every Step of the Way is
making (outputs, outcomes and impact).
3)
Staff training to understand how to work and communicate with older people, particularly
those with physical or mental impairments, e.g. communicating with someone with
dementia.
4)
Supported by strong leadership within BVSC and the wider Ageing Better partnership.
5)
Address as many barriers to participation as possible and be as flexible as possible;
recognised barriers include:




Culture and Language
Physical and mental health issues
Transport and other access issues
Time commitments and timing of meetings
6)
Use different channels of communication, with a preference to real-life relationships and
face-to-face interactions.
7)
Understanding local demographics and ensure engagement is considerate of the local
landscape (poverty, health etc).
8)
A continuous process rather than a one-off event embedded in the way Ageing Better in
Birmingham works from start to finish.
40
14
ENGAGEMENT WITH OLDER PEOPLE & PROJECT
GOVERNANCE
Ageing Better in Birmingham: Older people engagement and Involvement Feedback Report
Background
We commissioned a piece of work to identify a cohort of 20 individuals over the age 50 to be
actively involved in coproducing Ageing Better in Birmingham. These 20 individuals will form initial
group of co producers to be involved in the development, management, delivery, monitoring and
evaluation of the project.
In order for this group to be representative and diverse, we have recruited individuals from our four
priority communities and city wide as follows:
 4 individuals from Tyburn
 4 Individuals from Sparkbrook
 4 Individuals from LGBT community
 4 Individuals who are carers
 4 individuals from across the city of Birmingham.
Each individual has a personal experience of isolation to
varying degrees. Their experiences of causes, barriers
and solutions will help to inform and shape Ageing Better
in Birmingham.
Engagement activity
The Ageing Better in Birmingham Partnership brought together the individuals identified to
coproduce the programme. We have learnt through this process that engagement with this cohort
is a shared journey, where trust and relationships are vital to successful and meaningful
involvement.
The aim was to:



Start conversations around Ageing Better and for each individual to share their personal stories
and experiences that would help shape the programme.
Shape shared understandings to enable their involvement and to build trust and relationships.
Establish methods of communication, what they could contribute and methods of involvement.
To achieve our aim we:




Created safe spaces for sharing experiences by allocating one support facilitator to a group of
four individuals
Asked each group to consider what assurances they would like from each other and from the
programme to feel comfortable and able to share personal experiences to shape the
programme. These have be applied to all involvement activities.
Asked each individual to share their personal experience of isolation, which included: what
caused them to feel isolated or lonely, their circumstances and what they felt has helped them
to feel less isolated. The facilitator worked with the individuals to pick out common themes,
issues, barriers and solutions based on their experience to feed into programme design and
delivery. This was done through discussions and visual representations.
Asked for feedback in regards to future methods of communication, further involvement and
what they would like to contribute to the programme in the future.
41
Feedback on common understandings and ground rules
The individuals collectively decided and agreed upon the following:
1)
2)
3)
4)
5)
6)
Listen to each other, without interrupting
All opinions are valid
Challenge the issue and not the person
Don’t make assumptions
Check understanding
Personal experiences and stories are confidential, talk about the issues instead. Personal
experiences and stories should not be repeated elsewhere without approval from the
individual.
7) Don’t monopolise discussion and allow others to contribute
8) Be truthful, honest and open
9) Respect difference – don’t judge
10) Take care of each other. There may be times when sharing an experience will be difficult to
tell but also difficult for someone to hear.
11) Take space if needed
12) Good communication with each other and from the Ageing Better in Birmingham
programme.
13) Leave well - make sure that everyone is in a good place after engaging.
These shared understandings represent what our coproduction group collectively believe should
be in place, for all to sign up to and follow, to feel comfortable and able to share their experiences
and opinions whilst being involved in shaping the project. These will form and influence the
policies and procedures that are put in place to ensure meaningful and ongoing involvement of
older people in our plans.
Personal experience of isolation or loneliness
Our cohort described their experiences and circumstances of:





Trigger points that cause isolation or have isolating factors
The barriers that individuals face in their life or community
What has helped them overcome isolation or work their way towards this
What is important
Common themes or comments in relation to isolation and how individuals respond to
isolation
No personal details or stories were captured for intelligence at this stage but shared amongst
those who were present on each table.
From our discussions, we discovered that quite often it was an event in people’s lives that proved
to be a catalyst, with a knock on effect that enforced change, for example: divorce, family moving
away, deterioration in their or in a loved one’s health. Across all individuals, regardless of
geographic location or thematic community, expressed the following common themes in regards to
the trigger points that cause isolation:
Life changing events that can cause isolation:
42
 Loss of spouse or family members:
This was highlighted in varying ways. This could be due to bereavement, divorce or separation or
family members moving across the country. A large trigger of isolation discussed within this
session was the death of a life partner or spouse, especially for those who no longer have frequent
contact with their children or grandchildren. This loss of, or absence of, immediate family ties was
a large influential factor to the cause of isolation for the individual. Many individuals highlighted
that they did not see their children or grandchildren as often as they would like and the death of
their spouse or partner meant that they now live alone and in some cases stopped going out of
their home as often as they would usually.
‘I used to go out with my husband all the time; we used to go to the shops together, for meals out
and to the cinema.’
 Loss of friends:
This was again highlighted in a variety of ways. The loss of friends includes bereavement but also
relocation throughout their life time due to family or work commitments. The inability to make new
friends due to other factors such as not being as mobile as before, the lack of social space or
opportunity to socialise. Also, living in a neighbourhood or community where it is difficult or a
daunting experience to make friends due to the transient nature of many of the communities in
Birmingham where people in neighbourhoods move more frequently then they used to.
 Changes in health and disabilities:
Personal health changes were seen to be another major catalyst for social isolation. A person’s
deterioration in health contributes greatly to other contributing factors that increase an individual’s
sense of isolation such as depression, mobility and fear of prejudice. Many of the experiences
shared touched on the factors that were caused by changes in health.
Other contributing factors that increase an individuals sense of isolation
Other contributing factors to a persons experience of social isolation link to each other to create a
whole and personal experience of isolation. The following factors were mentioned; they represent
common themes and issues. Some issues that represent similar experiences from a particular
community of interest are also portrayed:
 Transport: The lack of appropriate transport was a real factor to feelings of isolation for the
many of the individuals present. The following views were captured:




Car expensive to run and once retired a bus pass is too expensive therefore not able to get
out and about as much as would like to.
Buses tricky for wheelchairs.
Taxis can be difficult there is a sense of real variety of treatment of the person from drivers.
Ring and ride is key to some older people’s mobility – especially for those who are disabled.
If they are unable to use the Ring and ride, they would not be able to get out as they often
operate in areas where transport links are poor.
 Cost: Cost was seen as a major cause of restricting a person’s ability to go out. Many would
not be able to afford activities that would cost money outside of their budget for the cost of
living. For some, the cost of living is too high to afford any other activity and barely manage
to cover the essentials.
43
 Mobility: Some of the people present felt that their poor mobility has contributed to their
feelings of isolation. A few felt that they were not as active and came across physical barriers
such as stairs or a long walk. This also links to the theme that sometimes it takes longer to do
things and to get places and can lead to tiredness and fatigue.
 Confidence: Some lack the confidence to meet new people. The loss of confidence is usually
linked to a larger life change such as the loss of a life partner or spouse or changes in health.
 Safety: Some expressed feelings of vulnerability on the streets, with less police visibility many
feel frightened to go out after dark. This increases the sense of isolation from their community
more generally, highlighting the need to engage more with young people although this can be
daunting. Acknowledged fantastic facility of extra care village, but wondered if they were just
becoming luxurious ghettos to keep older people away from the rest of the world. Recognised
that they were nice places, but wanted proper streets with neighbours and friends that you
could stop and talk to.
 Digitalisation: Another contributing factor to the cause or continuation of isolation comes from
changes in the way that people communicate such as text, Facebook, email and use of
internet. There was agreement amongst some individuals that this isn’t the same as face to
face talking interactions. Concerns were also highlighted in regards to the cost of computers
and broadband contracts. Also, some find it hard to acquire the skills that are needed; some
feel they are too old to learn about IT/social media. Some of the individuals felt isolated from
services because they are online, an example used by an individual was Birmingham City
Council services as the majority are through the web site and they feel excluded from engaging
with the council because they are not ‘IT savvy’
 Changing nature of communities: A real sense that communities have changed and are
different for the older population, for example: ‘more online shopping, less and less local
shops, more people using the supermarket ... so no one to talk to when you go and do your
shopping, hard to shop for one person - years ago you would go to the shop and speak with
the shop keepers, now the only person you see is the checkout person and they don’t chat with
you”.’
 Not knowing where to go: Some were not aware of what was happening in their local area,
where they could go to meet new people and try new things.
 Existing factors that can increase the sense of isolation with age: Some issues have always
been present e.g. poor self-image /lack of confidence, mental health issues and are just
exacerbated with age by loss of mobility, failing health, less income or social isolation.
Individuals who were representing the LGBT community for the programme expressed similar
themes and issues that trigger isolation within their community:



Homophobia from Care workers, but also residents /or staff within some hospitals, residential
places or hospices.
Older LGBT people often go back into the closet to maintain their safety, causing themselves
distress and anxiety and mental health issues as a result.
As LGBT in general - have to be careful re safety aspect when advertising events, and always
be aware of issues re homophobia and hate crime in particular. Many older LGBT were
44





criminalised and given damaging physical and psychological “corrective treatment” in the past
because of their sexuality
Fear of approaching young families, people of different cultures and ethnicities who live nearby
in case it goes wrong.
Vulnerable to prejudiced attitudes
Religious beliefs can be pitched against the quality of care provided which is makes people
very vulnerable when the care is in their own homes
Not being sure of a positive welcome when you make the first step
Having to explain sexuality or hide
Individuals who were representing Carers for the programme expressed similar themes and issues
that trigger isolation:




Judgmental attitudes towards those needing care in the care system
Becoming a carer through to end of life care can be a journey of isolation
Once the person they care for dies, bereavement, but also all frequent visits by network of
care providers stops immediately.
Carers sometimes fear leaving the individual they care for in case an incident occurs or
have feelings of guilt.
Overcoming Isolation
A common theme or thread throughout discussions was the importance of local spaces where
individuals can socialise and feel safe. All of the coproduction group are overcoming isolation by
interacting with groups and clubs in community settings. Although, many are still isolated in the
home or in other ways, being involved with these activities has helped them to feel less isolated.
As well as attending groups and clubs, some members of the group have started to take on a
sense of ownership of the running of activities within the group. The running and setting up of the
activity has allowed them to utilise their skills and knowledge in a useful way to add purpose and
offer support to others, rather than just attending groups and activities.
The following quotes highlight the above:
 ‘One of the members had learning difficulties and she attached herself to me, I found that I
was really patient and enjoyed showing her how to do things. She felt like she was one of
us, with friends, and not always being spoken down to or patronised.’
 ‘I’ve started doing books and keeping the records, who’s there and who isn’t’
 ‘One of us organises all the trips and holidays now’
 ‘We handed in a petition about cuts’
 ‘I helped someone with dementia’
 ‘We’ve been to schools and talked about local history’
The people that they meet at these activities and social settings become friends and in some
cases have filled the void left by extended families, they have someone to talk to and they look
after each other in times of need. It also increased their levels of confidence and allows them to do
more for their neighbours in their community.
Knowing your neighbours, having a safe space for conversation and being involved in a group to
do activities with were strong themes that came out of our discussions.
45
Other themes and commonalities were expressed as ways of overcoming isolation, also
experiences that they would like to share or recommendations to make this easier for others:
 The first step towards personally overcoming isolation is very difficult, in many cases fear of
what’s behind the door can prevent someone from walking through it.

It is sometimes difficult to know what is going on locally. There is some information
available but it isn’t wide enough. Knowing where people can go when they feel lonely or
isolated would be a big help.

Improving the Councils understanding of
what helps reduce isolation so that funding
can be spent to do the best for isolated
people.

Faith is a very important aspect to
remaining active and connected to others.
Faith buildings often create safe spaces for
people to have a conversation and keep
people well.

Appropriate transport is key for those who
have mobility issues

It is often one thing that starts a journey of
someone coming out of isolation. This
could be a friendly chat with a neighbour, a
poster in the GPs surgery etc. This has the
potential to set off a chain of events that could improve someone’s social connectivity.
Images and pictures that represent personal experiences of
isolation
During a consultation event we gave our cohort a selection of generic
photographs that they may associate with their experience. We asked
each person on the table to choose the photographs that spoke to them
personally the most and to explain why to the group.
We found that the images chosen often represented a personal journey
through isolation. Many of the images offered us a visual representation
of what isolation was like for them, what their experiences are and what
is important to them personally to feel more socially connected.
All three life changing ‘triggers’ or catalysts are visually represented
amongst the tables through several different images, these were either
pictures of different hands through the generations or though images the
evoked the feelings of despair.
Faith buildings also figured heavily in pictures that were chosen. This
tells us that these are important assets for people when they are considering their experiences of
isolation. This was portrayed as a negative or positive experience, either from feelings of prejudice
or non acceptance from religion or as a place where they practice their religion and connect to
other members of their religion.
Other factors that were visually represented were: Money and cost / Transport / Mobility / Health /
Music / Community activities and groups
These images show us that there are many facets and linkages to causes and feelings of isolation.
This also shows us that isolation is a personal experience and is different for each individual.
46
Comments and Feedback from coproduction group in regards to the Ageing Better
Programme delivery and design:
1. There is a danger that each “community” only sticks to its own agenda.
2. Age sometimes affects attitudes e.g. some are more fixed in their views as they get older
and are more likely to challenge, whilst others become more liberal through their
experiences.
3. We need to be aware of and address cultural issues, difficulties and prejudices to uphold
and increase integration in the Birmingham Community.
4. How do we ensure that all sections of the community are engaged with the design, delivery
and evaluation of the programme? If the programme is to create more engaged and active
communities, should there be an opportunity for all to engage and feedback and not just
those over 50? Suggestion to have all ages involved in co design to help change
perceptions around ageing.
5. Communications/advertising that is sensitive to older people who may be isolated. Some
people feel that ‘isolated’ is a label/stigma that they may not want to see themselves as.
6. Contact the doctors/GPs and get them to refer people to the programme. The Dr’s will know
of people who are struggling to get out/involved
7. Centralised number so that people have one point of call, otherwise too many numbers and
people get confused.
8. Publicise opportunities well
9. Talk to people, set up meetings
Future contributions and methods of
communication:
Every coproduction member who was
involved
in this initial conversation has declared that
they
would like to continue to help shape and
inform
the Ageing Better in Birmingham programme.
They have highlighted what they would like
to
contribute to the programme moving forward:
 Their time: ‘I have a lot of free time available, which I am prepared to donate to you in other
ways.’
 Their skills, knowledge and experiences that might help to shape the programme and
improve the lives of others
 Share their experiences of overcoming isolation and involvement in clubs and activities
locally. ‘I would like to give my skills and what I have done on Castle Vale [with older people
in the community]’
 Be involved in a similar event to share experiences
 ‘Would like to help where and when I can but not continuously due to time commitments’
 ‘I would like to help to encourage older people to get involved with things and others and
remind others to be aware of older people in their community.’
 ‘Would like to go out on day trips to get a different view’ ‘Would like to learn new things’
47
15
SAFEGUARDING VULNERABLE ADULTS POLICY
1.0
OBJECTIVE
1.1
BVSC is fully committed to safeguarding all adults from attitudes, activities or events which may
harm or impact day to day welfare. We recognise that safeguarding people is everybody’s
responsibility. All employers have a responsibility to set personal and professional boundaries for
their staff and to be explicit about what behaviour is unacceptable and will impact on their
employment.
1.2
We will ensure that paid staff and volunteers are fully aware of agency policy and procedures
governing the safeguarding of vulnerable adults and what they should do and to whom they can
refer if they have any concerns.
1.3
Paid staff and volunteers will endeavour to work together to encourage the development of an ethos
which embraces difference and diversity and respects the rights of children, young people and
adults.
1.4
BVSC is committed to supporting the Birmingham multi-agency Safeguarding Adults Policy and
Procedures and will cooperate fully with their implementation
1.5
BVSC will adhere to guidance within the NO SECRETS (see appendix 1 & 2) document and ensure
the practices and principles are applied.
1.6
BVSC is committed to the belief that safeguarding vulnerable adults is everybody’s responsibility
and therefore the aim here is to provide guidelines that will enable all workers and volunteers to act
appropriately to any concerns that arise in respect of a vulnerable adult.
1.7
BVSC will ensure that this Policy and Procedure is implemented in accordance with the Mental
Capacity Act 2005
2.0
APPLICATION
2.1
BVSC will provide guidance on:

Identifying vulnerable adults who are particularly at risk;

Recognising risk from different sources and in different situations and recognising abusive
behaviour from other service users, colleagues, and family members;

Assurances of protection for whistle blowers;

Working within agreed operational guidelines to maintain best practice in relation to:
- challenging behaviour
- control and restraint
- medication
- risk assessment and management.
- personal and intimate care
- sexuality
- handling of user’s money
48
2.2
In implementing this safeguarding policy BVSC will:

Ensure that all workers understand their legal and moral responsibility to safeguard vulnerable
adults from harm, abuse and exploitation;

Ensure that all workers understand their responsibility to work to the standards that are detailed in
the safeguarding procedures and work at all times towards maintaining high standards of practice;

Ensure that all workers understand their duty to report concerns that arise about a vulnerable adult,
or a worker’s conduct towards a vulnerable adult, to the organisation’s named person;

Ensure that the named person understands his/her responsibilities under the Birmingham multiagency Safeguarding Adults Policy and Procedures;

Ensure that any procedures relating to the conduct of workers are implemented in a consistent and
equitable manner;

Provide opportunities for all workers to develop their skills and knowledge particularly in relation to
the safeguarding of vulnerable adults;

Ensure that vulnerable adults are enabled to express their ideas and views on a wide range of
issues and will have access to the organisation’s Complaints Procedure;

Ensure that carers are encouraged to be involved in the work of the organisation and, when
requested, have access to all guidelines and procedures;

Endeavour to keep up-to-date with national developments relating to the safeguarding of vulnerable
adults.
2.3
Volunteers who have significant and regular contact with vulnerable people will undertake the same
checks as employed paid staff.
3.0
PRINCIPLES
Birmingham City Council has the lead role for the coordination of activity to safeguard persons
thought to be at risk within its area. All agencies share responsibility for ensuring the development,
ownership, implementation and effectiveness of local policies and procedures for the safeguarding
of persons thought to be at risk.
These procedures have been designed to ensure the safeguarding of vulnerable adults who are
employed by BVSC and/or access the services provided by BVSC.
Anyone who works or has contact with a person thought to be at risk of abuse has a responsibility
to report actual or suspected abuse. This includes family members, volunteers, social careworkers,
health workers, managers and staff in private and voluntary agencies. Doing nothing is not an
option.
When deciding whether or not to intervene in any given situation, it is helpful to note that the Law
Commission introduced the concept of significant harm as a Benchmark. Harm should be taken to
cover not only ill treatment, including sexual abuse and non-physical, but also the impairment of, or
an avoidable deterioration in, physical or mental health; where the impairment impacts on physical,
social, emotional, intellectual or behavioural development. However, the seriousness or extent of
abuse may not always be clear, when concerns are first expressed. It is important therefore, when
considering the appropriateness of intervention, to approach reports of incidents or allegations with
an open mind.
3.1
The definition of a vulnerable adult is:
49

any person who is aged 18 years and over

and who is or may be in need of community care services because of frailty, learning or physical or
sensory disability or mental health issues

and who is or may be unable to take care of him or herself, or take steps to protect him or herself
from significant harm or exploitation
3.2
BVSC Equal Opportunities Statement.
BVSC is committed to the principles and practices which support Equal Opportunities. We will
endeavour to implement all aspects of such a policy in our work and the way we operate. (See
BVSC Equal Opportunities Policy Statement).
3.3
Recognising the Signs and Symptoms of Abuse
It is important that all staff are familiar with the definitions of Adult Abuse in relation to Physical,
Sexual, Financial or material, Neglect and acts of omission, Institutional and Discriminatory abuse
(see Appendix 2).
All staff will also have a basic awareness in adult abuse and undertake periodic training in line with
Government Guidance.
3.4
Possible Signs and symptoms
3.4.1
Physical Abuse






3.4.2



3.4.3







3.4.4




Loss of appetite or overeating at inappropriate times,
Anxiety, confusion or just giving up,
Choosing to spend lots of time alone, away from others,
Appears fearful and shows signs of loss of self esteem,
Unexplained injuries or injuries the subject does not wish to discuss,
Fear or discomfort in the presence of another person/persons.
Sexual abuse
Rape
Sexual assault
Sexual acts to which the vulnerable adult has not consented, or could not consent or was pressured
into consenting;
Financial or Material Abuse
Theft of money and benefits, property, possessions, insurance,
Removal or control of the person’s finances without permission,
Blackmail or taking advantage,
Unexplained inability to pay for household shopping or bills,
Personal possessions go missing from the person or person’s home,
Living conditions are low compared to the money the person receives,
Unusual and extraordinary interest and involvement by another person in the subject’s assets.
Neglect and Acts of Omission
Poor heating, lighting, food or fluids,
Poor physical condition of the person such as ulcers, bedsores,
The person’s clothing and body seem to be scruffy and neglected,
Failure to give prescribed medication or get appropriate medical care,
50







3.4.5
Apparent unexplained weight loss,
Failure to provide appropriate privacy and dignity,
Carers reluctant to accept contact from health or social care professionals,
Refusal to allow visitors to see the person,
Inappropriate or inadequate clothing, or being kept in night clothes during the day,
Sensory deprivation - not allowed to have access to glasses, hearing aids or other communication
aids,
The person thought to be at risk has no method of calling for assistance.
Discriminatory Abuse
Racism is racial discrimination or prejudice which is dismissive of a person's needs or does not
respect that person's culture, religion, intellect, beliefs and lifestyle.
Ageism is discrimination or prejudice on the grounds of age which is dismissive of a person's needs
or does not respect that person's age and experiences.
Disablism is discrimination through cultural and social attitudes and practices of people who have a
variety of physical, emotional or learning impairments, so that they are seen as inferior to the
stereotypical norm which results in unequal and differential treatment.
Sexism is sexual discrimination or prejudice which differentiates power and status between the
sexes and which is dismissive of a person's needs or does not respect that person's gender or
sexuality.
3.4.6
Institutional Abuse
“Institutional abuse” is sometimes used to describe abuse which pervades a particular
establishment. Institutional abuse may take the form of repeated incidents of poor or unsatisfactory
professional practice, at one end of the spectrum, through to widespread and persistent ill treatment
or gross misconduct at the other. There may be a variety of underlying factors in relation to poor
care standards which could include, for example, inadequate staffing, an insufficient knowledge
base within the service, lack of essential equipment, rigid routines or a controlling management
regime.
Any of the types of abuse outlined above may be raised as allegations in the context of abuse within
an institution.
3.5
Multiple Forms of Abuse
A vulnerable person may be experiencing more than one type of abuse or more than one person
may be abused. This may happen in an on-going relationship, or in an abusive service setting to
one or more persons thought to be at risk at a time. It is important to look beyond single incidents or
lowering of standards to underlying dynamics and patterns of harm. Any or all of these types of
abuse may be perpetrated as the result of deliberate intent and targeting of vulnerable people,
negligence or ignorance.
3.6
BVSC will ensure that all staff members whether paid or unpaid, undertake training to gain a basic
awareness of the signs and symptoms of abuse.
Staff, volunteers, parents, carers and service users may become aware of adult abuse concerns in
a variety of ways. For example:





4.0
a person alleges that abuse has taken place or that they feel unsafe;
a third party or anonymous allegation is received;
a person’s appearance, behaviour, or statements cause suspicion of abuse and/or neglect;
a person reports an incident(s) of alleged abuse which occurred some time ago;
a report is made regarding the serious misconduct of a worker towards a person/s.
MANAGING ALLEGATIONS
51
4.1
BVSC will ensure that any allegation made against a member of staff is dealt with appropriately and
in accordance with the Birmingham multi-agency Safeguarding Adults Policy and Procedures. Our
procedures will reflect this organisation’s ethos of listening to people and taking any concerns
seriously. We are also committed to ensuring that workers feel safe to express their concerns about
the practice of others.
4.2
Agencies not only have a responsibility to all vulnerable adults who have been abused but may also
have responsibilities in relation to some perpetrators of abuse. The roles, powers and duties of the
various agencies in relation to the alleged perpetrator will vary depending on whether the latter is
in a position of trust or is themselves a vulnerable adult.
4.3
If an employee or volunteer is alleged to have been abusive, the organisation’s disciplinary
procedures must be followed and their implementation coordinated with other procedures – ie a
criminal investigation – under the Birmingham multi-agency Safeguarding Adults Policy and
Procedures. All managers have a duty to carefully examine the known facts and to make a
judgement and decision on what immediate or long term action might be required. (See BVSC
Disciplinary Procedure).
4.4
The paramount concern and consideration has to be the wellbeing of the person thought to be at
risk and how that risk is to be managed. If the alleged perpetrator has access to other service users,
any potential risks to these individuals must be considered. If you become aware that an adult is, or
may be, experiencing abuse tell your line manager immediately. If it is alleged or suspected that
your line manager is perpetrating or colluding with abuse then report to a more senior manager.
4.5
Stranger abuse will warrant a different kind of response from that appropriate to abuse in an
ongoing relationship or in a care location. Nevertheless, in some instances it may be appropriate to
use the Birmingham multi-agency Safeguarding Adults Policy and Procedures to ensure that the
vulnerable person receives the services and support that they need. Such procedures may also be
used when there is the potential for harm to other vulnerable people.
4.6.1
When allegations arise against an employee or volunteer BVSC will follow guidance and
procedures set out by Government and the Birmingham multi-agency Safeguarding Adults Policy
and Procedures. These Procedures will be followed when an allegation is made that someone has:
 behaved in a way that has harmed, or may have harmed a vulnerable adult;
 possibly committed a criminal offence against, or related to a vulnerable adult; or
 behaved towards a vulnerable adult in a way that indicates s/he is unsuitable to work with
vulnerable adults.
4.7
Alleged perpetrators who are also vulnerable adults themselves, in that they may have learning
disabilities or mental health problems and are unable to understand the significance of questions
put to them or their replies, should be assured of their right to the support of an ‘appropriate’ adult
whilst they are being questioned by the police under the Police and Criminal Evidence Act 1984
(PACE). Victims of crime and witnesses may also require the support of an ‘appropriate’ adult.
4.8
Information Sharing, Confidentiality and Record Keeping
Adult service users receive support and help from people in many agencies and organisations. The
sum of the collective knowledge held by professionals provides a holistic view of their needs, family
and support context and an understanding of what services they need to live in their chosen
surroundings.
The information sharing protocol* is intended to support the multi-agency safeguarding procedures
in clarifying the roles and responsibilities of professionals, staff or volunteers, when faced with
suspected abuse or inadequate care of a person thought to be at risk. Information may also be
shared if action needs to be taken on a preventative basis. The rights of all individuals must be
respected and information must be shared solely on a need to know basis.
52
* To access the Information Sharing Protocol go to the Birmingham City Council’s website:
www.birmingham.gov.uk/safeguardingadults
4.8.1
You must make a note of what has been disclosed to you as soon as you can, preferably in black
pen or biro so it can be photocopied. Date and sign your report and print your name under your
signature. Your manager can help you if necessary. Your report may be required later as part of a
legal action or disciplinary procedure.
4.8.2
You should:

Write down what was said, using the exact words and phrases spoken wherever possible or write
down what you saw. Include the dates, times and signature.

Describe the circumstances in which the disclosure was made or you saw concerning actions or
behaviour.

Say where it happened and who else was there at the time.

Write exactly what happened, not your opinion.
The manager that the employee reports to must record the action they take. Include any support the
employee needs. Date and sign the report and print your name under your signature.
4.9

Responding appropriately to the vulnerable adult.
Remain calm and try not to show any shock or disbelief.

Listen very carefully to what you are being told.

Demonstrate a sympathetic approach by acknowledging regret and concern that this has happened
to the person.

Reassure the person, telling them they have done the right thing by sharing the information, that this
information be treated seriously and that the abuse is not their fault.

Be aware of the possibility of forensic evidence if the disclosure refers to a recent incident.

Explain that you are required to share the information on a “need to know” basis with your line
manager, but not with other staff or service users.

Reassure the person that any further investigation will be conducted sensitively, and with their full
involvement wherever possible.

Reassure the person that BVSC will take steps to support and, where appropriate, protect them in
future.

Report the information to your line manager at the earliest opportunity.

Make an accurate written record of what the person has told you.

Do not stop someone who is freely recalling significant events but allow them to share whatever is
important to them.

Do not ask questions or press the person for more details. As this may be done during any
subsequent investigation, it is important to avoid unnecessary stress and repetition for the person
concerned.

Do not promise to keep secrets.
53

4.10
Do not make promises you are unable to keep.
Use of open questions
Open questions only should be used, in order to let the vulnerable adult give a brief account of
anything that has occurred. Such questions should be kept to a minimum, focused on establishing
the safety of the vulnerable adult and the obtaining of an uncontaminated initial account.
4.11
Criminal Proceedings.
As a matter of course allegations of criminal behaviour should be reported to the police, and
agencies should agree procedures to cover the following situations:





4.12
action pending the outcome of the police and the employer’s investigations;
action following a decision to prosecute an individual;
action following a decision not to prosecute;
action pending trial; and
responses to both acquittal and conviction.
Role of advocates.
It may be appropriate to appoint an independent advocate to represent the interests of those
alleged to have been the subject of abuse. This will be coordinated under the Birmingham multiagency Safeguarding Adults Policy and Procedures, agreeing how the services of the advocate will
be accessed, and the role they should take. In some cases, the individual who has been the alleged
subject of abuse may be eligible for the services of an IMCA under either via a power or a duty
under the Mental Capacity Act 2005,
4.13
Decision making.
Once investigations are completed, their outcomes should be coordinated under the Birmingham
Safeguarding Adults Procedures and any necessary further action identified and implemented.
One outcome of the investigation and assessment may be the review and revision of the vulnerable
adult’s care plan. This will be the responsibility of the relevant agencies to undertake and
implement.





This should set out:
what steps are to be taken to assure his or her safety in future;
what treatment or therapy he or she can access;
modifications in the way services are provided (eg same gender care or placement);
how best to support the individual through any action he or she takes to seek justice or redress; and
any on-going risk management strategy required where this is deemed appropriate.
In any case of a proved complaint or allegation, particularly where this involves professional
malpractice, the lead agency should ensure that relevant agencies/professional bodies are
appropriately informed by the relevant employer.
4.14
The above may include making a referral to the Independent Safeguarding Authority, which makes
decisions as to the suitability of individuals to work with vulnerable adults/children.
5.0
THE PROCEDURE
(Please also refer to Appendix 3)
54
5.1
BVSC recognises that it has a duty to act on reports or suspicions of abuse. It also acknowledges
that taking action in cases of abuse is never easy. However, BVSC believes that the safety of
vulnerable adults should override any doubts or hesitations.
5.2
All allegations of abuse must be treated seriously, regardless of the source of the information. All
staff must respond sensitively and pass the information on to their line manager or to a senior
manager within their service. It is not their job to conduct an investigation. Staff must report all
allegations, and must not agree to a request from anyone, including the person who has been
abused, to keep information confidential. Even if it is decided not to carry out a Safeguarding Adults
assessment or abuse is not found, there may be a need for a risk assessment.
5.3
Staff must always explain to those who raise alerts or make disclosures of possible abuse that any
information they have given will have to be shared with others.
5.4
Staff may be told something, observe something or feel unsure or worried about the health, welfare
or safety of a vulnerable adult; in such circumstances it is important that they keep an open mind
even if they are unsure or consider the information to be untrue. They have a duty to safeguard
those who may be in need of protection.
Concerns may not always warrant an investigation, the important thing is that the nature of those
concerns is communicated so that decisions about appropriate responses can be made.
All concerns must be reported by following the procedure detailed below:
Step 1

If you have concerns regarding the abuse of a vulnerable adult, you must first discuss your
concerns with your line manger. If your concerns relate to your line manager then you must
raise the matter with a senior member of staff.
Step 2


The named Safeguarding Vulnerable Adults person should be informed immediately after your
discussion with your line manager.
In the case of an allegation involving the named person, alternative arrangements should be
sought to ensure that the matter is dealt with by an independent person. (Note: this could be a
committee member, director or anyone within the organisation that is in a senior position within
the organisation and believed to be independent of the allegations being made).
Step 3


If the disclosure is against a member of staff, the named Safeguarding Person should inform the
alleged perpetrators line manager immediately.
The named Safeguarding Person and line manager should ensure that the vulnerable adult is
safe and away from the person against whom the allegation is made.
Step 4

The individual who first received/witnessed the concern should make a full written record of what
was seen, heard and/or told as soon as possible after observing the incident/receiving the
report. It is important that the report is an accurate description. The named person (if
appropriate) can support the worker during this process but must not complete the report for the
worker. This report must be made available on request from either the police and/or social
services.
55

The report must be in the person’s own words and not an interpretation. This information may
be required as evidence in legal or disciplinary proceedings therefore such evidence
must be preserved and not altered in any way.

The report must be signed and dated.

You must respect confidentiality and file documents securely.

When making an assessment of the seriousness of abusive behaviour, the following factors
should be considered:
•
•
•
•
•
The vulnerability of the individual.
The nature and extent of the abuse.
The length of time it has been occurring.
Its impact upon the individual.
The likelihood of it happening again
Step 4
•
The Named person(s) will take immediate action if there is a suspicion of abuse or likely abuse.
In this situation the Named Person will contact the police if they suspect a crime may have been
committed and/or the relevant Adults & Communities Team, Birmingham City council (for
contact details – see Appendix 5) In the latter case, the referral must be followed up in writing
using the multi-agency Safeguarding Alert Form. If the alleged abuse occurs in a regulated
setting – a care home, a hospital or domiciliary care service – it may be appropriate to inform the
Care Quality Commission
•
The named person can also seek advice and clarity about a situation that is beginning to raise
concern through the Duty Social Worker at the relevant office.
Step 5


Regardless of whether a police and/or adult services investigation follows, BVSC will ensure that
an internal investigation takes place and consideration is given to the operation of disciplinary
procedures. This may involve an immediate suspension and/or ultimate dismissal dependant on
the nature of the incident.
Allegations made against a person in a position of trust may result in disciplinary procedures,
the safeguarding adult procedures, a police investigation or all three.
56
Appendix 1
Adult Safeguarding and the Law
No Secrets (2000) provides guidance for Local Authorities to ensure that there are multi agency
arrangements for the protection of vulnerable adults. However, unlike the safeguarding of children, there is
no specific legislation currently in relation to safeguarding adults. This does not mean that the law
cannot be used to protect vulnerable adults, the Human Rights Act (1998) for example enshrines the right
to liberty and security (Article 5,1) and the Mental Capacity Act (2005) provides a framework for acting on
behalf of someone who lacks capacity as well as including a new criminal offence of wilful ill treatment or
neglect.
There are numerous other pieces of legislation which may assist when dealing with safeguarding adult
issues such as criminal and civil law or law relating to care practice.
If workers are unsure or suspect that a crime may have been committed, they should inform the relevant
West Midlands Police Public Protection Unit (visit http://www.west-midlands.police.uk/np/index.asp for
further details of local units) who can advise them on criminal law matters and make a decision on police
involvement. Likewise the Court of Protection can advise in relation to some civil issues such as the
use/abuse of Ordinary, Enduring and Lasting Powers of Attorney.
If staff of any organisation feels that they need legal advice in relation to an adult safeguarding issue, they
should follow their agreed internal process to request/access this advice.
Breaches of many legislative frameworks may warrant the onset of Vulnerable Adult Safeguarding
procedures.
Legislation:
Community Care
Carers and Disabled Children Act 2000
Carers [Recognition and Services] Act 1995
Care Standards Act 2000 (incl. CSCI/POVA)
Children Act 1989
Community Care [Direct Payments] Act 1996
Chronically Sick and Disabled Persons Act 1970
Disabled Persons [Services Consultation and Representation] Act 1986
Health Services and Public Health Act 1968
National Assistance Act 1948
National Assistance [Amendment] Act 1951
National Health Service Act 1977
National Health Service and Community Care Act 1990
Criminal Law
It is the role of the police to advise on the relevance of criminal legislation. It is recommended that the
police are contacted for advice – they have access to the criminal legal database
Crime and Disorder Act 1998
Criminal Procedures and Investigation Act 1996
Serious Organised Crime and Police Act 2005
Discrimination
Disability Discrimination Act 1995
Human Rights Act 1998
Public Interest Disclosure Act 1998
Race Relations Act 1976
Sex Discrimination Acts 1975 and 1977
57
General Law
Civil Law (superceded by the Mental Capacity Act
Common Law
Data Protection Act 1998
Housing Act 1985 Part II
Housing Act 1996
Homelessness Act 2002
Local Authority Social Services Act 1970 (“No Secrets”)This isn’t an Act, it is only statutory guidance
Mental Health and Capacity
Mental Capacity Act 2005
Mental Health Act 1959 superceded by the MHA 1983
Mental Health Act 1983
Police and Criminal Evidence Act 1984 (Suspect Interviews)
Power/Enduring Power of Attorney Acts 1971/1985
Social Security [Claims and Payments] Regs 1987
Youth Justice and Criminal Evidence Act 1999
Appendix 2
Definitions of Abuse as cited in:
No Secrets - Guidance on developing and implementing multi-agency policies and procedures to protect
vulnerable adults from abuse.
“…a violation of an individual’s human and civil rights by any other person or persons. Abuse
may consist of single or repeated acts. It may be physical, verbal or psychological, it may be
physical
abuse,
including
hitting,
kicking,
misuse ofperson
medication,
an• act
of neglect
or an
omission
to act,slapping,
or it maypushing,
occur when
a vulnerable
is persuaded
restraint,
inappropriate
sanctions;
to enter
into or
a financial
or sexual
transaction to which he or she has not consented, or cannot
consent. Abuse can occur in any relationship and may result in significant harm, or exploitation
of, the person subjected to it” (No Secrets, paragraph 2.5, p 9).
• sexual abuse, including rape and sexual assault or sexual acts to which the vulnerable adult has not
consented, or could not consent or was pressured into consenting;
• psychological abuse, including emotional abuse, threats of harm or abandonment,
deprivation of contact, humiliation, blaming, controlling, intimidation, coercion, harassment, verbal abuse,
isolation or withdrawal from services or supportive networks;
• financial or material abuse, including theft, fraud, exploitation, pressure in connection
with wills, property or inheritance or financial transactions, or the misuse or misappropriation
of property, possessions or benefits;
• neglect and acts of omission, including ignoring medical or physical care needs, failure
to provide access to appropriate health, social care or educational services, the withholding
of the necessities of life, such as medication, adequate nutrition and heating; and
• discriminatory abuse, on the grounds of race, sexual orientation, disability, faith or religion, gender, age
and political views.
Other forms of harassment, slurs or similar treatment.
58
Any or all of these types of abuse may be perpetrated as the result of deliberate intent, negligence or
ignorance.
Incidents of abuse may be multiple, either to one person in a continuing relationship or service context, or
to more than one person at a time. This makes it important to look beyond the single incident or breach in
standards to underlying dynamics and patterns of harm. Some instances of abuse will constitute a criminal
offence. In this respect vulnerable adults are entitled to the protection of the law in the same way as any
other member of the public. In addition, statutory offences have been created which specifically protect
those who may be incapacitated in various ways.
Examples of actions which may constitute criminal offences are assault, whether physical or psychological,
sexual assault and rape, theft, fraud or other forms of financial exploitation, and certain forms of
discrimination, whether on racial or gender grounds. Alleged criminal offences differ from all other noncriminal forms of abuse in that the responsibility for initiating action invariably rests with the state in the form
of the police and the Crown Prosecution Service (private prosecutions are theoretically possible but wholly
exceptional in practice). Accordingly, when complaints about alleged abuse suggest that a criminal offence
may have been committed it is imperative that reference should be made to the police as a matter of
urgency. Criminal investigation by the police takes priority over all other lines of enquiry.
Neglect and poor professional practice also need to be taken into account. This may take the form of
isolated incidents of poor or unsatisfactory professional practice, at one end of the spectrum, through to
pervasive ill treatment or gross misconduct at the other. Repeated instances of poor care may be an
indication of more serious problems and this is sometimes referred to as institutional abuse.
Self Neglect and Self Harm
Concerns may also arise from the person thought to be at risk due to their own lack of self-care or risky
behaviour. Individuals have the right to choose their lifestyle or take risks. However, staff have a duty of
care to ensure that individuals have the capacity to understand the risk implications of the decisions they
make. In some circumstances a Mental Capacity assessment may need to be undertaken. Self neglect,
where the person has capacity and where there is no allegation that someone else is abusing the person,
should be addressed through the usual care management and inter-agencies processes, not using the
safeguarding adults process. This does not preclude setting up a meeting with other agencies to plan how
risks can be minimised and help offered.
However, self-neglect, where the person lacks capacity, may be symptomatic of abuse if another person
has failed to exercise a duty of care to prevent or ameliorate the self-neglect
59
Appendix 3
Flow Chart
Information Sharing Process
Member of staff/volunteer has concerns about a Vulnerable persons welfare
Member of staff shares information or concern with their line
A full written record is made.
manager/supervisor
If there is no line manager/supervisor then concern is shared with named Vulnerable Person’s Officer
The named persons are informed:
Named Person:
Named Deputy:
Contact No.:
Contact No.:
Still has concerns
No longer has concerns recording?
Named person refers to social care (Adult
Services) following up in writing within 48
hours
No further Adult Protection action’
although may need to act to ensure
services provided
Initial Assessment
Undertaken by adult services and where
appropriate police
No further Local Authority Adult Services
involvement at this stage, although other
action may take place, e.g. onward referral
Local Authority Adult Services
acknowledge receipt of referral and decide
on next course of action within one
working day
Feedback to referrer on next course of
action
60
Referral to Adult Safeguarding Team
(Form ACF0030) MULTI-AGENCY SAFEGUARDING ALERT FORM - ACF0030
This form is available from Birmingham City Council’s website:
www.birmingham.gov.uk/safeguardingadults
http://www.bvsc.org/For more information, please contact:
The Safeguarding Adults Team
Birmingham City Council
Adults and Communities
Louisa Ryland House
44 Newhall Street
Birmingham B3 3PL
Telephone: 0121 675 2632
www.birmingham.gov.uk/safeguardingadults
If you are worried about possible Adult abuse and need advice:
Phone: 0121 675 5385
E-Mail: ACSafeguarding@birmingham.gov.uk
Birmingham Safeguarding Adults Board
(BSAB) have agreed a Safeguarding Vision for Birmingham which is to:
Promote and protect individual human rights, independence and well-being and secure assurance that the
person thought to be at risk stays safe, are effectively safeguarded against abuse, neglect, discrimination,
embarrassment or poor treatment, are treated with dignity and respect and enjoy a high quality of life.
Thirteen partner agencies have committed to the Board via a memorandum of Understanding which
provides the framework for identifying roles, responsibilities, authority and accountability.
The Board has been established to facilitate and develop effective multi agency safeguarding adults
arrangements. The Board meets regularly and ensures that the multi agency policy and procedures are
monitored and reviewed
Appendix 4
Whistleblowing Code
The Public Interest Disclosure Act 1998 (PIDA) provides a framework for Whistle blowing across the
private, public and voluntary sectors. Each member organisation of the Birmingham Safeguarding Adults
Board will have its own Whistle blowing code and can be accessed through their relevant communications
systems. The Whistle blowing code will include most people in the workplace with protection from
victimisation when genuine concerns have been raised about malpractice in the workplace and in
accordance with the code. The aim of the code is to reassure workers that it is safe for them to raise such
concerns and partner organisations should establish proper procedures for dealing with these concerns.
For example, BVSC has a Whistle blowing code to help and encourage employees to raise serious
concerns within the Organisation rather than overlooking a problem or feeling the need to raise it with
someone outside.
61
Appendix 5
Sources for Support / Advice
Advocacy in Action,
Princes House,
32 Park Row,
Nottingham NG1 6GR
Tel: 01602 – 500537
Public Concern at Work (‘whistleblower’ support)
www.PublicConcernatWork.co.uk
B-Glad
(Birmingham Gay & Lesbian Switchboard)
Tel. 0121 622 6589
Women’s Aid National Helpline
Tel. 08457 023468
Bristol Crisis Service for Women
(Telephone counselling on self-injury)
Tel. 0117 9251119
Incest Crisis Helpline,
66 Marriott Close,
Bedfont,
Feltham,
Middlesex
Ann Craft Trust
School of Social Studies,
University Park,
Nottingham NG7 2RD
Tel: 0115 951 – 5400
E-mail: Ann-Craft-Trust@Nottingham.ac.uk
The Clinic for Boundary Studies
3rd Floor
24-32 Stephenson Way
London
NW1 2HD
Tel: 0203 4684194
www.professionalboundaries.org.uk
(Drug Counselling for Under 25’s)
Tel. 0800 073 0233
www.base25.org.uk
Samaritans
Tel: 0345 90 90 90
Emergency Legal Domestic Violence Helpline
Tel. 02476 526450
EMERGE
(Victims of Childhood Sexual Abuse)
Tel. 01543 576174
Action on Elder Abuse
PO Box 60001
Streatham
SW16 9BY
Tel. 020 8835 9280
www.elderabuse.org.uk
People First
Tel. 020 7485 6660
RESPOND Helpline
(Sexual abuse counselling for people with
learning disabilities)
Tel. 0808 808 0700
E-mail: helpline@respond.org.uk
www.respond.org.uk
Sane Line
Tel. 0345 678000
VOICE (prosecutions of people with learning disabilities)
Tel. 01332-519872
PHYSICAL DISABILITY
SCOPE (Advice and advocacy)
Tel. 01743-236150
NSF Helpline
Tel. 0800 387034
NICE
(National Institute for Clinical Excellence)
www.nice.org.uk
(General Social Care Council)
www.gscc.org.uk
Dementia Plus
Tel. 01901 575064
SCIE
(Social Care Institute for Excellence)
www.SCIE.org.uk
NHS Direct
Tel. 0485 4657
GSCC
Enduring Power of Attorney Helpline – Tel. 0845 3302963
(9am-5pm weekdays)
Receivership:Tel. 020 7664 7696 (A-K)
Tel. 020 7664 7697 (L-Z)
General Tel. 0845 3302900
Official Solicitor and Public Trustee Office
Tel. 020 7911 7127
62
16
STAFFING DETAILS
Job Title:
Employer:
Reports to:
Responsible for:
Project roles:
Other roles:
New or existing:
Working hours:
Project working hours:
Salary:
National insurance:
Pension:
Redundancy:
Funded by:
Partnership and Delivery Manager
BVSC
Director of Policy & Programmes
 1 x Partnership Co-ordinator
 1 x Partnership Administrator
 Overall responsibility for the delivery of the programme in
line with the project plan
 Maximise contract performance
 Ensure delivery of contractual obligations
 Meet agreed recruitment/performance targets
 Manage and co-ordinate staff delivering on the programme
 Work with BVSC colleagues to ensure financial
procedures are in place and followed consistently
 Develop the programme throughout its life, responding to
opportunities and addressing challenges in the external
operating environment
 Establish quality standards as necessary, adhering to
existing practices where possible
 Ensure health and safety regulations are reviewed and
maintained as required.
 Promote the programme and work towards the
sustainability of its outcomes
 Liaise with other Ageing Better Partnerships, regionally
and nationally, to build best practice.
 Manage the work streams and the partnership to ensure
the priorities in the project plan are delivered on time and
in budget
None
New
35
35
£32,800-£40741
£5622
£2078
£7051.32
100% BIG Lottery
63
Job title:
Employer:
Reports to:
Responsible for:
Project roles:
Other roles:
New or existing:
Working hours:
Project working hours:
Salary:
National insurance:
Pension:
Redundancy:
Funded by:
Partnership Co-ordinator
BVSC
Partnership and Delivery Manager
 Overseeing the five thematic and geographical Ageing
Better networks.
 Communication and Involvement (experts by experience)
 Co-ordinating the activities in the work streams and
ensuring they work together to deliver the programme
 Ensuring all stakeholders are kept up to date on
developments and key findings
 The delivery of the Communications Strategy
 To develop and manage the tendering processes for the
work streams
 To support organisations appointed to deliver the work
streams
 To manage the contracts with these organisations
 To support the partnership
 To integrate the work streams
 To work with the Learning and Evaluation Team to ensure
processes to capture information are implemented
 To deliver the Communications Strategy
 To manage relationships of stakeholders
None
New
35
35
£27,052-£28,636
£3952
£1461
£4957
100% BIG Lottery
64
Job title:
Employer:
Reports to
Responsible for
Project roles
Other roles
New or existing
Working hours
Project working hours
Salary
National insurance
Pension
Redundancy
Funded by
Administrator
BVSC
Partnership and Delivery Manager
Administration support to the programme
Undertaking general administrative duties as directed by the
Partnership & Delivery Manager to include: Ensuring suitable paperwork is available to Ageing Better staff
as required
 Maintaining contract files in an agreed format/order
 Answering general queries and taking accurate messages when
required
 Photocopying documents as required
 Updating computer/paper based records
 Liaising with BVSC colleagues to ensure Ageing Better is
delivered effectively
 Providing administrative support to partnership meetings
None
New
35
35
£15, 725 - £16, 830
£2323
£859
£2913
100% BIG Lottery
65
Job title
Employer
Reports to
Responsible for
Project roles
Other roles
New or existing
Working hours
Project working hours
Salary
National insurance
Pension
Redundancy
Funded by
Finance & Monitoring Officer
BVSC
Corporate Services & Finance Director
 Ensuring that all finance and monitoring processes are
adhered to by the accountable body and by partners
delivering on the programme.
 Ensuring all monitoring of finance systems are up to date
and recommending remedial action where this is not the
case.
 Collation of delivery partner records
 Ensure appropriate monitoring of finances and delivery in
line with BIG requirements
 Preparation and submission of Ageing Better programme
claims as required
 Maintenance of expenditure records
 Monitoring delivery partners via agreed visit schedule
None
New
35
35
£27,052 - £28,636
£3952
£1461
£4957
100% BIG Lottery
66