Ageing Better In Birmingham
PROJECT DELIVERY PLAN
Volume 1
(See Volume 2 for Supporting Documents)
Lead Organisation: Birmingham Voluntary Service Council
on behalf of the Birmingham Ageing Better Partnership
BVSC: Charity No. 218795
BVSC: Company No. 421688
V1.13 – Final Version 19/12/14
Page 1 of 50
CONTENTS
1.0
EXECUTIVE SUMMARY
4
2.0
2.1
2.2
2.3
2.4
ORGANISATION & PARTNERSHIP SUMMARY
Lead Organisation: Aims, Objectives & Legal Status
Roles, Responsibilities & Relevant Expertise of Partners
Partnership Structure Chart
Partnership Arrangements & Governance
7
7
7
7
7
3.0
3.1
3.2
8
8
9
3.3
3.4
PROJECT DEVELOPMENT
Research/Consultation Since Submission of Vision & Strategy
Similar Projects Delivered by the Lead Organisation and/or
Partnership
Work of Other Organisations/Individuals that Supports Our Approach
Linking with Other Projects, Adding Value, Sharing Learning
10
10
4.0
4.1
4.2
4.3
PROJECT NEED
The Problems & Issues Older People Face
Targetting Resources & Prioritising Beneficiaries
Evidence that Supports Our Approach
11
11
12
14
5.0
5.1
5.2
PROJECT OUTCOMES
Project Outcomes
Most Important Project Activities
17
17
17
6.0
6.1
PROJECT DELIVERY
Key Elements of the Project
(a)
Partnership Development
(b)
Ageing Better Networks
(c)
Ageing Better Hubs
(d)
Marketing & Promotion
(e)
Older People’s Engagement & Involvement
(f)
Ageing Better Local Action Plans
(g)
Ageing Better Fund
(h)
Service Directory
(i)
Evaluation & Learning
(j)
Ageing Better Supporters’ Scheme
(k)
Logic Model
Project Management & the Partnership Board
Commissioning and Procurement
Programme Management
18
18
19
19
19
20
20
21
21
22
22
22
23
23
25
26
28
28
7.2
7.3
ENGAGING WITH OLDER PEOPLE
Involvement of Socially Isolated Older People in Project
Development, Management, Delivery, Monitoring & Evaluation
Policies & Procedures Ensuring a Continuing Role for Older People
Involvement of Older People in Project Governance
8.0
8.1
8.2
TIMETABLES
Key Milestones, Decision Points & Activities: Project Lifetime
Detailed Breakdown of Project Activities: First Two Years
32
32
35
9.0
PROJECT RESOURCES
36
6.2
6.3
6.4
7.0
7.1
29
30
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9.1
9.2
9.3
9.4
9.5
9.6
9.7
9.8
Selection of Lead Partner
Partner Organisations
Delivery Partners
Staffing
Staffing & Volunteers: Policies and Procedures
The Role of Volunteers
Induction & Training
Other Programme Related Staff
36
36
36
36
36
37
37
37
10.0
10.1
PROJECT BUDGET
Revenue, Capital & Overhead Cost Projection
38
40
11.0
FINANCIAL PLANNING
40
12.0
12.1
12.2
12.3
12.4
FINANCIAL APPRAISAL
Financial Assumptions
Main Factors Affecting Viability
VAT
State Aid
41
41
42
42
42
13.0
13.1
13.2
MONITORING & EVALUATION
Monitoring – Framework Plan
Evaluation – Framework Plan
42
42
44
14.0
EQUALITIES
44
15.0
15.1
15.2
MARKETING & COMMUNICATIONS
Internal Communications – Framework Plan
External Marketing, Communication & Campaigning – Framework
Plan
45
45
46
16.0
RISK ANALYSIS
47
17.0
17.1
17.2
LASTING IMPACT
Promoting the Benefits of the Project to Key Stakeholders
Identifying & Working with New/Unknown Organisations to Ensure
Widest Impact
Incorporating Project Activities/Services into Providers’ Core Work
Long-Term Financial Sustainability
48
48
49
SUPPORTING INFORMATION – SEE VOLUME 2
50
17.3
17.4
50
50
Page 3 of 50
1.0
EXECUTIVE SUMMARY
1.1
Background
Ageing Better in Birmingham has received six million pounds from the Big Lottery Fund. Our aim with is to
create a new movement for community action on ageing and isolation, harnessing active citizenship to
reduce isolation now and prevent it happening in the future. This emphasises mutual aid, community action,
and low-cost/high-impact preventative and early intervention support.
While the project will operate city-wide, effort and resources will be targeted in four priority areas:

Two geographical areas where the risks were especially heavily clustered – outer-city Tyburn, and
inner-city Sparkbrook; and

Two thematic groups where other factors, such as cultural isolation or personal circumstances
(stress, exhaustion, depression), significantly increase the risks of social isolation, these being older
lesbian, gay, bi-sexual and transgender (LGBT) people, and older carers.
(See section 6.0 for detail; see Vol 2: 01 for Easy Read Leaflet on Ageing Better in Birmingham.)
1.2
Evidence of need
Our research has revealed that that by 2020 almost 57,000 people aged 65+ will be living alone in
Birmingham (37% of the age group), and this rises to almost 81,000 (almost 53% of the age group) when
those with a limiting long-term illness (LLTI) are included. These proportions are higher than the England
and regional figures. Research also revealed that carers in Birmingham are a substantial group and face
particular difficulties. 1-in-8 Birmingham residents are carers (around 105,000), and many experience
isolation, anxiety and stress arising from their unremitting care responsibilities. We also found that LGBT
older people also face additional problems of discrimination and cultural isolation, some feeling compelled
to “go back in the closet” when they lose a partner or have to leave home and enter care. Some LGBT
choose not to use statutory services because their personal experience of living as a gay person has led
them to expect discrimination and prejudice.
1.3
Activities
To deliver this new approach to tackling social isolation we have modelled the project around seven key
activities. These are:
a)
Ageing Better Networks
The creation of local Ageing Better Networks to support and re-engage older people.
These Networks will be community volunteers based on streets or collections of streets, and they will be
inter-generational, uniting citizens of all ages and backgrounds. Networks will be open to individuals,
organisations, and local businesses and will offer practical support, help identify those who are isolated or
at risk of isolation, and help older people share their skills and talents with each other and with the wider
community. The Networks will be largely autonomous, self-organising groups of community volunteers, but
they will be supported by five Network Enablers.
We will develop a simple Network Starter Pack setting out key guidance and basic resources (such as
promotional materials), along with basic principles of ‘organisation’ that should be adopted.
To promote the formation of Ageing Better Networks and to advise and support those starting such
networks we will establish Ageing Better Hubs. Locally trusted organisations will be commissioned to
provide this Ageing Better Hub function and Hubs will fall into three categories:

There will be a City-Wide Ageing Better Hub to ensure a city-wide offer and function.
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
There will be four Priority Ageing Better Hubs and these will target four priority groups/localities,
where the risks of isolation have been identified as being greatest. These are: older LGBT people;
older carers; outer-city Tyburn; and inner-city Sparkbrook.

And there will be up to 25 Mini Ageing Better Hubs (city-wide or specialist).
(See 6.1 (b).)
b)
Network Enablers
Five Network Enablers will be identified, resourced and trained and will advise and support Ageing Better
Networks. They will also assist locally trusted grassroots organisations to become ‘mini hubs’ for Ageing
Better activities and organising. This will give a local presence/focus to Ageing Better, as well as a local
physical location where people can find out how to get involved in the project.
There will be one Network Enabler hosted by the city-wide Ageing Better Hub, and one each hosted at
each of the four Priority Ageing Better Hubs. These will not be new posts. The Hub support ‘package’ will
be a commissioned function, with the chosen organisations providing the Network Enabler role as part of
this overall commission.
c)
New service directory
We will produce a new service directory for older people using as a platform the Routes to Wellbeing ‘social
prescribing’ portal developed by Sandwell and West Birmingham CCG over the past two years (see 6.1
(h)).
d)
Ageing Better Local Action Plans
The development of four locally-determined Ageing Better Action Plans as the basis for long-term change,
service redesign, and preventing isolation. Ageing Better Action Plans will be decided by older people and
the organisations that support them, assisted and supported by the Partnership, in particular Birmingham
City Council Public Health Team, the Health and Wellbeing Board, Birmingham Community Health NHS
Trust and the three Birmingham clinical commissioning groups.
As part of developing the Local Action Plans we will also seek 20% match funding within each of the plans
– a total of £400K – thus helping to ensure that they can create the lasting change and impact they are
intended to create, while also ensuring a financial commitment from other key providers. (See 6.1 (f).)
e)
An Ageing Better Fund
We will create a sustainable Ageing Better Fund to hold the resources for investment in Ageing Better
Action Plans and to enable older people to develop new services and activities. The fund will be distributed
between the five Ageing Better Hubs (the City-Wide Hub, and the four Priority Hubs –Sparkbrook, Tyburn,
LGBT, and Carers). It will be the responsibility of the Hubs to manage this funding and make appropriate
amounts available for proposals each Hub agrees to as being necessary and beneficial, in line with the
Funds guidance.
The fund will be open to proposals from groups of older people, older people’s organisations and Ageing
Better Networks. It will fund activities, events and services for the collective benefit of older people, with an
emphasis on improving quality of life and increasing community connections and involvement. (See 6.1
(g).)
f)
Empowerment and support
Older people will be supported and enabled to engage with the project at all levels through a programme of
empowerment training called Every Step of the Way.
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The Every Step of the Way training programme will include specialist components for experts by
experience, for Ageing Better Network participants from across generations and communities, steering
group members, and for those who are hardest to reach and who are already experiencing significant
isolation. (See 6.1 (e).)
g)
A Supporters’ Scheme
We will develop Ageing Better into a high-profile Supporters’ Scheme to which local businesses, institutions
and organisations can belong. The purpose of the Supporters’ Scheme is to enable a wide diversity of
organisations – especially the private sector – to identify themselves with the project and indicate that they
are ‘age-friendly’. (See 6.1 (j).)
1.3
Beneficiary Numbers
(a)
A total of 10,000 citizens of all ages and backgrounds, including isolated older people, will
engage with the project. This figure derives from the total anticipated participation of individuals in
all aspects of the project, including the Ageing Better Networks, the Ageing Better Supporters’
Scheme, older people’s services delivered by partners and subsequent sharing of learning.
(b)
2,500 older people will have greater resilience and ability to plan for, cope with and overcome the
circumstances and life-changes that can cause isolation, and that this will result from the support
they receive from Ageing Better Networks, involvement in the wider project, and improvements –
such as new activities becoming available – in the communities in which they live.
(c)
60 older people will be involved in the long-term governance and decision-making of the project,
including ongoing consultation and involvement to develop four Ageing Better Local Action Plans
aimed at guiding change and service improvement in the priority areas/groups.
(d)
500 new services or activities will be started by older people with help and support including
financial assistance from our Ageing Better Fund where this is necessary and appropriate.
We have developed a Theory of Change and a Logic Model which will help us monitor progress and assess
the degree to which the project activities are helping to improve older people’s wellbeing and quality of life
and reduce loneliness/isolation (see 6.1 (k) and Vol 2: 02).
1.4
Evaluation and Learning
Our independent evaluation – as can be seen from our framework plan (see Vol 2: 03) – 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 project and provide regular information and learning. 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.
1.5
Project Delivery
For Ageing Better activity that is not being delivered by BVSC, an open, transparent and proportionate
procurement process will be undertaken. Detailed specifications outlining the services to be purchased will
be produced. Commissioning protocols developed by BVSC and tried and tested in a wide range of
programmes and contexts will be used and will meet the Terms and Conditions set by the Big Lottery Fund.
This will entail acting as a Contract Authority and adhering to Public Procurement Law.
1.6
Decision Making
BVSC was chosen as the Lead Partner and Accountable Body for the project after a selection exercise
Page 6 of 50
approved by the Fund. The Core Partnership has emerged by virtue of organisations’ engagement with and
contributions to the development of the programme, with Core Partners have been selected accordingly.
The Core Partnership will operate as a ‘partnership board’ ensuring that the overall aims and outcomes of
the project are achieved. A Learning & Sharing Group and a Campaign Group will be established. These
groups will help steer these respective functions, ensuring that maximum useage is made of lessons from
the evaluation of the project and that work undertaken to support the evaluation and project marketing and
campaigning functions is effective and fit-for-purpose.
2.0
ORGANISATION AND PARTNERSHIP SUMMARY
2.1
Lead Organisation: Aims, Objectives & Legal Status
Birmingham Voluntary Service Council (BVSC) is the key voluntary sector support organisation in
Birmingham and one of the largest Voluntary Service Councils in the UK. It is a Company Limited by
Guarantee (registered in England and Wales) and a registered charity, with over a hundred years’
experience of supporting the voluntary sector and voluntary action.
2.2
Roles, Responsibilities & Relevant Expertise of Partners
Following feedback from the Fund we have undertaken targeted recruitment of additional partners to fill
some specific gaps in skills and/or representation, as follows:





An asset-based community development organisation.
An older people’s organisation with expertise/knowledge of delivering in Sparkbrook.
An organisation working with older carers.
A Birmingham clinical commissioning group.
A faith organisation working with older people.
We have also carried out an exercise requiring those partners named in the Vision and Strategy document
to confirm their continuing commitment to and ability to be part of the project.
The composition of the Core Partnership are contained within the supporting information (see Vol 2: 04).
2.3
Partnership Structure Chart
We have produced a partnership structure chart showing the overall structure of the partnership and the
role its various bodies play in project delivery (see Vol 2: 05).
2.4
Partnership Arrangements & Governance
In the Vision & Strategy document we committed ourselves to a number of specific management and
governance arrangements. As part of the continuing development of the project during this planning phase,
we have progressed as follows:

Partnership Agreement (including Terms of Reference): We have consulted with partners and
have developed a Partnership Agreement, including Terms of Reference (this is submitted
separately).

The Core Partnership will meet regularly as a ‘partnership board’: We have consulted with
partners and have defined how the Core Partnership will operate as a ‘partnership board’ – see
Partnership Agreement (submitted separately).

A Learning & Sharing Group and a Campaign Group will be established. These groups will help
steer these respective functions, ensuring that maximum usage is made of lessons from the
evaluation of the project and that work undertaken to support the evaluation and project marketing
and campaigning functions is effective and fit-for-purpose.
Page 7 of 50
Engagement, support and consultation with older people has taken place as part of developing this project
plan and their preferences for engagement with the project and participation in its governance. Two places
on the Partnership Board will be allocated to older people, with these representatives supported at
meetings (and in making a contribution outside and between meetings) by an advocate of their choice.
In addition to having older people formally represented on the Partnership Board (and supported to
undertake that role), there will also be a ‘co-production cohort’ of around twenty older people who are
supported to participate at every level in the co-production of the project. The two Partnership Board
representatives will be selected from this cohort.
3.0
PROJECT DEVELOPMENT
3.1
Research/Consultation Since Submission of Vision & Strategy
In the period since August 2014 when our Vision & Strategy submission was approved we have continued
to meet systematically as a partnership to enable stakeholders to contribute to the development of this
Project Plan. See the Table below for a timeline of events/actions/decisions:
Table: Timeline of events/actions/decisions
Nature of action
The lead body has contracted with an associate to provide additional capacity for the formulation
and writing of the Project Plan and there have been frequent planning/discussion meetings with the
BVSC project lead and other key staff as part of this development process.
Done substantial work to establish project commissioning processes in line with practice developed
and tested as part of Talent Match and Birmingham Changing Futures Together, including
confirmation that the main portal for all tendering will be via BVSC’s now well-established In-tend
online tendering and notifications service: https://in-tendhost.co.uk/bvsc.
Held a partnership ‘recap’ event to bring partners back up to speed on the project’s progress,
including feedback from the Funds assessment, a refresher presentation about the journey so far
and outstanding planning tasks [detailed presentation available].
Agreed that an exercise requiring partners named in the Vision and Strategy document to reaffirm
their continuing commitment to the project be undertaken.
When
01/08/14 to Dec
2014
Aug 2014
28/08/14
Aug/Sept 2014
Agreed that following feedback from the Fund we will undertake targeted recruitment of additional
partners to fill some specific gaps in skills and/or representation that have been identified in the
partnership (see 2.2).
Sept/Oct 2014
Held a support session for core partners with Hall Aitken facilitating. Outcomes written up by Hall
Aitken will be circulated. This session also identified a number of areas where the partnership may
call on Hall Aitken for ongoing support/facilitation.
03/09/14
Produced a detail ‘Implementation Steps’ document which ‘deconstructs’ the Vision & Strategy
document and identifies implementation steps/tasks for each main element of the project, including
flagging up any issues/questions arising from this which may require partnership discussion and
agreement. This has been circulated to all partners.
A partnership meeting was convened specifically to discuss this and any outstanding
issues/questions arising.
Task & Finish Groups established to undertake discussion/consultation around any areas where
decisions remain outstanding and to help develop specific operational documents.
Fine-tuned the structure and typology of our proposed Ageing Better Hubs – i.e. Priority Ageing
Better Hubs (1 each for the priority areas/communities of inner city Sparkbrook, outer-city Tyburn;
carers; LGBT); City-Wide Ageing Better Hub; and Mini Ageing Better Hubs (up to 25 across the
city, generic or specialist, with agreement regarding an incentive/contribution to costs payment for
these).
08/09/14
Oct 2014
Oct 2014
Sept 2014
Page 8 of 50
Nature of action
When
Developed Partnership Agreement (incl. Terms of Reference) – submitted separately.
Oct 2014
Defined the model for the Core Partnership operating as ‘partnership board’, as stated in the V&S
document and if possible include this in the Project Plan as Appendix.
Support workshop for partners with Hall Aitken on logic models/theory of change – as a
consequence of this both our logic model and theory of change were significantly revised.
Support workshop for partners with Hall Aitken on marketing and communications.
Support workshop for partners with Hall Aitken on asset-mapping.
A Learning & Sharing Group, and a Campaigns Group will be established. These groups will help
steer these respective functions, ensuring that maximum usage is made of lessons from the
evaluation of the project and that work undertaken to support the evaluation and project marketing
and campaigning functions is effective and fit-for-purpose
Devised operating model for Ageing Better Networks – a basic description of how they should
operate, what is expected, suggested menu of activities
Worked up Ageing Better Networks starter pack – this might not be the final article but something
will be needed (including basic guidance) before anyone can begin to promote membership of
Networks
Oct 2014
Nov 2014
Nov 2014
Nov 2014
Early 2015
Nov 2014
Jan 2015
In recognition of the challenges posed by identifying older people who are able to participate in
planning, developing and decision-making within the project (‘co-production’) we commissioned a
time-limited programme of empowerment and support to run from Oct-Dec which will:

Identify isolated older people from our four priority areas/communities (Sparkbrook,
Tyburn, LGBT and Carers).

Undertake broader consultation with more older people who have experience of isolation,
specifically to feed into the Project Plan.

Begin to develop more detail for the Every Step of the Way empowerment programme,
including what to commission and how, areas of specialism etc.
Sept-Dec 2014
Engaging Older People
In particular, acknowledging the difficulties inherent in engaging with socially isolated older people (see 7.1)
we commissioned a provider to devise and manage older people’s continuing engagement and
empowerment during the period Sept-Dec 2014, specifically to improve our engagement with and the
participation of older people in the project planning phase. There is more detail regarding the outcomes of
this work at 4.3.
3.2
Similar Projects Delivered by the Lead Organisation and/or Partnership
BVSC was chosen by the sector as the Lead Body for, and has led or continues to lead, the following BIG
Lottery Fund programmes:



Transforming Local Infrastructure.
Talent Match.
Birmingham Changing Futures Together
BVSC has learned a great deal from the process of leading these respective programmes and a briefing
paper outlining our observations on leading these programmes is contained within our Supporting
Information (see Vol 2: 06).
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3.3
Work of Other Organisations/Individuals that Supports Our Approach
Since we submitted our Vision & Strategy document, loneliness and social isolation have become an
increasingly mainstream debate. Work by Independent Age and the International Longevity Centre UK,
Contact the Elderly, RELATE, WRVS, the Campaign to End Loneliness, Love Your Street (Martin Graham,
West Midlands), Age UK, Befriending Networks, Care Networks Cambridgeshire, The Silver Line, the
‘Proud to be Grey’ campaign (Berkshire)1 and many others has strong commonalities with Ageing Better
(also see 4.3). It is significant that the work of many of these organisations and networks has assumed new
prominence in recent months as debate about social isolation and loneliness has risen up the public policy
agenda.
We plan to establish working relationships with these organisations to exchange information and learning,
particularly with a view to seeing what lessons can be learnt for the promotion of citizen-led volunteer
initiatives such as our own Ageing Better Networks.
In the case of the Campaign to End Loneliness it may also be possible for us to join the campaign’s
research hub and participate in its meetings and dissemination of learning and research.2
3.4
Linking with Other Projects, Sharing Learning & Alignment
Overall co-ordination of wider project relationships will be the responsibility of the Lead Partner. In addition:

Ageing Better Hubs (especially the Lead Hub and four Priority Hubs) will also have responsibility for
ensuring that key local organisations, providers and stakeholders are wherever necessary linked
into the project and their work.

There will be systematic outreach and relationship-building to ensure that the project works with key
local organisations that share an interest in older people/older people’s services.

Local organisations will be encouraged to start or participate in Ageing Better Networks or to align
existing efforts/activities with the project.

There will be frequent information-sharing events, bulletins and briefing materials for local
organisations to keep Ageing Better at the top of the agenda.

Locally trusted grassroots organisations will be encouraged to become Mini Ageing Better Hubs’,
with a contribution budgeted for to assist with start-up costs such as publicity, marketing, launch
events etc.

Specific organisations and/or service sectors will be targeted as ‘prime relationships’ where the
support and collaboration of such organisations is regarded as vital to the success of the project.
Examples of these prime relationships include Birmingham City Council public health team (a core
partnership member), Birmingham CCGs and Housing Associations.

Key organisations will also be part of the partnerships developing Ageing Better Local Action Plans.
As well as being our key means of effecting long-term service change and improvement, the
development of Local Action Plans also offers a structured process and purpose around which key
organisations can co-operate.
There will be additional gains from partners aligning, changing and improving existing provision and
adopting asset-based approaches.
“One of the impacts of older people being referred to as a burden (Society Guardian, 15 October) is that older people themselves
start to internalise ageist views which can lead to the loneliness and depression [..]. Yet we know that those who stay involved and
active live longer and happier lives. [..] We need...to re-evaluate what age offers and to encourage healthy ageing across the life
cycle. We have started a campaign in our area called ‘Proud to be Grey’, challenging ageist beliefs and encouraging people to
carry on doing whatever they enjoy throughout their lives.” Dr CI Allen, Consultant clinical psychologist, Berkshire NHS Foundation
Trust – on the Connecting Minds website http://connectingmindsnetwork.com/what-can-we-do-to-take-the-pain-out-of-lonelinessguardianletters/ and Guardian letters (17/10/2014) http://www.theguardian.com/society/2014/oct/17/what-can-we-do-to-take-thepain-out-of-loneliness
1
2
http://www.campaigntoendloneliness.org/about-the-campaign/research-hub/
Page 10 of 50
We are also in active discussion with Birmingham Community Healthcare NHS Trust and Healthy Villages
to work out how best Ageing Better can be aligned with the integrated service models currently being tested
as part of Better Care Fund pilots and Healthy Villages.
4.0
PROJECT NEED
4.1
The Problems/Issues Older People Face
In the Vision & Strategy document we explained that the project would operate on a city-wide basis but that
mapping and analysis had also demonstrated that project resources must also to some degree be targeted.
This Project Plan offers us the space to explain more about this process.
Birmingham’s increasing diversity determines that, a much higher proportion of these potentially isolated
older people will be from BME communities – a higher proportion than is the case for either the West
Midlands region or the rest of England, as can be seen in the table below.
For example, as can be seen, the proportion of residents aged 65-85+ from Asian and Asian British
backgrounds and Black/Black British and Caribbean backgrounds, is roughly three times higher than the
West Midlands and roughly four times higher than the rest of England.
Poverty will also be a significant factor, with over 96% of over-65s in the poorest SOAs living in income
deprivation.
Research also revealed that carers in Birmingham are a substantial group and face particular difficulties. 1in-8 Birmingham residents are carers (around 105,000), and many experience isolation, anxiety and stress
arising from their unremitting care responsibilities. We also found that LGBT older people also face
additional problems of discrimination and cultural isolation, some feeling compelled to “go back in the
closet” when they lose a partner or have to leave home and enter care. Some LGBT choose not to use
statutory services because their personal experience of living as a gay person has led them to expect
discrimination and prejudice.
This analysis began to suggest to us that there is no single formulaic answer to addressing the long-term
causes of isolation, and that in addition we also had to find a way to both serve the city and target
resources where need was greatest.
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4.2
Targetting Resources & Prioritising Beneficiaries
Additional research has been undertaken by Aston Research Centre for Healthy Ageing at Aston University
(ARCHA)3 to give the project a more reliable statistical foundation and help us target beneficiaries more
objectively.
ARCHA began by undertaking a comprehensive review of publicly available data-sets to establish an index
of risk factors associated with isolation.4 From this overall index of risk factors and in order to make the
process more manageable, four were chosen which were considered to be the most important determining
indicators of potential isolation, with a fifth weighted score added, as follows:





Proportion of 65+ residents with day-to-day activities limited a little OR a lot by long-term health
problems.
Proportion of 65+ residents living alone.
Proportion of 60+ residents living in income deprivation.
Proportion of 65+ with little or no English.
Weighted score: Add 0.5 if the Ward has a high %age of ‘Oldest’ older people resident there (>15%
over 85).
The outcome of mapping these factors against Birmingham Wards is as shown in the graphic below:
Our research showed that the risks associated with isolation are significantly greater in some parts of the
city than in others, and amongst some communities, where they may be compounded with other cultural or
social factors.
3
Aston Research Centre for Healthy Ageing: http://www.aston.ac.uk/lhs/research/centres-facilities/archa/
4
Risk factors identified: 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; perceived
prejudices and lack of social acceptance; sensory loss (hearing impairment, low vision); change in main social contact/s; mental
health issues; cultural isolation and lack of belonging to a social or cultural group; carer status; poverty and personal resources;
four or more chronic illnesses; retirement; low educational attainment (Vol 2: 07)
Page 12 of 50
Based on this analysis we decided that our project should adopt the following priorities and should be
structured accordingly:
(a)
One outer-city area, Tyburn Ward, six miles north-east of the city centre, comprising the
three large municipal housing estates of Birches Green, Pype Hayes and Castle Vale, plus
Bromford, an established industrial area. This largely white working class part of Birmingham
has additional risk factors associated with a very high proportion of the ‘Oldest’ old people,
poor transport links and geographical isolation.
(b)
One inner-city area, Sparkbrook, one of the most multicultural localities in Birmingham. BME
communities account for nearly 80% of the local population and health inequalities are high,
with life expectancy 3.1 years below the city average for men, and 1.3 years below the city
average for women. Unemployment is more than twice the city average and has been for
years. The population of over 32,000 has only 7 GPs, one mental health unit and no acute
services. Mental health admissions are disproportionately high and have been for over five
years. More people aged 75 and under die in the Ward than the city average.5
(c)
Two thematic communities:
(d)
o
Carers, because they are a significant group in the city. 1-in-8 Birmingham residents are
carers – around 105,000 people – and many experience additional isolation factors,
including anxiety, depression and stress.
o
And older LGBT people, who as well as facing additional cultural/personal factors that
can compound or trigger isolation, are also under-served or in some cases alienated
from mainstream provision.
A city-wide offer open to all individuals and all communities, reflecting the generally high
need across Birmingham.
We also acknowledge that within some of these communities/localities there will be ‘hidden groups’ who
are especially at risk. Our approach is inherently flexible, delivering both targeted and city-wide support and
we feel confident that the expertise of partners will enable such hidden groups to be identified and their
participation in the project ensured.
Identifying and prioritising individual beneficiaries
Our initial research enabled us to identify the geographical locations and communities of interest where the
risks of social isolation in older age are greatest and this provided an immediate framework for
prioritisation.
In addition, we will also need to identify individual beneficiaries and we have in place a number of plans to
enable us to do this:
5

The Priority Ageing Better Hubs (one in each of the four priority areas/groups) will be commissioned
from appropriate specialist organisations with established track records of working with/supporting
those client groups. This will ensure that local hubs for the promotion of the project and of Ageing
Better Networks will bring their local intelligence to the project and will further help target activities
and identify beneficiaries.

We will also write recruitment plans with broad targets for participation and growth in first year for
the Ageing Better Networks in the four priority groups/areas and for city-wide Ageing Better
Networks.

We will devise and implement a systematic method of identifying and referring older people from
Sparkbrook Community First Plan 2013. http://thecommunityfirst.net/sparkbrook/files/2013/05/Sparkbrook_CF_Plan.pdf
Page 13 of 50
partner organisations, with these being a first cohort to whom Ageing Better Networks are
promoted.
On this latter point it is vital to emphasise that we recognise that many networks for older people – in a
huge variety of forms and with varying purposes – already exist and as part of taking an asset-based
approach it is essential that we work with these pre-existing networks, celebrating what they do and have
done and encouraging them to support the Ageing Better Networks model.
Asset-Mapping
The Lead Partner, with support from partners and wider stakeholders, will also undertake asset-mapping in
the priority locations (Sparkbrook and Tyburn) and priority communities of interest (older LGBT people and
carers) to identify community assets.
Following a workshop with Hall Aitken on asset-mapping on the 21st November 2014 partners agreed to
adopt the following plan for carrying out asset-mapping:
Short term
1.
2.
3.
4.
Create a base map
Interview people to secure key information for base map
Run a briefing (the assets workshop or similar) for other partners
Map partners assets
Medium term
5.
6.
7.
8.
9.
Choose a methodology for City mapping
Share experience with other Ageing Better partnerships
Work out how to make it rewarding for everyone to participate
Evaluate progress and ensure this gets reported effectively to the partnership
Set up continual review of information sources
Other work already underway – such as supporting and developing our co-production cohort and ‘experts
by experience’ will also play a significant part on feeding into this asset-mapping.
4.3
Evidence that Supports Our Approach
In shaping the services and actions the project should pursue, our research identified five main reasons
why current provision for older people fails to address the causes of isolation:





Older people lack awareness of what is available.
Services operate in silos and are not joined-up.
Service providers are risk averse and do not enable or empower service users.
Services primarily address the immediate consequences of isolation while leaving untouched its
longer-term causes; and
Difficulties in identifying and engaging Isolated older people.
These findings resonated strongly with the older people involved in consultation when developing our
project ideas and we have ensured that they are reflected in the structuring of the project and the activities
we have chosen to prioritise.
During the period Sept-Dec 2014 The Digbeth Trust was commissioned to undertake a survey of 200 older
residents in Birmingham and produce a report that would help inform the continuing development of the
partnership’s understanding of need, as well as further testing some of our key assumptions.
222 responses were received, 209 being from Birmingham residents aged over 50.
Page 14 of 50
Key findings from the analysis of responses

At around 30%, the response from BME groups was reasonable but could have been higher. This
will be addressed as the project continues to develop, particularly through targeted work in the
priority area of Sparkbrook and surrounding Wards, where local communities are amongst the most
diverse in Birmingham.

Other than language requirements, the survey did not identify any major differential factors
regarding the causes or consequences of loneliness/isolation amongst different cultural/ethnic or
demographic groups. Most factors were widely shared across the demographic groups. We expect
that this may change, however, once intensive activity commences amongst our priority
communities/localities.

Marked differences in people’s attitudes towards ageing are discernible, however, when tabulated
by age. The survey found that people in the 50-65 age group did not identify themselves as ‘old’ and
struggled to see the relevance of this project to themselves. Those aged 75+ were much more likely
to regard themselves as being amongst the target audience for this project and saw the relevance
of their involvement. Particular efforts will need to be made to involve younger older people.

Over 38% of respondents live alone and amongst this group almost one-third reported themselves
to be at least “fairly concerned” that they might become socially isolated in the future. It was
noticeable that concern regarding isolation was markedly lower amongst those resident in sheltered
or supported Housing Schemes. These respondents were much likelier to feel safe and socially
included in activities, and to be younger with active social networks or to have adapted to their
situations.

There are lots of existing activities that older people can engage in should barriers such as physical
mobility, access to transport and costs be addressed. But almost 29% of respondents are poorly
informed about these existing activities/services. This confirms that raising awareness of existing
provision is an important function for the project.

Activities people would like to be involved in, given the choice in their local area, all involve a level
of socialising. These include exercise, singing, quizzes (to keep minds active), befriending services
and various clubs.

There are specific places people visit on a weekly basis, such as the supermarket, local shops,
doctors that could be targeted for publicity purposes by Ageing Better in Birmingham.
Since we submitted our Vision & Strategy document, loneliness and social isolation have entered
mainstream debate. Writing in The Guardian on the 14th October 20146 George Monbiot quoted new
research which shows that the effects of social isolation are as detrimental to health and life expectancy as
smoking and obesity. This new report, published jointly by Independent Age and the International Longevity
Centre UK, reveals a coming crisis in loneliness amongst men over fifty. In England, over 1.2 million men
aged over 50 reported a moderate to high degree of social isolation. 710,000 men aged over 50 reported a
high degree of loneliness. And the number of older men living alone will rise from 911,000 today to 1.5
million by 2030. The report shows that older men:




Are more socially isolated than older women (1 in 3 compared with 1 in 5).
Have less contact with their children, family and friends than older women.
Have social networks that tend to decline after the death of a partner.
Are less likely to seek help or ask for support.
Poor physical and mental health are also much more likely for the most socially isolated and lonely men.7
6
The age of loneliness is killing us, George Monbiot, The Guardian 14/10/2014:
http://www.theguardian.com/commentisfree/2014/oct/14/age-of-loneliness-killing-us
7
Isolation: the emerging crisis for older men – A report exploring experiences of social isolation and loneliness among older men in
Page 15 of 50
Similarly, new research by RELATE reveals that almost five million people in Britain have no close friends,
and of those with children only 64% have daily contact with them.8
Analysis of the European Social Survey (2012) undertaken by the Women’s Royal Voluntary Service
(WRVS) also reveals Britain to be the loneliness capital of Europe.
Popular new campaigns, such as the Campaign to End Loneliness and the national helpline for older
people, Silver Line, are also raising the profile of loneliness and isolation in academic research, policymaking and public opinion.9 In its first year of operation, Silver Line – founded by Esther Rantzen and
supported by the Fund – took over 300,000 calls and most of these were about feeling lonely or isolated;
over half of all callers reported having no one else to talk to.10 Speaking of the first year’s operation of Silver
Line, Esther Rantzen has said, “We knew loneliness existed in this country, but the extent of this epidemic
of loneliness and isolation suffered by people over 65 has shocked and alarmed us. Many of our callers
ring us on a regular basis because they tell us we are the reason they can get through the day.” Over half
of all over-75s in the UK live alone.
We also found new citizen-led approaches to supporting older people, early preventative activities to
reduce the risk of isolation, and support that helps older people view their life-experiences and ‘ordinary
skills’ more positively increasingly referenced in a wide range of research and policy materials that we
reviewed. These are indicated in the footnoted texts listed in the document ‘Literature Reviewed’ (see Vol
2: 08). We are interested in the work being done by ‘Streetlife’ to establish virtual online communities up
and down the UK and think this may be especially useful as a model in the work of our priority Ageing
Better Hubs, specifically those for carers and older LGBT people.11
England Independent Age/International Longevity Centre UK: 2014). http://www.independentage.org/isolation-a-growing-issueamong-older-men/
8
See: http://www.telegraph.co.uk/news/uknews/11026520/Lonely-Britain-five-million-people-who-have-no-real-friends.html and
http://www.independent.co.uk/news/uk/home-news/lonely-britain-10-of-population-does-not-have-a-close-friend-9662509.html
9
http://www.campaigntoendloneliness.org. The Campaign to End Loneliness is also supported by a research hub made up of
academic partners, including the Universities of Southampton, Northumbria, Swansea, Liverpool, major charities such as Age UK,
Befriending Networks and Contact the Elderly, and foundations including Joseph Rowntree and Calouste Gulbenkian.
http://www.campaigntoendloneliness.org/about-the-campaign/research-hub/
10
Lonely elderly flood Silver Line helpline with calls, Michelle Roberts, BBC News Online, 25/11/14.
http://www.bbc.co.uk/news/health-30175910
11
See: https://www.streetlife.com/area/lickey/ and for specimen invitation letter see:
https://www.scribd.com/doc/248161405/Streetlife-Lickey-Invitation-Letter
Page 16 of 50
5.0
PROJECT OUTCOMES
5.1
Project Outcomes
We have selected four outcomes that reflect local identified need but that will allow us to reflect all of the
Ageing Better outcomes. Our project logic model and theory of change is contained with our Supporting
Information (see Vol 2: 02).
Project outcome
Indicator
Timescale (first
two years)
Outcome 1: Birmingham citizens including isolated older people, young
and old, men and women, and all
backgrounds/cultures - will have
increased social and community
connections and be able to access
local community-led support through
Ageing Better Networks
10,000 people of all ages
report feeling better
connected with neighbours,
older people and their wider
local community
2,000 older
people
End Yr 2
Outcome 2: Older people will have
greater resilience and ability to plan for,
cope with and overcome the
circumstances and life-changes that
can cause isolation
2,500 older people report
improved wellbeing, reduced
isolation and greater ability
to cope
50 older people
End Yr 2
Outcome 3: Older people will be
involved in the long-term governance
and decision-making of the project,
including ongoing consultation and
involvement to develop 4 Ageing Better
Local Action Plans to guide change
and service improvement in the priority
communities
60 older people report that
they are appropriately
supported and able to
contribute to the decisionmaking of the project
10 older people
End Yr 2
Outcome 4: New services or activities
will be started by older people with help
and support including financial
assistance from our Ageing Better
Fund where this is necessary and
appropriate
5.2
Level
1.) Older people report
being involved in
developing and starting
500 new activities that
they could otherwise not
access supported by the
project
100 older people
2.) New services and
activities started
100 new activities
or services
End Yr 2
Most Important Activities
When
Activity
Link to outcomes
Yr 1
Develop comprehensive 'How to Start an Ageing Better
Network' pack
1
Yr 1
Train Network Enablers
1
Throughout
Extensive promotion/awareness campaign to promote Ageing
Better Networks
1&2
Page 17 of 50
When
Activity
Link to outcomes
Yr 1
Develop Every Step of the Way training and empowerment
programme
1, 2 & 3
Yrs 1 & 2
Engage 60 older people as part of continuing consultation,
project governance and service redesign especially through
involvement in developing local Ageing Better Action Plans
3
Throughout
Help establish at least 300 Ageing Better Networks to prevent
and treat isolation amongst older (and younger older) people.
Establish a central website for registration and monitoring of
Networks.
1
Yrs 1 & 2
Enable up to 25 older people's organisations/service providers
to become 'hubs' for the promotion and support of Ageing
Better Networks
1 to 4
Yr 1
Devise and implement mapping of households where older
people are at risk and make this template available for Ageing
Better Networks to use
1
Yr 1
Devise and implement mapping of community assets, including
older people's skills/talents, community facilities, existing
provision etc
1
Throughout
Help design and establish 100 schemes enabling older
people's skills/talents to be exchanged with each other and
unlocked for community benefit
4
Throughout
Enable at least 10,000 people to participate in and contribute
to at least 300 Ageing Better Networks
1, 2 & 3
Throughout
Use asset based community development techniques backed
with Ageing Better Fund resources to enable older people to
establish 500 new activities/initiatives
1 to 4
Yr 1
Develop new directory of older people's provision (online and
smartphone access for volunteers/Ageing Better Networks;
hard copy for older people where requested)
2
Throughout
Enable the participation of at least 100 younger people in
Ageing Better Networks
1
Yrs 3-5
Develop 4 Ageing Better Local Action Plans in priority
communities to offer preventative strategies to tackle isolation
and its longer-term causes
1, 2 & 4
Yr 1-2
Develop and implement Ageing Better Supporters’ Scheme
1
6.0
PROJECT DELIVERY
In this section we describe how specific elements of the project will be set-up and structured, including work
in progress where this is applicable.
6.1
Key Elements of the Project
(a)
Partnership Development
Page 18 of 50
We have undertaken an exercise with partners to confirm each organisation’s continuing involvement in the
partnership. During this process the John Lewis Partnership opted to remain in our wider partnership and
support Ageing Better through our ‘Supporters Scheme’ once established.
Following assessment feedback from the Fund, we have undertaken targeted partnership recruitment to fill
identified gaps in partnership skills/activity/experience in the following areas and appropriate new partners
have been selected: Faith (St Paul’s Crossover); Sparkbrook older people provider (Balsall Heath Church
Centre); asset-based community development specialist (Digbeth Trust/Mind, Body, Spirit Partnership). We
additionally selected the Alzheimer’s Society to provide expert knowledge on carers, but due to
organizational capacity they have asked to remain within the wider partnership only. This gap will be filled
once the project plan has been agreed.
In addition:
 We have developed a Partnership Agreement (incl. Terms of Reference (submitted separately).

We have defined the model for the Core Partnership operating as ‘Partnership board’ detailed within
the Partnership Agreement.

A Learning & Sharing Group and a Campaign Group will be established. These groups will help
steer these respective functions, ensuring that maximum useage is made of lessons from the
evaluation of the project and that work undertaken to support the evaluation and project marketing
and campaigning functions is effective and fit-for-purpose.
(b)
Ageing Better Networks
Ageing Better Networks will be promoted and supported by our Ageing Better Hubs. Basic guidance and
appropriate training will be available. This will include asset-based community development approaches
and community organising. We will devise a simple Network starter pack which will include operating
guidelines (what is expected, a suggested menu of activities, guidance on promotion and recruitment of
volunteers etc) and this will be made available to everyone who enquires about starting an Ageing Better
Network. A draft of this Starter Pack is included (see Vol 2: 09).
‘Start-up’ funding of £250.00 will be available for each Ageing Better Network that requires it to cover the
cost of things like printing and initial publicity. We anticipate enabling around 10,000 people to participate in
300 Ageing Better Networks across the city. Ageing Better Networks will be centrally ‘registered’ so that we
know where they are and can track formation and growth, but in terms of management they will be largely
autonomous community-led voluntary activities, dependent on active citizenship rather than costly
‘management’ approaches.
(c)
Ageing Better Hubs
Ageing Better Hubs will be responsible for promoting, developing and supporting Ageing Better Networks
and related activities. The Hubs fall into three categories: the city-wide Ageing Better Hub; four Priority
Ageing Better Hubs; and up to 25 Mini Ageing Better Hubs. These are described below.
1. City-wide Ageing Better Hub: The city-wide Ageing Better Hub will ensure a city-wide offer and
function. The specification for this function will include:




Being City-wide Ageing Better Hub, supporting, promoting and enabling the formation and
development of Ageing Better Networks across the city of Birmingham.
Hosting a Network Enabler.
Holding a proportion of the Ageing Better Fund, administering this, and assessing and processing
proposals for funding.
Promoting and supporting the development of Ageing Better Networks city-wide.
2. Priority Hubs: There will be four Priority Ageing Better Hubs and these will target four priority
groups/localities, where the risks of isolation have been identified as being greatest. These are:
Page 19 of 50




Older LGBT people.
Older carers.12
Outer-city Tyburn, and
Inner-city Sparkbrook.
These Hubs will be commissioned and the specifications for their function will include:




To lead on supporting, promoting and enabling the formation and development of Ageing Better
Networks in that group/locality.
Designating and hosting a Network Enabler (or Enablers).
Holding a proportion of the Ageing Better Fund, administering this, and assessing and processing
proposals for funding.
Promoting and supporting the development of Ageing Better Networks city-wide.
3. Mini Ageing Better Hubs: In order to achieve the targets for Network formation/engagement the project
will need more organisations elsewhere across the city able to act as promoters and supporters of the
Ageing Better Network idea and encourage and support their formation. Organisations will be encouraged
to submit EOIs to be Mini-Ageing Better Hubs (using a tested EOI process adapted from the BVSC-led
Talent Match and Birmingham Changing Futures Together programmes). An incentive/contribution to costs
payment of c.£2,000 to each successful organisation has been budgeted for. These Mini Hubs, will be
established in the first year of the project, during the procurement of the other Hubs. They will enable us to
‘test and learn’ from our approach and refine our methodology, to enable greater and more effective
delivery from the other Hubs once established.
The five Ageing Better Hubs (the city-wide Ageing Better Hub and the four Priority Ageing Better Hubs) will
produce first-year development plans for Ageing Better Networks with broad targets for membership and
growth.
We will devise and implement a systematic method of identifying and referring older people from partner
organisations, with these being a first cohort to whom Ageing Better Networks are promoted.
(d)
Marketing and Promotion
We will establish a Campaign Group to oversee and contribute to the campaigning, PR, marketing and
communications functions of the project. A framework plan has been developed for marketing and
communications (see Vol 2: 10) and this will be used to inform the tender specification for the
commissioning of this function. The Campaign Group will play a central role in reviewing and assessing the
quality and effectiveness of the marketing and communications activities throughout the lifetime of the
project, as well as setting priorities and targets for key campaign ideas and activities and ensuring that
these are effectively supported by the marketing and communications function.
Older People’s Engagement and Involvement
(e)
We learnt from stage three of the application process that:




12
Finding isolated older people to take part is very hard;
It is not enough just to find isolated older people, they need to have the capability, skills, and
knowledge to actively take part;
Good engagement is resource intensive and previously partners struggled to contribute without
financial remuneration;
Involvement of too many older people from one organisation can bias the results of our
engagement.
1-in-8 Birmingham residents are carers (around 105,000), facing particular problems of isolation and stress.
Page 20 of 50
Therefore, to support the development of this project plan and to help prepare for the project going live we
commissioned an appropriate provider to deliver and manage a programme of older people’s engagement
and empowerment during this project planning phase and beyond which would help support the
development and capacity-building of our ‘co-production’ cohort (those older people, around 20, who will be
actively involved in project governance and decision-making). The outcomes of this additional support work
inform this project plan and are included in the relevant sections.
During the project lead-in and mobilisation phases we will also commission further dedicated, specialist
support to continue development of the co-production cohort and the design/content of the Every Step of
the Way support programme.
Every Step of the Way will include:





(f)
Further development of engagement and involvement models for older people involved in project
management, governance and decision-making.
Older people’s increased resilience – training/activity/events aimed at enabling older people to plan
for and cope with major life changes that are triggers to social isolation.
Events and activities.
User Evidence Panels – develop operating model for inclusion in Every Step of the Way.
Support for older people involved in developing Ageing Better Local Action Plans.
Ageing Better Local Action Plans
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 co-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).
As part of developing the Local Action Plans we will also seek 20% match funding within each of the plans
– a total of £400K – thus helping to ensure that they can create the lasting change and impact they are
intended to create, while also ensuring a financial commitment from other key providers.
(g)
Ageing Better Fund
We will create a sustainable Ageing Better Fund to hold the resources for investment in Ageing Better
Action Plans and to enable older people to develop new services and activities. The fund will be open to
proposals from groups of older people, older people’s organisations and Ageing Better Networks. It will
fund activities, events and services for the collective benefit of older people, with an emphasis on improving
Page 21 of 50
quality of life and increasing community connections and involvement. (“Have you got an idea that will help
older people in your community?” will be our simple, operating strapline.)
The bulk of funding will be dedicated to small-scale proposals up to £200 (two hundred). Larger proposals
of up to £2,000 will be funded in exceptional circumstances with the agreement of the appropriate Ageing
Better Hub for that area/community.
Larger scale proposals will be developed for inclusion in an appropriate Ageing Better Local Action Plan.
If the proposing organisation (or group of people) is a Constituted body with an organisational bank
account, payment of the funds will be made into this account. If not, the payment/purchase will be made by
the appropriate Ageing Better Hub.
The fund will be distributed between the five Priority Ageing Better Hubs (the City-Wide Hub, the
Sparkbrook Hub, the Tyburn Hub, the LGBT Hub, and the Carers Hub) and it will be the responsibility of the
Hubs to manage this funding and make appropriate amounts available for proposals each Hub agrees to as
being necessary and beneficial, in line with Big Lottery Fund guidance.
Money has been allocated within the project budget to enable funding for specific activities and locally
determined proposals, including Ageing Better Local Action Plans, locally determined activities/services
that older people identify as needed, small-scale start-up funding for Ageing Better Networks (e.g. initial
printing/publicity).
We also intend to make it possible for individual, corporate and organisational donors to be able to make
cash contributions to Ageing Better, encouraged through the Supporters’ Scheme (see below).
(h)
Service Directory
Our initial research demonstrated that older people’s awareness of existing services and provision is often
poor, especially of third sector/charitable provision which is often poorly promoted. Poor knowledge of
existing services and provision is a contributory risk factor in older people’s isolation.
To help address this we will develop a new service directory for older people using as a platform the
Routes to Wellbeing ‘social prescribing’ portal developed by Sandwell and West Birmingham CCG over the
past two years. Using this existing platform will be more cost-effective, secure substantially greater buy-in
from other stakeholders (especially the health sector) and may secure up to £50K match funding. We also
feel that building on an existing service directory/database platform that has already received significant
investment will also ensure a higher profile for the new service directory and make a greater contribution to
ensuring that older people are more aware of existing provision. We will also ensure that robust referral
procedures are in place to ensure that especially vulnerable older people are supported appropriately.
(i)
Evaluation and Learning
A Learning & Sharing Group will be established to help steer the evaluation and our dissemination of
learning/key messages.
The evaluator will work closely with the Learning & Sharing Group because it is our intention that learning
from the project’s activities and key messages from its evaluation are shared using innovative and
engaging methods that can appeal to the widest possible audience. We will want the evaluator to feed into
this process and advise on appropriate methods, as well as formulate materials that we can use for
distribution. Our dissemination of project learning/messages and our wider communication efforts will be
informed by frequent reports from the project evaluation team. Our framework plan for the evaluation is
included (see Vol 2: 03).
(j)
Ageing Better Supporters’ Scheme
We will develop a high-profile Ageing Better Supporters’ Scheme to which local businesses, institutions and
organisations can belong. The purpose of the Supporters’ Scheme is to enable a wide diversity of
Page 22 of 50
organisations – especially the private sector – to identify themselves with the project and indicate that they
are ‘age-friendly’.
To become supporters, organisations will agree to:

Display information about the project prominently at their premises, in windows, on vehicles etc.
Stickers will be provided for this purpose.

Be part of a local Ageing Better Network or start one for your patrons, customers and staff.

Promote Ageing Better to customers (this is especially important for smaller local businesses where
many older people shop).

Provide details of local Ageing Better Networks which will be produced for them to display.
Businesses and other organisations will also be encouraged to consider making donations to the project,
whether donations, sponsorship or in-kind, and to align their CSR activities with the project. A business
could, for instance, encourage staff to set up a local Ageing Better Network, or offer time off for staff to
volunteer with an existing Ageing Better Network.
This will be important to legacy and sustainability, as well as helping to raise awareness and change public
attitudes.
Members of the supporters’ scheme also have the potential to be the eyes and ears of the project on the
street and from this perspective it will be especially important that the Supporters’ Scheme is modelled in
such a way as to appeal to local businesses, because these will be where many older people will be
known.
With the assistance of our media partner, we plan to give the scheme significant profile.
We also plan to see whether it is possible – with the support of other partners and stakeholders – for
Birmingham (or communities within Birmingham) to become part of the World Health Organisation (WHO)
global network of age-friendly cities/communities.13
(k)
Logic Model
We have developed a logic model (with the support of Hall Aitken) to help all participants and stakeholders
understand the project’s theory of change and change indicators. This is included (see Vol 2: 02).
6.2
Project Management & the Partnership Board
Our Partnership Agreement (see Vol 2: 11) defines how the Core Partnership will act as a Partnership
Board. Section 3.0 of the Partnership Agreement specifies:
3.1
The Core Partnership Group – which comprises the partners named at the end of this Agreement –
is the Partnership Board.
3.2
The role of Core Partners in this capacity is as follows:
a) To advise and oversee the strategic direction of Ageing Better in Birmingham and to support it
and guide it to the best of their abilities and expertise.
b) Be responsible for monitoring performance and managing risk of project implementation and
delivery
c) To receive regular headline briefings from the Lead Partner.
13
http://www.who.int/ageing/age_friendly_cities_network/en/
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d) To receive (or to designate a sub-group to receive) evaluation and learning briefings from the
project.
e) To act as Champions and Connectors for the project.
f)
To seek out and ensure complementarities between their own work and that of other
organisations known to them and the aims and activities of the project.
g) To support the key activities of the project as fully as they are able to, including Ageing Better
Networks, volunteer recruitment/participation in Ageing Better Networks, asset mapping,
referrals to the project’s activities, promotion of the project, advocating on behalf of older people
and the project’s asset-based, active citizenship approach.
h) To support identification of and complementarities with other provision and initiatives for older
people that can add value to the project and vice-versa.
i)
To undertake such tasks as the Core Partnership and Lead Partner identify from time and that
are within their capacity.
j)
To support evidence-gathering on behalf of the project.
k) To exchange and share best practice both from and about the project and from and about their
own work/expertise in working with older people.
l)
To actively seek to add value to the project and the project’s activities.
m) To support and agree to abide by any collective working arrangements or protocols as might be
agreed from time to time by the Core Partnership and the Lead Partner.
n) To support the involvement and participation of older people in the governance of the project.
o) Report back through the relevant management structures in their respective organisations
3.3
A meeting of the Core Partners (and hence of the Partnership Board) will be quorate if 7 Core
Partners attend. Failure to secure a quorate meeting of the Core Partnership will not preclude the
Lead Partner from taking such decisions as are necessary in order to ensure the timely
management and functioning of the project.
3.4
The Core Partners will meet as frequently as they and the Lead Partner determine is necessary (but
not less regularly than quarterly), dependent on workloads, project milestones and any other
relevant factors.
3.5
Older people will be involved in the governance of the project at all levels, including that of the Core
Partnership and will receive support, empowerment and training to enable this to happen. There will
be dedicated activities and support as part of the Every Step of the Way support programme and it
will be the responsibility of the Lead Partner and Core Partnership to ensure that:
a) Older people are receiving the support they need in order to be meaningfully involved in project
governance.
b) Meetings, decision-making and other project governance activities are conducted in such a way
as to enable and include older people.
c) Older people who attend or are involved in meetings (or any other activities that require them to
travel to a place outside the home) are able to do so safely and conveniently and at no out-ofpocket expense to themselves.
3.6
Each Core Partner will be entitled to one vote (should occasions arise where a vote is necessary)
and is asked to designate an individual who will exercise this right, and an alternate who will
exercise it in his/her absence. In the event of a tied vote, the final deciding vote, will be with the
Chair.
3.7
Meetings of Core Partners will be chaired by the Lead Partner, typically the chief executive BVSC,
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or a staff member designated in his/her absence.
3.8
It will be the responsibility of the Lead Partner to service these meetings, ensuring that all relevant
documentation – whether advance papers, Minutes of meetings or other reports or materials – are
produced and sent by email to the designated individual representing each Core Partner.
3.9
The Lead Partner and Core Partners can from time to time agree the co-option of up to FOUR nonvoting organisations to participate in Core Partnership meetings (or to contribute to the project in
other ways) should it be identified that they have specialist expertise or knowledge which will be
beneficial to the project and would otherwise be lacking.
3.10
Beyond the Core Partnership detailed in the signed declaration to this Agreement there exists a
Wider Partnership of project supporters and other stakeholders. It will be the responsibility of the
Lead Partner to ensure that these organisations and any other organisations or individuals with an
interest in the work of Ageing Better are kept informed of the project’s activities, events, learning
and key messages.
3.11
Membership of the Core Partnership, will be reviewed regularly with a annual review each April.
Partner Organisations may change from time to time depending on the requirements of the project.
New Partner Organisations will also sign this agreement. The Lead Partner will notify the Fund
when a Partner Organisation joins, or leaves, the Core Partnership.
6.3
Commissioning and Procurement
BVSC has sought legal advice from its Solicitors, as to whether it was deemed a “Contracting Authority” for
procurement rules. The advice that BVSC received was as follows:
“While BVSC would not have been classed as a contracting authority in the past, a large amount of
funding from public sources will change this. In particular the Big Lottery Fund has confirmed that
lottery monies should be treated as “public funds”. Given the large proportion of BVSC’s overall
activities that this funding will represent, BVSC will now be classed as a contracting authority.”
For Ageing Better activity that is not being delivered by BVSC, an open, transparent and proportionate
procurement process will be undertaken. Detailed specifications outlining the services to be purchased will
be produced. Commissioning protocols developed by BVSC and tried and tested in a wide range of
programmes and contexts will be used and will meet the Terms and Conditions set by the Big Lottery Fund.
This will entail acting as a Contract Authority and adhering to Public Procurement Law.
Commissioning will be transparent, based on an ability to meet specified quality thresholds and capacity
requirements. We will also ensure that Core Group members do not enjoy unfair advantage or influence in
the commissioning process and that opportunities are created for the involvement of smaller, specialist and
niche providers. A clear set of commissioning protocols sit under the Partnership Agreement and these will
ensure that a ‘firewall’ exists between the Board’s oversight role and the tendering of any Core Group
members wishing to bid for specific pieces of work.
A further key requirement of our commissioning will be the involvement of experts by experience in the
development of service specifications, in provider selection and in quality assurance and evaluation
arrangements.
We expect that there will be four OJEU compliant tenders / contracts:
1. Ageing Better Hubs (x 5 hubs – contained within one procurement exercise)
2. Learning and Evaluation
3. Every Step of the Way – engagement / experts by experience
4. Marketing and Communication
These are contained with the programme budget and project timeline. Prior experience dictates that these
OJEU tenders will take a minimum of six months and a maximum of nine months to deliver and appoint
delivery partners.
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Procurement will commence upon confirmation of our project plan. Although the detailed specifications will
be produced and market testing commence during January to March 2015.
While we estimate that it will take at least six months to undertake OJEU-compliant tendering exercises for
the functions/services being sourced in this way, we are confident that any significant delays in project
commencement can be kept to an absolute minimum by ensuring that during that lead-in period we have in
place the following:




Small-scale ‘transitional’ contract for marketing and comms support.
Website (for promotion/communication and for registering of Ageing Better Networks).
Ageing Better Network Starter Pack.
Mini-Ageing Better Hubs to help promote the project and support volunteers/participants.
These components/functions are fundamental to the delivery of the project but as long as some provision is
in place we can commence working with beneficiaries, albeit not at the scale which will be possible once
the project is fully functioning.
6.4
Programme Management:
Ageing Better in Birmingham will be managed by a comprehensive project management system called
Project Libre. Project Libre is a project management software tool and its current features include: task
management, work breakdown structure generation (a list and a graphical representation), resource
allocation and tracking, and Gantt charts that provide a clear view of the critical path elements of the
schedule. The project team as detailed below (see Vol 2: 12) is responsible for all aspects of project
delivery and management. The Programme Manager will be line managed by the Director of Programmes
for BVSC and the Senior Responsible Officer will be the BVSC Chief Executive. Recruitment and training
will ensure that staff are brought in with the right skills, experiences and knowledge to manage our
programme.
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6.4.1
Performance Measurement:
The Partnership Co-ordinator 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.
6.4.2
Contract Management
BVSC will monitor and evaluate the Contractor’s performance based on measurable service requirements
and verifying the Contractor’s compliance with the Specification and the Contract Terms and Conditions.
The purpose of this Contract Monitoring is to:
a. Improve performance through the early identification of questions and issue resolution.
b. Identify potential problems that may require additional scrutiny.
c. Evaluate Contractor performance controls to ensure there is a reliable basis for validating service
performance.
d. Assure that financial documentation is adequate and accurate so that costs will not be questioned
later on.
e. Identify operational/financial issues as early as possible so that corrective action may be taken to
prevent/minimise operational problems.
f. Contract Monitoring will take place throughout the term of the Contract and will cover the following
areas:
g. Administrative: Compliance with the Specification and the Terms and Conditions of the Contract,
such as the Contractor’s compliance with critical policies and procedures.
h. Financial: Compliance with financial requirements included in the Contract such as a review of the
Contractor’s invoices to ensure they are being submitted in accordance with the Payment Schedule,
in the specified format, that charges agree with contractually agreed rates, and are supported by
adequate documentation.
i. Service Delivery: Evaluates whether the Contractor is delivering the agreed Service specified to the
required standard.
j. The main forum for reporting and reviewing contract performance will be monthly Contract
Management meetings to be chaired by BVSC’s Contract Manager and attended by both
organisations’ contract management team members.
k. Contract monitoring may be carried out on site (at the Contractor’s premises), with Clients at a site
agreed between the Contractor of Client, or as part of a desk review with monitoring achieved using
a combination of these three methods. To the extent on-site reviews are employed, the monitor
may choose to make the site visits on either an announced or unannounced basis.
l. When visits are announced or pre-arranged, the Contractor will be given a set time at which the
facility will be visited.
m. Unannounced visits and the use of mystery shoppers are intended to give BVSC assurance that
observations made during such visits are representative of the Contractor’s on-going operating
practices.
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6.4.3
Contract Management Structure
BVSC’s proposed Contract Management Structure for managing this Contract is shown below.
The prime contact for the Contractor will be BVSC’s Contract Manager with escalation points to BVSC’s
Corporate Services and Finance Director and BVSC’s Chief Executive.
BVSC’s Programme Co-ordinator and Finance and Monitoring Officer and Learning will form the Contract
Team headed up by BVSC’s Contract Manager. These personnel will typically attend the monthly Contract
Management meetings.
BVSC Chief Executive
Corporate Services and Finance Director
BVSC Contract Manager
Finance and Monitoring Officer
Programme Co-ordinator
7.0
ENGAGING WITH OLDER PEOPLE
7.1
Involvement of Socially Isolated Older People in Project Development, Management,
Delivery, Monitoring & Evaluation
We will use a similar 'experts by experience' approach to that developed as part of the BVSC-led
Birmingham Changing Futures Together project. This involves bringing together a group of genuinely
isolated older people and supporting, empowering and enabling their involvement through a customised
empowerment and training programme, 'Every Step of the Way', which also builds on a model we
developed for Birmingham Changing Futures Together.
Ageing Better has also learnt from the experiences of Talent Match Birmingham in the engagement of
young people. This includes the challenges of: maintaining engagement, identifying people with the right
experience or skills and the positives aspects of: engagement in training and creating opportunities for
social activities.
As part of this approach we have devised a five-step menu of engagement which means that older people
can participate in types and levels of engagement that are appropriate for them, their circumstances and
preferences. This menu of engagement is shown below. The highest level of involvement is ‘co-production’,
by which we mean a cohort of older people who have direct experience of, or have overcome, social
isolation but are willing and able, with tailored, personalised support (‘Every Step of the Way’) to contribute
to the governance of the project, to the development of Ageing Better Local Action Plans, and to helping to
identify locally determined priorities for the project.
Overall, however, we recognise the importance of enabling older people to participate in the project in ways
that they want to, and in keeping with their abilities and circumstances (see 7.2).
Engagement work with older people has been undertaken during Sept-Dec 2014 to enable their maximum
involvement with and contribution to this planning phase (see 6.0 (e)).
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7.2
Policies and Procedures Ensuring a Continuing Role for Older People
To support our involvement of older people and to ensure that the methods and approaches we use are
appropriate and that the wellbeing and safety of older people are safeguarded we have adopted the
following:
A five-stage menu of engagement, as seen below. This will ensure that older people are able to participate
in the project in ways that they want to, in keeping with their abilities and circumstances.
-Irrespective of the level of engagement they choose to have, older people will receive specialist, dedicated
support, training and advocacy to enable a full and meaningful contribution. Equally they will be
encouraged to build their own networks and make friends. This will be done through our plan for continuing
supported involvement through our Every Step of the Way support and empowerment programme.
The Every Step of the Way programme will be commissioned from an appropriate provider or providers
with an established track record in older people’s engagement, support and empowerment. A budget
allocation has been made to this element in recognition of its central importance to project delivery. Support
will take an asset-based approach with customised support elements for those involved in governance, in
User Evidence Panels, in starting or taking active roles in Ageing Better Networks. There will be training
and empowerment workshops to enable older people to prepare for, cope with and be more resilient to the
life-changes than often trigger or contribute to social isolation. The early engagement work we have
commissioned for Sep-Dec 2014 also has an explicit aim of gathering feedback and views to help shape
the content and delivery of Every Step of the Way.
Every Step of the Way support will include:
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




Further development of engagement and involvement models for older people involved in project
management, governance and decision-making.
Older people’s increased resilience – training/activity/events aimed at enabling older people to plan
to plan for and cope with major life changes that are triggers to social isolation.
Events and activities.
User Evidence Panels – develop operating model for inclusion in Every Step of the Way.
Support for older people involved in developing Ageing Better Local Action Plans.
The partnership has agreed guiding principles for Every Step of the Way. These are included (see Vol 2:
13).
7.3
Involvement of Older People in Project Governance
Two places on the Partnership Board will be allocated to older people, with these representatives
supported at meetings (and in making a contribution outside and between meetings) by an advocate of
their choice.
7.3.2
Coproduction cohort
In addition to having older people formally represented on the Partnership Board (and supported to
undertake that role), there will also be a ‘co-production cohort’ of around twenty older people who are
supported to participate at every level in the co-production of the project.
The two Partnership Board representatives will be selected from this cohort. From our experience of
engaging with the coproduction cohort, older people representation on the core partnership will be
appropriate. The two seats offered for older person representation should be a revolving seat that is open
to all members of the coproduction group. This will allow different and varying experiences of older people
and will reduce the risk of politics within the coproduction cohort and give all an equal opportunity to
represent the group at core partnership level.
The coproduction cohort will run parallel to the core partnership to retain some independence to allow a
‘journey’ for those involved in the group. Decision making and consultation will feed into this group to
ensure that their views are heard and they are able to influence the programme. The coproduction cohort
will be a ‘step on, step off’ group, it may not be the same individuals involved through the life of the
programme.
The coproduction cohort has set their ground rules and understandings for involvement, including:













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.
Don’t monopolise discussion and allow others to contribute
Be truthful, honest and open
Respect difference – don’t judge
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.
Take space if needed
Good communication with each other and from the Ageing Better in Birmingham programme.
Leave well - make sure that everyone is in a good place after engaging.
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These understandings and ground rules will begin to inform a ‘charter for involvement’ within the Ageing
Better in Birmingham programme for those involved in coproduction. This charter will set out what the
cohort will expect from the Ageing Better in Birmingham partnership and vice versa as well as the purpose
and role of the coproduction cohort and wider involvement within the programme. The charter will also
include all policies and procedures for older people involved in coproduction including:






Volunteer policy
Expenses policy
Data protection policy
Safeguarding each other
Point of contact
Complaints procedure
The charter will be shaped and informed by the coproduction cohort prior to programme delivery between
January and March. In the interim, BVSC’s standard policies and procedures in regards to the above will be
adhered to.
We will schedule two more meetings between January and March to ensure a relationship and level of trust
remains and they continue to engage in a positive way with the programme. Interim support measures are
to be put in place to offer payment to support facilitators who identified the individuals within the cohort.
This will ensure a friendly and known face will be present as the group continues its involvement. Upon
contract award, it will be the responsibility of each priority area hub and the city wide hub to identify older
people and support at coproduction meetings.
Engagement, support and consultation with older people has taken place as part of developing this project
plan, with consultation activities for older people specifically to clarify their preferences for engagement with
the project and participation in its governance. This is what they told us: Knowing your neighbours,
having a safe space for conversation and being involved in a group or activity were strong themes
of reducing isolation that came out of our discussions.
Our engagement and consultation with older people also reinforced the differing experiences and levels of
isolation amongst the thematic communities, as discovered through our previous research in regards the
problems and issues that older people face. Representatives of the LGBT community and carers shared
experiences which described varying isolating factors that are inherent within their community.
Other themes and experiences that they shared included:






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.
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.
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3. We need to be aware of and address cultural issues, difficulties and prejudices to uphold and
increase integration within the community of Birmingham.
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. Have a centralised number so that people have one point of call, otherwise too many numbers and
people get confusing.
8. Publicise opportunities well.
9. Talk to people and set up meetings.
A full report is available in the supporting information (see Vol 2:14.)
Ageing Better Network Starter Pack
Our Starter Pack for Ageing Better Networks (see Vol 2: 09) will contain materials and/or templates
covering:



Identification and a statement of purpose branded prominently with the Funds logo.
A central phone number (the Lead Partner) where those wishing to can check the credentials of the
project or make complaints/raise concerns. (Addressing these any issues raised will be the
responsibility of the Project Manager and if circumstances require it the Chief Executive BVSC.)
Good practice guidance on:
o Equality and non-discrimination.
o Avoiding behaviour that may be construed as ‘inappropriate’ or intimidating or which might
give rise to unfounded allegations.
o Recruiting volunteers with community languages.
o Referral points/contacts for especially vulnerable residents when identified;
o Safeguarding vulnerable adults/older people.
BVSC’s own safeguarding policy is included (see Vol 2: 15).
8.0
TIMETABLE
8.1
Key Milestones, Decision Points & Activities: Project Lifetime
Table: Key milestones, decision points and activities: Project lifetime
Key milestones, decision points, activities
When
Agree Terms of Reference and Partnership Agreement
Dec 2014
Commission older people engagement/support programme throughout project
planning phase (this will help inform engagement methods and preferences, including
involvement in governance)
Sept-Dec
2014
Establish Partnership Board
Dec 2014
Establish Learning & Sharing Group and Campaign Group
Feb 2015
Agree commissioning specification for marketing and communications contract/s
Mar 2015
Proceed to commissioning marketing and communications contract/s
Apr 2015
Agree recruitment and growth plans/targets for Ageing Better Networks – plan for each
of the Ageing Better Hubs
Mar 2015
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Key milestones, decision points, activities
When
Agree commissioning specifications for Ageing Better Hubs
Mar 2015
Proceed to commissioning and selection process for 5 x Ageing Better Hubs
Apr 2015
Agree work plans for Network Enablers
Mar 2015
Agree content of training for volunteers in Ageing Better Networks – to include:
 Safeguarding
 Equality/non-discrimination
 Asset-based community development approach
 Use of social media as a community organising tool
Jan 2016
Commission website build
Apr 2015
Website live
Jul 2015
Agree content and design for Ageing Better Network Starter Pack and move to
production
May 2015
Recruitment of first cohort of Ageing Better Network volunteers
Apr 2015
Training/induction of first cohort of Ageing Better Network volunteers
May 2015
Recruitment of key posts/functions: Programme Manager; Partnership Co-ordinator;
Finance & Monitoring Officer; Programme Administrator
Apr 2015
Identify and secure a high profile patron – if it is not possible in the first instance to find
a patron the fallback plan will be recruitment of at least three (lower profile) project
ambassadors
Jun/Jul 2015
Agree plan for project outreach and wider stakeholder engagement including
presentation materials, roadshows, priority target organisations – this to include
specific plans for other organisations with which the project wants to have working
relationship or plan for sharing learning/information-exchange
Public project launch:
 Events
 Media blitz
 Social media and online campaign
 Website goes live
Jun 2015
Dec 2015
Project launch for practitioners, providers, service agencies
Jan 2016
Agree content and commissioning specification for empowerment/support programme,
Every Step of the Way (to include: support activities/programme for cohort of older
people involved in governance/co-production; training and workshops; preparedness
workshops – resilience training/events)
Mar 2015
Awareness-raising presentations and roadshows commence
Apr 2015
Proceed to commissioning of Every Step of the Way
Apr 2015
Every Step of the Way support and empowerment programme begins to deliver
Dec 2014
Agree operating specifications for up to 25 x Mini Ageing Better Hubs
Mar 2015
Proceed to EOI and selection process for up to 25 x Mini Ageing Better Hubs
Jun/Jul 2015
Finalise plan for establishment and operation of Ageing Better Fund including
operating guidelines, eligibility, application and approval process, fund management,
payment methods/requirements, record-keeping
Aug 2015
Commence (or commission) outreach and stakeholder engagement
Apr 2015
Agree commissioning specifications for external evaluation
Mar 2015
Commission external evaluation
Jan 2016
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Key milestones, decision points, activities
When
Review of formation and growth plans for Ageing Better Networks
Apr 2016
Review of older people’s engagement and support (Every Step of the Way)
Jun 2015
Review of outcomes for older people involved in/connected with Ageing Better
Networks
Dec 2016
Christmas 2016/New Year 2017 – major Christmas/New Year Appeal/Campaign
Dec 2016/Jan
2017
Commence information-gathering for service directory portal
May 2015
Agree content guidelines and development methods for Ageing Better Local Action
Plans, including development of Local Action Plan partnerships – per each Ageing
Better Hub
Feb 2017
Establish Ageing Better Fund
Dec 2015
Systematic plan to promote Ageing Better Fund
Dec 2015
Systematic plan to develop and maximise corporate/organisational sponsorship deals
and offers
Oct 2015
Systematic plan to develop and maximise CSR involvement offers
Nov 2015
Finalise plan for establishment and operation of Ageing Better Supporters’ Scheme
Oct 2015
Commission production of appropriate promotional materials for Supporters’ Scheme
Nov 2015
Marketing/promotion picks up city-wide marketing of:
 Ageing Better Fund
 Supporters’ Scheme
 Corporate/organisational sponsorship
 CSR involvement
Jan 2016
External evaluation data gathering commences
Mar 2016
Review of marketing and promotions campaign and refresh – review of marketing
plans for Year 2
Dec 2015
Review of Ageing Better Networks’ activities, reach and effectiveness
Mar 2016
First learning and networking conference for Ageing Better Network volunteers –
lessons learnt, ideas for future action, sharing of problems, identifying solutions
Refreshed recruitment and promotional campaign for Ageing Better Network
volunteers
Mar 2016
Jun 2016
Christmas 2017/New Year 2018 – major Christmas/New Year Appeal/Campaign
Dec 2017/Jan
2018
Summer street events campaign for Ageing Better Networks 2016
Jul/Aug 2016
Ageing Better supporters’ scheme sign-up campaign
May 2016
Ageing Better corporate sponsorship campaign
May 2016
Commence Ageing Better CSR campaign
May 2016
Monthly learning/lessons learnt bulletins for practitioners, providers and service
agencies
May 2015
Annual lessons learnt and networking conference for practitioners, providers and
service agencies
Mar 17 and
Mar thereafter
each year
Review of progress to date against all key deliverables (e.g. older people’s
involvement, engagement and outcomes; volunteer recruitment; formation of Ageing
Better Networks) and refresh of project promotion and marketing
Mar 2016
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8.2
Detailed Breakdown of Project Activities for the First Two Years
Table: Detailed breakdown of project activities for the first two years of the project
Detailed breakdown of project activities for the first two years of the project
When/month
Marketing and communications commences
Jan 2016
Recruitment of key roles/functions
Mar 2015
Identify and secure a high profile patron
Jun/Jul 2015
City-wide & Priority Ageing Better Hubs established and commence activities
Jan 2016
Website goes live
Jul 2015
Production of Ageing Better Network Starter Pack
Apr 2015
Project launch event – for the public, volunteers, users, older people
Dec 2015
Project launch event – for stakeholder/service providers’ project launch event
Jan 2016
Recruitment of first cohort of Ageing Better Network volunteers
Apr 2015
Training/induction of first cohort of Ageing Better Network volunteers
May 2015
Project outreach and wider stakeholder engagement commences
Apr 2015
Review experience of recruiting first cohort of Ageing Better Network volunteers – finetune and roll-out intensive recruitment and set-up of Ageing Better Networks
Mar 2016
Delivery of Every Step of the Way commences
Dec 2014
Mini Ageing Better Hubs start to be established
Apr 2015
Establishment and operation of Ageing Better Fund
Dec 2015
Asset-mapping
Jun 2015
Mapping/identification of isolated and at risk older people
Jun 2015
Evaluation commences
October 2016
Development of new Service Directory for Older People commences
May 2015
Christmas 2016/New Year 2017 – major Christmas/New Year Appeal/Campaign
Dec 2016/Jan
2017
Ageing Better Fund established
Dec 2015
Ageing Better Supporters’ Scheme established
May 2016
Christmas 2017/New Year 2018 – major Christmas/New Year Appeal/Campaign
Dec 2017/Jan
2018
First learning and networking conference for Ageing Better Network volunteers
Mar 2016
Summer street events campaign for Ageing Better Networks 2016
Jul/Aug 2016
Ageing Better supporters’ scheme sign-up campaign
May 2016
Ageing Better corporate sponsorship campaign
May 2016
Commence Ageing Better CSR campaign
May 2016
Monthly learning/lessons learnt bulletins for practitioners, providers and service
agencies
First learning and networking conference for practitioners, providers and service
agencies
Review of progress to date against all key deliverables (e.g. older people’s
involvement, engagement and outcomes; volunteer recruitment; formation of Ageing
Better Networks) and refresh of project promotion and marketing
May 2015
Mar 2017
Mar 2016
Page 35 of 50
9.0
PROJECT RESOURCES
9.1
Selection of Lead Partner
The process to select BVSC as the lead partner was agreed with the Big Lottery Fund including an
independent process run by the Partnerships Team at Birmingham City Council (BCC).
9.2
Partner Organisations
As described in section 2.0 (see Vol 2: 04)
9.3
Delivery Partners
For Ageing Better activity that is not being delivered by BVSC, an open, transparent and proportionate
procurement process will be undertaken. See section 6.0 Project Delivery for more information.
9.4
Staffing
Internally Ageing Better in Birmingham will employ 4 staff posts (see Vol 2: 12):
(i)
Programme Manager – With overall programme management responsibility including
procurement, contract delivery, partnership working, evaluation and communication
(ii)
Partnership Co-ordinator – With responsibility for the co-ordination of Ageing Better Hubs
and Every Step of the Way engagement programme. The coordinator will also support
experts by experience ensuring their knowledge is utilised at every point of the program to
inform development, delivery and systems change.
(iii)
Finance and Monitoring Officer – Compiling monitoring data from programme delivery and
local evaluator for the Fund and Ecorys (the national evaluator). Monitoring contract
performance and expenditure.
(iv)
Programme Administrator
For tables showing staffing details (see Vol 2: 16). Recruitment for staff posts will commence in March
2015.
9.5
Staffing & Volunteers: Policies & Procedures
All staff with be recruited in accordance with BVSC Recruitment Policy (available on request) and in line
with the Funds requirements.
All posts will be advertised for a minimum of two weeks in the following:






Guardian online – approx. £1400 per advert but cost can decrease depending of number of adverts
purchased.
BVSC website, Twitter and circulated through networks – £40.00.
The Voice - £525.
BCC Facebook (free).
LGBT website and bulletins £40.00.
And via circulation through informal networks, bulletins and information exchange services including
Brap, BSSEC, etc (free).
All experts by experience will be given recruitment training prior to participating with the recruitment
process. All staff will be inducted and managed in accordance with BVSC’s induction and supervision
policies.
Page 36 of 50
9.6
The Role of Volunteers
Volunteers will be central to the project and will include the older people engaged in our ‘Every Step of the
Way’ user involvement programme, supporting and enabling the participation of older people at every level
of the project. This includes our cohort of experts by experience who will be involved in co-producing
Ageing Better in Birmingham.
We anticipate volunteers contributing towards project development, governance, the identification of news
services/activities, Every Step of the Way training/support content, development of Ageing Better Local
Action Plans. Around 2,000 volunteers a year will be involved across the programme.
During January to March 2015, volunteers involved in the programme will continue to be supported by
BVSC. After April during procurement for Every Step of the Way, we will put in place interim measures to
ensure ongoing involvement and co-design including specialist training and support.
9.7
Induction & training
Individuals appointed to Ageing Better positions will undergo an appropriate induction. The induction sets
out expectations and measures achievements against a clear and agreed plan. Where necessary
appropriate training in the form of courses, mentoring and coaching are offered.
The Induction plan for staff will include programme specific areas, as set out in our Staff Induction policy.
Staff will also work a six month probation period. Probation action plans will be set in accordance to
programme and role requirements and progress, performance and training requirements will be discussed
and monitored during regular staff supervision sessions in line with BVSC staff supervision policy.
Where there are concerns regarding performance, there is the option to extend the probationary period,
with a full supportive action plan in place for the employee.
Overall, the following policies approved by the BVSC Board are relevant to staffing and management:








Induction and probation policy.
Equal opportunities recruitment
BVSC safeguarding vulnerable adults
Complaints procedure
Child protection policy
Equal opportunities policy
Finance policy and procedure
Volunteer policy
We have not included these in Vol 2: Supporting Documents, but they are available for inspection and can
be forwarded if required.
Any partner wishing to second staff to the project will need to evidence their own policies and procedures or
agree to abide by BVSC’s in respect of the seconded staff. Moreover, organisations that have been
selected to deliver services on behalf of Ageing Better will have to show that they have all of the relevant
policies and procedures in place.
9.8
Other Programme Related Staff
As described with our programme, Network Enablers will play an important role in helping to create,
develop and support Ageing Better Networks. We do not see Network Enablers as staff positions, rather a
function of Ageing Better Hubs, therefore we haven’t included them with our staffing structure. It is likely
that specific staff from delivery partners will fulfil the function of Network enabling, and the partnership Coordinator will ensure these staff will work together, sharing learning, experience and good practice.
Page 37 of 50
10.0
PROJECT BUDGET
Ageing Better budget by work
stream
Year 1
Development Funding
Year 2
Year 3
Year 4
Year 5
Year 6
Total BLF
50,000
Infrastructure- Delivery
Total
Including
Match
funding
Match
Funding
50,000
50,000
185,501
102,927
102,927
102,927
102,927
117,182
714,392
0
714,392
Payment to Core Partners
20,000
20,000
20,000
20,000
20,000
20,000
120,000
12,000
132,000
Ageing Better Network Costs
76,310
274,841
249,841
249,841
249,841
188,531
1,289,205
1,019,610
2,308,815
Marketing and Communications
40,000
40,000
40,000
40,000
40,000
40,000
240,000
30,000
270,000
Service Directory Costs
51,000
6,000
6,000
6,000
6,000
6,000
81,000
0
81,000
Mini Hubs
50,000
0
0
0
0
0
50,000
0
50,000
Local Action Plans
0
456,966
456,966
406,966
406,966
0
1,727,862
325,572
2,053,434
Ageing Better Fund
0
100,000
100,000
100,000
100,000
100,000
500,000
0
500,000
Experts by Experience
47,000
40,000
40,000
40,000
40,000
40,000
247,000
0
247,000
Learning and Evaluation
90,681
73,181
73,181
73,181
73,181
93,137
476,541
28,227
504,768
Management and Overheads
84,000
84,000
84,000
84,000
84,000
84,000
504,000
0
504,000
0
Total Expenditure
50,000
644,492
1,197,915
1,172,915
1,122,915
1,122,915
688,850
6,000,000
1,415,409
7,415,409
The detailed project budget for the six years is contained with the supporting information (see Vol 2: 17)
A detailed breakdown of the match funding is contained with the supporting information (see Vol 2: 17)
Page 38 of 50
The budget is broken down into the main work streams, management and overhead costs, and
learning/evaluation costs. All salaried posts include employer’s national insurance and pension
contributions and an allocation for redundancy costs when the posts cease to exist.
Infrastructure costs include a Delivery Manager, a Partnership Co-ordinator and administrative support,
with an operational budget to cover recruitment of staff, running costs (travel- BVSC has a travel policy
which sets out the travel claim parameters, including how to source travel and what can be re-claimed),
stationary, phones, photocopying, printing etc, meeting costs, engagement and management of partners,
development of commissioning/tendering processes etc. In the first year £10k has been included to cover
IT equipment for staff based at BVSC. There is also an allocation for the procurement processes that will
need to be followed in order to commission the various elements of delivery for the program. These costs
have been based on the procurement costs for the Talent Match and Complex Needs fulfilling lives
programs.
Payments to partners, is a payment to core partners for their on-going contribution to the programme.
Marketing and Communications is funding to deliver the communications strategy and to support and
promote the program as a whole, the delivery of networks and mini hubs. A Campaign Group has been
established to oversee and contribute to the campaigning, PR, marketing and communication functions of
the project.
The budget for the Ageing Better Networks has been calculated by thinking through what each network
would need to deliver the service; provision has been made for 4 local networks, 1 city-wide network for
four years.
In the first year we have allocated a budget to develop 25 mini-hubs across the city to act a local beacons
to Ageing Better Network increasing the programmes visibility and accessibility. .
The service directory costs include costs to develop a website, an on-line portal and an App. This directory
will provide beneficiaries a single point of access to services that will help reduce isolation, services that
they are often not aware of. As all service user will not be IT literate costs have been included to print and
distribute the directory.
Experts by Experience is a key strand of the project and this funding puts Expertise by Experience at the
heart of all the work streams. A contract will be tendered out for an organisation to manage and support
engagement of Experts by Experience in the programme. This funding gives some considerable
volunteering opportunities and includes funding for specialist support and management needed by Experts
by Experience to fully engage with the programme.
The Ageing Better Fund will be sustainable resources for investment in Ageing Better Action Plans. This
funding will be driven by the needs and proposals identified by groups of older people, older peoples
organizations and the Ageing Better Networks. Proposals funded would be of a value between £200-£2000.
The Local Action Plans budget will enable longer term change and improvement in support and services for
older people. Some funding has been set aside for the hubs to develop the local Action Plans. As part of
the procurement process each local action plan will be expected to secure 20% match funding. This has
been included in the budget as unsecured match funding (see Vol 2: 17)
Additional Match Funding should be secured from Birmingham City Council in early 2015. Birmingham City
Council is committed to supporting and possibly subject to budget availability in 2015/16 identifying a
proportion of match funding for Ageing Better in Birmingham. It is not possible to confirm match funding for
Ageing Better prior to the project plan submission date, as the council is currently consulting on the budget
for 2015-16.The consultation process concludes in December, with the outcome known by early in the New
Year. Whilst Birmingham City Council, would like to make an in-principle commitment subject to there being
a budget identified and agreed by the cabinet, doing so would at present breach the budget consultation
protocol.
Page 39 of 50
Learning, evaluation and monitoring costs includes funding for a Finance and monitoring Officer,
recruitment costs, running costs and an operational budget. The Finance and Monitoring Oficer will ensure
we capture all the information need to be compliant with the contract with BIG, as well as supporting the
delivery team to contract manage the delivery of the streams of work in the business plan. The operational
budget will be used to procure learning and evaluation support for the program over the 6 years.
Organisations tendering to provide the evaluation and learning for the program will be expected to match
fund 10% of the budget available, this has been included in the budget as unsecured match funding (see
Vol 2: 17).
Management and overheads cost cover the accountable body function, management, accommodation,
finance, HR support to the staff employed on the program, IT and governance.
10.1 Revenue, Capital & Overhead Costs Projection
Ageing Better Budget
Revenue
Management and
Overheads
Capital
Total
11.0
Pre-start
50,000
year 1
540,492
year 2
1,113,915
year 3
1,088,915
year 4
1,038,915
year 5
1,038,915
year 6
604,850
Total
5,476,000
84,000
84,000
84,000
84,000
84,000
50,000
84,000
20,000
644,492
1,197,915
1,172,915
1,122,915
1,122,915
688,850
504,000
20,000
6,000,000
FINANCIAL PLANNING
The staffing structure gives details of how BVSC proposes to manage and monitor the project.
BVSC, as accountable body, will be responsible for setting up the systems to account for the funding and
establishing contract arrangements with partner organisations. BVSC will also be responsible for the
monitoring of the project on an ongoing basis. Development and enhancement of existing systems will
provide a platform from which to gather evidence and information. BVSC has a sophisticated accounting
system that allows the monitoring of finances by expense type, project and, program spend ensuring
compliance with financial regulations and audit requirements. A powerful report writer allows
comprehensive management information.
BVSC has invested in a new database that can capture a wide range of information both soft and hard
outcome and outputs for programs and allows analysis of this information which can be used to inform the
future development of programmes. The Finance and Monitoring Officer will assess the requirements of the
Ageing Better program and implement the necessary recommendations to ensure that existing systems are
used where appropriate and new data capture systems are developed that meet the specific needs of
Ageing Better.
All participants and partner organisations involved will be required to complete and submit regular
monitoring information. This information will be verified by the delivery team and the Finance and
Monitoring Officer and used to trigger payments or discussions with partners. Any issues with contractual
aspects of the project will be dealt with through BVSC.
Regular reports will be provided to BVSC’s Board and Core Strategic Group on progress, including
achievements, underperformance, risks, opportunities, learning and monitoring information to inform ongoing development and management of the program.
A cash flow projection for the first two years of the program is contained with the supporting information
(see Vol 2: 17).
Page 40 of 50
12.0
FINANCIAL APPRAISAL
12.1
Financial Assumptions:
The budget has been built up around the work streams developed by the partnership. The costs assigned
to each work stream are based on the activities developed for the work stream and the expert advice from
partners as to what is needed in order to deliver the work. The activities costs are based on information
from partners, BVSC’s experience of delivering similar work, the costs of room hire etc and some instances
an estimate, where there are no comparable costs available.
Staff Costs – based on anticipated salaries (see Budget for detail) including employers national insurance
and pension contributions and potential redundancy costs.
Operational Budget/Running Costs – based on an allowance per staff post for running costs, based on
experience of running projects within BVSC, the average costs needed per person to cover printing,
photocopying, phone, stationery, travel, training etc and specific costs to support the delivery of activity.
Where a work stream is to be contracted out (for example the evaluation function) and includes staffing the
delivery budget also has a provision for overheads costs.
The marketing and communications is an indicative budget based on BVSC’s experience of marketing and
communications activities, the communications strategy and the specific needs of the program and work
streams.
Payments to partners have been calculated at £1000 per partner organisation per annum.
The budget for the Ageing Better Networks has been calculated by thinking through what each network
would need to deliver the service. We have calculated the budget per network on a post, recruitment costs,
training costs, management costs and an operational budget. This has given an allocation per network for
the 4 local networks and the 1 city wide network. It will be up to the organisations submitting a tender to
determine how they will utilise the allocation to deliver the services. Each network will be funded for four
years.
25 mini hubs will be created, £2000 has been allocated for the development of each hub, and this is an
estimate based on work BVSC has carried out in creating local hubs across the city for volunteering.
The service directory costs are based on similar work carried by BVSC on a health portal, scaled up for this
program. The printing costs are based past experience of carrying out this type activity.
The budget allocated to engage service users has been based on BVSC’s experience of service user
engagement on both the Talent Match and Changing Futures program. In year one we have included a
training budget to train service users to be involved in the recruitment of staff and the procurement
activities, this training budget has been calculated using the costs incurred to provide training and support
to the Experts by Experience on Complex Needs program.
The Ageing Better Fund and the Local Action Plan are an allocation of funding for activity that has yet to be
decided and is dependent on what the Ageing Better Networks, groups of older people and older people
organisations identify is needed to reduce isolation. These allocations are estimates, an appropriate
procurement process will be put in place to decide how the funding will be allocated and utilised.
Evaluation and Learning costs – based on monitoring staff and systems BVSC employ to capture this type
information on existing projects. Monitoring will be carried out internally by BVSC and the finance and
monitoring post.
The operational budget under Learning and Evaluation is funding that has been allocated to procure an
external evaluator to meet the learning and evaluation needs of the programme. This approach is different
to the approach taken with the Talent Match and the Complex Needs programmes, because this program is
based on an asset based community development approach. The Ageing Better Networks will operate
Page 41 of 50
autonomously and BVSC will be two stages removed from delivery, this will require specialist knowledge,
skills and experience to evaluate the delivery, outcomes and learning. The budget is an estimate of what
we think the costs will be.
Management and Overhead costs based on staff time to manage the program and includes some of the
CEO’s time for involvement in the partnership at a strategic level, the Programmes’ Directors time to
manage the program and the Corporate Services and Finance Directors time to manage the accountable
body function. Overheads have been included on an apportionment method and includes a charge per
person employed on the program to cover Finance, HR, IT, governance and accommodation costs. The
budgets for the overhead cost centres are calculated and then netted against any income generation and
the costs are then allocated against number of staff on projects.
12.2
Main Factors Affecting Viability
The main factor affecting viability of the program will be ensuring all the work streams are delivered on time
and are managed to deliver the outcomes of the programme. The asset based community development
approach is a risk in itself in that certain structures will be put in place but the networks will grow and
develop organically led by the community. BVSC will need to find the balance in putting enough structure in
place for the programme to delivery without stifling the creativity and community based approach. Part of
this will need to be addressed in the procurement process and the contract management of the delivery.
The staffing structure will be responsible for addressing and managing the inherent risks in this model, it
will be the responsibility of the Partnership and Delivery manager and Coordinator to make sure the
balance between the delivery and the asset based approach is managed appropriately.
12.3
VAT
BVSC is VAT registered and is only required to pay vat on contracts, grants that are outside the scope of
VAT. The funding from BIG would be outside the scope and no vat would be payable on the grant. All
expenditure is inclusive of vat as we will not be able to recover any of the VAT. Potentially contracts that we
issue may have vat implications, but will depend on whether the organisation being commissioned is
registered for VAT. The funding will advertised as being the total available inclusive of any vat implications.
12.4
State Aid
Advice from our accountants and our solicitors has informed the development of the delivery models to
ensure state aid regulations are adhered to. BVSC is a contracting authority for the purposes of this grant
and will need to adhere to European procurement regulations, funding has been included in the budget to
make sure these regulations are adhered to when commissioning the services for this programme. Partners
will also be asked to assess their state aid status as part of the contracting process. Tendering processes
will be developed to ensure open and fair commissioning of activities to be contracted out.
13.0
MONITORING AND EVALUATION
We distinguish here between monitoring and externally-commissioned evaluation.
13.1
Monitoring
On a quarterly basis we will monitor progress towards the key deliverables of the project. This will consist
primarily of numerical/quantitative data. This will be supplemented each quarter with appropriate qualitative
and impact data from our external evaluation and we will use this to help support the test and learn
approach of the project.
Monitoring deliverables
The key deliverables we will monitor and report against include:
Page 42 of 50

Number of people involved in Ageing Better Networks (Outcome 1: 10,000 citizens (of all types) will
have increased social and community connections and be able to access local community-led
support through Ageing Better Networks).

Number of older people engaging in support, events, workshops, activities to increase resilience
and ability to cope (Outcome 2: 2,500 older people will have greater resilience and ability to plan
for, cope with and overcome the circumstances and life-changes that can cause isolation).

Number of older people engaged in project governance, decision-making etc (Outcome 3: 60 older
people will be involved in governance, decision-making and working towards involvement in
developing Local Action Plans).

Number of services/activities started (Outcome 4: 500 new services/activities started by older
people with help and support, including financial assistance from our Ageing Better Fund where this
is necessary/appropriate).

Progress against specific milestones and tasks as set out at 8.2.

Progress against workplans of:

Ageing Better Hubs (City-wide Ageing Better Hub, 4 x Priority Ageing Better Hubs and up to 12
Mini Ageing Better Hubs) including:
o
o
o
o

Targets for Ageing Better Network formation and growth;
Local partnership development towards Ageing Better Local Action Plans;
Administration and financial support to proposals for the Ageing Better Fund.
Network Enablers.

Marketing, PR and communications.

Sharing of learning, including specific targets for events, activities and influencing.
Targets for implementation and delivery of our training and empowerment programme Every Step of
the Way, including take-up by and involvement of older people, with this being a critical area in
which data/outcomes from the independent evaluation will also inform our monitoring activities.
We will also monitor and report on progress towards objectives/targets that are planned later in the first two
years of the project or fall outside the first two years of the project, such as progress towards and
preparedness for the development of Ageing Better Local Action Plans, establishment of the Ageing Better
Fund, and development of a high-profile local Supporters’ Scheme.
Supporting the test and learn approach of the project
The independent evaluation – as can be seen from our framework plan (see Vol 2: 03) – 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 project and provide quarterly information in the following priority areas of
enquiry:




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.
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


13.2
Whether our preparatory workshops, events and training for older people 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.
Evaluation
Following an OJEU-compliant tendering exercise we will select an appropriate provider to conduct an
iterative project evaluation throughout the lifetime of the project. This will be an evaluation-in-action and will
therefore offer significant opportunity for remedial action to be identified and implemented throughout the
lifetime of the project should the evaluation identify areas in which this is necessary.
Please refer to supporting information (Vol 2: 03) for our evaluation framework. This will be used to inform
the design of an appropriate Tender specification.
It should also be noted that we have met on a number of occasions with the national evaluator Ecorys and
at the most recent meeting confirmed arrangements for revisiting our evaluation framework once Ecorys
publishes its Common Data Framework early in 2015.
14.0
EQUALITIES
We are targetting older people most at risk of social isolation – by definition a hard-to-reach group. We
have conducted additional preparatory engagement and involvement activities with priority groups as part
of the project planning phase, a programme of work undertaken by The Digbeth Trust/Mind Body Spirit
Partnership awarded after an appropriate commissioning exercise.
We have chosen priority areas and/or communities (inner city Sparkbrook; outer city Tyburn; older LGBT
people; older carers) specifically because these groups face additional risks associated with
loneliness/isolation.
Those who are least likely to participate are older people who are already experiencing social isolation and
who rarely leave the house. We will make especial efforts to reach these people. First, Ageing Better
Network volunteers will operate on a door-to-door basis, meaning that they have a much greater chance of
identifying isolated older people. Their details will be logged so that even if they feel unable to participate
immediately, the local Ageing Better Network can make regular contact visits.
We will operate a programme of structured support and empowerment activities throughout the lifetime of
the project in a fair and consistent fashion, specifically to ensure not just that the project engages with
those who most need its support, but that these groups and individuals can have meaningful involvement in
ways that are most appropriate to them and their circumstances.
Our Starter Pack for Ageing Better Networks will contain materials and/or templates covering key issues of
conduct and practice, including equality and non-discrimination (see 7.2 (c)).
Where necessary and appropriate centrally produced marketing/promotional materials will be available in
community languages. We will also work with other specialist partners (e.g. LGBT, faith, carers, BME) to
ensure that any other accessibility issues for hard to reach groups (including sight, hearing impairment,
online accessibility) are considered when materials are produced.
We will promote/disseminate clear referral methods so that project supporters, stakeholders and other
service providers are aware of the project and its purpose and know how to refer their own users/clients to
it.
Project delivery agents and any organisation contracted to deliver work/services as part of the project will
be required to have in place an equal opportunities policy that includes clear guidance on equality and non-
Page 44 of 50
discrimination.
We will also ensure that our evaluation framework (and the subsequent tendering specification produced
from this) includes a requirement for 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.
BVSC has an Equal Opportunities Policy which was updated shortly after the introduction of the Equality
Act 2010. This is reviewed annually by our HR Manager.
BVSC takes all reasonable steps to conform to the requirements of the public sector equality duty, by
planning and providing services with due regard to age, disability, gender, gender re-assignment,
pregnancy and maternity, race, religion or belief and sexual orientation.
In order to do this we:• Provide diversity training to all BVSC staff and volunteers.
• Provide all staff and volunteers with a copy of the Equal Opportunities Policy upon induction.
• Address acts of discrimination by staff as part of the disciplinary process.
• Maintain an easy to use complaints process.
• Review our practices on a regular basis to ensure they do not disadvantage particular groups. In
particular our Resource Centre has a steering group which reviews services, procedures, registration and
monitoring forms and all monitoring purposes to ensure they are fit for purpose and comply with both the
Equality Act 2010 and Data Protection Act.
• Consult users and organisations about the quality and equality of services we offer and how they can be
made more inclusive.
• Undertake Equality Impact Assessments against our public facing services, for example Link and
Volunteer Centre Birmingham.
Our partners will be required to meet a minimum standard in terms of quality and equality in terms of
policies and procedures. These will include having up to date and legally compliant:•
•
•
•
•
Equal Opportunities Policy and procedures,
Health and Safety Policy and procedures to include staff and volunteer training,
Safeguarding Policy to include staff training,
Data Protection Policy,
Complaints Policy and procedure.
Partners will be audited by BVSC as the lead agency, to ensure minimum criteria have been reached and
organisations will receive support were gaps or issues are found. Partners will then be issued with a
Service Level Agreement or Contract which will be legally binding.
15.0
MARKETING AND COMMUNICATIONS
A budget allocation for marketing and communications has been made for the lifetime of the project.
Campaigning, raising awareness and understanding of Ageing Better in Birmingham will be critical to the
successful delivery of the programme. As such we have developed a comprehensive framework internal
communications plan which is contained with the supporting information (see Vol 2: 10).
15.1
Internal Communications
Internal communications will be a function of the project, although assistance may be ‘bought-in’ around
specific events.
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.
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15.2
External Marketing, Communication and Campaigning – Framework Plan
External marketing and communications will be commissioned from an appropriate provider or providers,
with the framework below used to inform the specification for that work. Tendering will be done in line with
the Funds guidance.
External marketing, communication and campaigning covers all outward-facing aspects of the project and
how it promotes its aims, activities and outcomes to the wider public. We have developed a framework
marketing, communication and campaigning plan (see Vol 2: 10).
While we have not yet made a final decision regarding the overall brand and image of the project, we are
clear that the project will need ‘rebranding’ in order to project an inclusive and positive image that can
appeal to the widest possible audience and promote maximum involvement. We also found this to be the
case with our Birmingham Changing Futures Together programme. The Tender specification for our
external marketing and communications service/s will include the requirement for a new brand image to be
developed.
Page 46 of 50
16.0
RISK ANALYSIS
The following are the key operational risks of Ageing Better in Birmingham. A detailed risk register containing Strategic / Regulatory / Financial/ People risks
is available within the supporting information (see Vol 2: 18)
Description
Impact
That we cannot establish
enough Ageing Better
Networks
HIGH IMPACT The project
would not reach sufficient
isolated older people nor
involve a sufficient number
of citizens
Safeguarding of
vulnerable older people
in a volunteer-led
programme
HIGH IMPACT It would be
detrimental to the safety of
individuals and the
credibility of the project
That we do not get
adequate buy-in to
Ageing Better Local
Action Plans
Inadequate numbers of
older people are engaged
in project governance
and decision-making
It proves impossible to
launch a wider
Supporters’ Scheme for
the project
HIGH IMPACT The project
would not achieve sufficient
long-term change, service
improvement or positive
change at the
neighbourhood level
HIGH IMPACT It would
undermine older people’s
engagement, which is
intended to be central to
the project
MEDIUM IMPACT It would
reduce the involvement of
local businesses and
organisations and the wider
impact of the project
Probability
Existing controls
Action required
Lead
responsibility
MEDIUM RISK
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
Within 1 year we will know how
successful the central concept of
local volunteer led Ageing Better
Networks is and will adjust our
outreach, marketing, awareness
and recruitment plans accordingly
Lead Partner
Ageing Better
Hubs
LOW RISK
There will be clear safeguarding guidelines
set out in Ageing Better Network Starter
Packs. Volunteer training will be given
We are already taking legal advice
to see whether present controls
need to be strengthened
Lead Partner
We already have a strong partnership in
place which includes some of the key
agencies that would need to buy into Local
Action Plans. We will develop clear
guidance for the development of Local
Action Plans
Although Local Action Plans will be
developed in the latter stages of the
project relationship-building, key
stakeholder involvement, and
discussions regarding service
redesign/improvement will be early
objectives. We will review plans and
strengthen engagement with
stakeholders if our early work
indicates that this is likely to be
necessary
We will increase outreach to other
organisations and stakeholders,
ramp-up marketing and be more
directional in the development of
Ageing Better Networks to ensure
that we have the maximum chance
of identifying older people able to
engage at all levels of the project
LOW RISK
MEDIUM RISK
MEDIUM RISK
We already have early plans – and support
structures – for ensuring that older people
are involved in the development of Local
Action Plans
We have learned important lessons about
engagement and empowerment in the
early stages of developing the Vision &
Strategy and have commissioned
additional engagement.
We will design a flagship programme of
empowerment, support and training called
Every Step of the Way
We have strong business involvement in
the partnership and this will help us to
develop and promote an appropriate
Ageing Better Supporters’ Scheme
We will engage with business
organisations such as the
Federation of Small Businesses,
The Round Table, The Rotary Club,
Southside BID, NISA Locally (retail
consortium)
Lead Partner
Lead Partner
Lead Partner
Page 47 of 50
17.0
LASTING IMPACT
17.1
Promoting the Benefits of the Project to Key Stakeholders
Promoting the effectiveness of the project – especially its new approach built on asset-based development
and community-led provision – will be central to changing the provision and practice of other organisations
and to creating real and lasting change and impact. We have a sustainability plan for the project, which will
be reviewed over the life time of the project. Additionally, we have a plan for influencing other partners and
services, which links with our marketing and communication approach.
We want to see Ageing Better Networks and more age-friendly neighbourhoods continue as a lasting
legacy of Ageing Better, but we believe the chances of this are increased by putting in place a more formal
structure within which key agencies, organisations, and stakeholders – including older people and older
people’s organisations – can work together for service change and improvement in a co-ordinated way.
Hence our choice of locally determined Ageing Better Local Action Plans as a key contribution to legacy
and sustainability. Ageing Better Local Action Plans are explained further below.
To promote the benefits of the projects to wider stakeholders and encourage lasting service change and
improvement we will establish a Learning & Sharing Group to oversee and co-ordinate all aspects of
sharing learning from this project. We will focus on the following key areas of learning that need to be in
place to ensure service development happens:
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Showing how we turned ideas into action.
Promoting service change and redesign and encouraging other service providers to adopt and
embed the Ageing Better model.
Ensuring project learning informs commissioning bodies and partnerships to influence strategic
planning and service redesign.
Promoting the effectiveness of community-led approaches in helping to address the causes and
consequences of loneliness and social isolation in old age.
Effective methods for engaging/re-engaging isolated older people and those at risk of isolation.
Effective methods for engaging volunteers and active citizens from all age groups and sustaining
Ageing Better Networks that are inter-generational.
Overall impact and positive change for individuals and communities.
Demonstrating the effectiveness and benefits of early intervention and prevention.
Demonstrating the effectiveness and benefits of an asset-based approach to support and
engagement.
Value for money and sustainability.
Our marketing and communications strategy is comprehensive, with appropriate messages and
approaches of communication for diverse (and segmented) audiences. The marketing and communications
strategy will include both overall project marketing and a communications plan (including sharing project
learning) stretching over the lifetime of the project (see Vol 2: 10).
We anticipate there being at least one brief ‘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.
To maximise the audience for our messages we will use quick, easy to digest information formats, including
video clips, podcasts, social media and blog posts, info-graphics (see Vol 2: 10).
Creating change and service improvement – Local Action Plans
The development of locally determined Ageing Better Local Action Plans is central to our plans for legacy
and sustainability (see 6.1 (f)). These Plans will offer a structured process and purpose around which key
organisations can co-operate and work together to create a new strategic framework to improve older
people’s services within our priority communities/localities.
Four locally-determined Ageing Better Local Action Plans will be developed as the basis for long-term
change, service redesign, and preventing isolation. Ageing Better Local Action Plans will be decided by
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older people and the organisations that support them, assisted and supported by the Partnership, in
particular Birmingham City Council Public Health Team, the Health and Wellbeing Board and the three
Birmingham clinical commissioning groups.
The development of local Ageing Better Action Plans will be resourced as a key activity of the project, with
older people supported and empowered to be part of their co-production. The for Priority Ageing Better
Hubs will co-ordinate development of the Local Action Plans.
As part of developing the Local Action Plans we will also seek 20% match funding within each of the plans
– a total of £400K – thus helping to ensure that they can create the lasting change and impact they are
intended to create, while also ensuring a financial commitment from other key providers.
17.2
Identifying and Working with New/Unknown organisations to Ensure Widest Impact
We have already identified a number of organisations/initiatives we feel we can learn from and in some
cases work with over the long term. These include:
National:
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Independent Age
The International Longevity Centre UK
Contact the Elderly
RELATE
WRVS
The Campaign to End Loneliness
The Silver Line
Befriending Networks
Age UK
Regional:
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Love Your Street (Martin Graham, West Midlands)
Care Networks Cambridgeshire
‘Proud to be Grey’ campaign (Berkshire)
Local:
In terms of local organisations/initiatives, we will identify active, funded programmes amongst our partners
and wider stakeholders that in the longer-term can be aligned with Ageing Better and play a role in helping
to sustain the Ageing better approach beyond the lifetime of the project. Our partners have already begun
to complete an “active programmes” template to capture this information (available on request).
We are also in active discussion with Forward Carers, the new support and advice service for carers in
Birmingham and Solihull. Forward Carers is a new consortium of community and voluntary organisations,
schools and social enterprises in Birmingham; it provides a range of services for carers and runs the £1.3m
Birmingham Carers Hub. Forward Carers is very keen to be part of the project’s work specifically
supporting carers and there is clearly a strong case for ensuring that we combine efforts in this area.
There is strong potential to work closely with Edgbaston Health & Wellbeing Centre and other health
providers which can be instrumental in supporting the project, creating strategic opportunities, and helping
with collaborative marketing and campaigns.
Emerging initiatives:
There are also a number of emerging initiatives and agendas that we will keep a watching brief on as they
may offer strategic opportunities for collaboration later in the lifetime of the project. These include:
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17.3
Healthy Villages – a partnership between the NHS, Birmingham City Council, Birmingham
Community Healthcare NHS Trust, commissioners, third sector organisations and charities. In the
longer-term Healthy Villages may also be a source of match funding.
The integrated health and social care agenda.
The Better Care Fund pilots.
Developing strategic partnerships between health and CCG commissioners and the third sector.
Incorporating Project Activities/Services into Providers’ Core Work
Our long-term aim is to ensure that the principle methods of Ageing Better – especially citizen-led/volunteer
Ageing Better Networks and support for older people that is empowering and helps create greater
community connectedness is incorporated into the work of other providers and agencies.
We will do this by:
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17.4
Promoting the successes of the project.
Explaining how low-cost preventative activities, approaches and solutions can be adopted.
Providing tools and materials – such as the Ageing Better Network Starter Pack, and empowerment
and resilience training materials – free of charge for use by any organisation that wishes to adopt
them. These materials will be in the form of download packs from the Ageing Better website.
Utilising Ageing Better Local Action Plans as the basis for co-ordinated, cross-agency working
towards long-term service change and redesign and the greater involvement of older people.
Long-Term Financial Sustainability
Three elements of the project will be especially important to achieving long-term financial sustainability:

Establishment of the Ageing Better Fund: We plan to establish an Ageing Better Fund into which
individuals, organisations, businesses and other supporters can make financial donations. This will
be vigorously promoted throughout the lifetime of the project.

An Ageing Better Supporters’ Scheme – the Supporters’ Scheme is intended to offer an easy way
for supporters of all kinds to showcase their support for Ageing Better and to illustrate that they too
are working for a Birmingham that is ‘ageing friendly’. We also hope that the supporters scheme will
make it easier and more attractive for supporters to make donations to the project, while also
helping create opportunities for sponsorship, co-branding and other in-kind contributions. We will
utilise the support of our media and business partners in the core partnership to maximise
promotion of this offer across the whole of the city and will also engage the support service in
helping us to look at sustainability and involving corporate sponsors.

Ageing Better Local Action Plans (see above). As part of developing the Local Action Plans we will
also seek 20% match funding within each of the plans – a total of £400K – thus helping to ensure
that they can create the lasting change and impact they are intended to create, while also ensuring
a financial commitment from other key providers.
18.0
SUPPORTING INFORMATION
See Volume 2.
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