It being the last quarter of the financial year, our thoughts are turning towards reporting to our various funders, and the putting into place new contracts and funding agreements with those organisations that generously support us. There are too many of them to name here, but Sandwell Primary Care Trust deserves a special mention. The director of public health there, and numerous others, including members of the public health team, and the food team, have been essential to our development. We have for many years enjoyed being part of, and supported by, a configuration of extremely talented people with vision about the regeneration of public health and the urban environment going hand-in-hand – so demonstrating the principles of sustainable development. Sandwell is a very challenging, de-industrialising, poor quality urban environment, with some pretty poor indices of deprivation and ill health, so it needs all the talented people with vision it can get.
Reporting to funders and supporters is itself a challenge, as they are many and various, often requiring very different methods of reporting, from a simple report on a small project with a specific outcome, such as purchasing a new Kederhouse ( a kind of polytunnel), to reporting on a significant contract such as a service level agreement with many different types of activity and potential outcomes. We can count and record data about many things – who uses our services and all the standard monitoring data such as age, ethnicity, gender, etc, and keep track of all our processes, such as dates, places and types of activity – using databases which can be interrogated in multiple ways. That is relatively easy due to the skills of our database developer in Ideal for All, the charity of which we are a part. And we work hard to record evidence of positive outcomes for the people we work with, who are members of Sandwell’s diverse communities through capturing qualitative feedback, and tracking the benefits expressed by individuals and groups. We use some validated tools such as the Short Warwick Edinburgh Mental Health Scale, and wish to extend the use of validated approaches, and methods we can use over time.
Evaluation, and especially meaningful evaluation, which reliably captures and demonstrates data, in ways suited to both an intervention itself, and to funders and commissioners of services, in a constantly shifting configuration of exepctations, is a constant challenge. And we are in the white waters of a major reconfiguration of local governance, what with huge cuts, the seismic changes to the NHS, Primary Care Trusts and the public health function, which will bring big changes to the way services are commissioned and evaluated. Again, but this time with gigantic bells on.
But for now, it’s time to talk the commisioners of our main contract, in the PCT, to agree the best way to produce an annual report that draws together the monitoring and qualitative data in a way that demonstrates the outcomes of a year of intense activity, including significant success in securing additional funding to add value to the commissioned services. It’s a time of huge upheaval in the voluntary sector, but thanks to the brilliant work of a dedicated team, we have had one of our best years, if not the best, in 11 years of being Growing Opportunities.
One more thing to add to the growing ‘To Do’ list when I return to work tomorrow, that now includes a major new project in a new part of the borough with an already growing list of funders, and meetings with other public, private and third sector organisations to try to unlock more funding to develop it. Oh, and I’m part time, as are the two development managers!