Annex 4: Indicative 2018-2019 Delivery Plan (1st April 2018 – 31st March 2019) STRATEGIC OUTCOME 1: IMPROVED HEALTH AND WELLBEING OF VICTIMS AND SURVIVORS (PfG Outcomes 4, 7, 8 & 9) REF Key Actions Outputs Outcomes How will this be measured? How frequently will this be measured? Target date 1 Ensure access and availability of Psychological Therapies to 2,100 individuals, in line with the Northern Ireland Strategy for the Development of Psychological Therapy Services (2010) - 22 organisations deliver talking therapies that assist victims and survivors in improving their health and wellbeing. - 60% of individuals report positive outcomes and this improvement is across all 4 domains. - Quarterly / Six monthly support visits. Quarterly Feedback Reports. - CORENet. (Outcomes focused monitoring tool) - Number of clients benefitting. - Case Studies / Surveys. Quarterly & Monthly March 2019 2 Ensure access and availability of Complementary Therapies to 3,000 individuals in line with best practise and minimum standards. - 25 organisations deliver complementary therapies that assist victims and survivors in improving their health and wellbeing. - 80% of individuals report an improvement in their health and wellbeing. - Quarterly / Six monthly support visits. Quarterly Feedback Reports. - MYMOP (Measure Your Medial Outcomes Profile) - Number of clients benefitting. - Case Studies / Surveys. Quarterly & Monthly March 2019 3 Ensure access and availability of Disability Aids to 80 individuals physically injured as a result of the Conflict/Troubles. - Disability Aids Framework (INP) established and Health & Wellbeing Caseworkers trained to implement it (April 2018) - Cross-organisational relationships and referral pathways developed and - Improved wellbeing, function and independence for 80% of individuals as a result of disability aid provided. - Number of clients benefitting. - Work & Social Adjustment Scale (WSAS) monitoring individual outcomes across 5 functional areas. (VSS to support Caseworkers to work towards obtaining WSAS Time 2 in every case.) Quarterly March 2019
formalised between statutory and community services. - Qualitative feedback 4 Ensure access and availability of Physical Activity that supports 50 individuals engage in a therapeutic process to address trauma. - Trauma Focused Physical Activity Framework (PEACE IV) established and Health & Wellbeing Caseworkers trained to implement it (April 2018) - Improved wellbeing, function and independence for 80% of individuals as a result of trauma focused-physical activity. - Number of clients benefitting. - Work & Social Adjustment Scale (WSAS) monitoring individual outcomes across 5 functional areas. (VSS to support Caseworkers to work towards obtaining WSAS Time 2 in every case.). - Qualitative feedback Quarterly March 2019 5 Ensure access and availability of support towards managing Persistent Pain to 550 individuals - Persistent Pain Framework (INP) established and Health & Wellbeing Caseworkers trained to implement it (April 2018) - Cross-organisational relationships and referral pathways developed and formalised between statutory and community services. - Delivery of Persistent Pain Review of up to 100 individuals, based on learning obtained - Improved wellbeing, function and independence for 60% of individuals as a result of persistent pain interventions. - Number of clients benefitting. - Work & Social Adjustment Scale (WSAS). (VSS to support Caseworkers to work towards obtaining WSAS Time 2 in every case.) - Extent of impact of persistent pain on physical, psychological and social function to be measured and recorded via clinical assessment and reporting by Pain Management Specialists as part of Persistent Pain review exercise Quarterly March 2019
response in line with regionally agreed protocols. 9 Support communication and engagement through the Victims and Survivors Practitioners Working Groups (VSPWG) meetings, including sub committees and Co-Design Programme engagement - Continuation of Monitoring & Evaluation sub-group to look at focussed pieces of work. - 5 meetings per year covering the North East and South West areas Baselines established in 18/19 to monitor improvement in: - communication between agencies and organisations involved in delivery services to victims and survivors. - partnership and collaboration between organisations. - Minutes of meeting and sub group. - Referrals and signposting records between organisations - Quarterly Feedback Reports Bi monthly Quarterly Quarterly March 2019
- Large annual event to recognise and reward achievement/address isolation.(Anticipated start July 2018.) - Social isolation outcomes measurement tool under development. 13 Development of a Volunteering Programme to support 100 individuals who have been affected by the Conflict/Troubles. - Volunteering Framework (PEACE IV) established and Health & Wellbeing Caseworkers trained to implement it (April 2018) - Improved opportunities to engage in volunteering activities. - Cross-organisational relationships and referral pathways developed and formalised. -Volunteer Development training organised for VSS staff. - Improved psychological, physical and social functioning and subjective wellbeing for 80% of individuals engaged in Volunteering Programme. - Number of clients benefitting. - Work & Social Adjustment Scale (WSAS). (VSS to support Caseworkers to work towards obtaining WSAS Time 2 in every case.) - Case Studies / Surveys. - Qualitative feedback. Quarterly March 2019
- Large Annual Event to mark VOLUNTEERS WEEK (June) annually. OPPORTUNITIES FOR VSS STAFF and OUR PARTNERS 14 Design, develop and implement Workforce Training and Development Plan in line with the CVS Minimum Standards published in November 2016. - Review of 2017-18 training and establish priority needs for (Sector Needs Analysis -Suite of high quality vocational and training and development opportunities for staff /volunteers and committee members. - Consistent high standards of delivery in line with the CVS Minimum Standards. - Capacity plan in line with the changing service delivery model. - Increase capacity and confidence within VSS funded organisations leading to a higher quality of service delivery for victims and survivors. - Increase capacity and confidence within VSS leading to a higher quality of service delivery for victims and survivors. - Number of courses delivered. - Number of participants attending. - Focus group with organisations who participated - Caseworker and Advocacy Worker Forums - Support Visits will include section on adherence to minimum standards and ongoing training and development needs. - Post training evaluations. Quarterly / Six Monthly March 2019 19
STRATEGIC OUTCOME 3: VICTIMS AND SURVIVORS, AND THOSE MOST IN NEED, ARE HELPED AND CARED FOR (PfG Outcomes 4, 7, 8 & 9) REF Key Actions Outputs Outcomes How will this be measured? How frequently will this be measured? Target date 15 Ensure access and availability of Welfare Advice: 2,400 interventions, and monitor the impact of Welfare Reform on victims and survivors. - Engagement with the Department for Communities (DfC) assistance for individual victims and survivors transitioning to Personal Independence Payment (PIP). - 12 organisations deliver services to assist victims and survivors make sense of what they are entitled to as well as provide support and guidance during changes implemented through welfare reform. - Greater sense of responsibility and independence in addressing practical needs. - Increased access to benefits and support. - Improved Financial Support. - Quarterly / Six monthly support visits. - Quarterly Feedback Reports. - Case Studies / Surveys. - 1.1 interviews. - Focus groups. - Number of PIP claims progressed with VSS support. Quarterly / Six monthly Quarterly & Monthly March 2019 16 Provide Self Directed Assistance Payments to 5,798 individuals. - Payments delivered by 30 June 2018 -Improved Financial Support. - Greater sense of responsibility and independence in - Number of payments issued. - Number of complaints received. - Front line delivery activity – call handling, drop-ins. One-off event Monthly June 2018 March 2019
STRATEGIC OUTCOME 4: VICTIMS AND SURVIVORS, AND THEIR FAMILIES, ARE SUPPORTED TO ENGAGE IN LEGACY ISSUES (PfG Outcomes 7 & 8) REF Key Actions Outputs Outcomes How will this be measured? How frequently will this be measured? Target date Maintain a strong Advocacy Support Network with agreed processes, procedures and referral pathways to provide support and assistance to 1,500 individuals. - A regional network of 21.5 Advocacy Support Caseworkers and 6 Case Managers established with regular schedule of meetings/engagement and agreed Terms of Reference (April 2018) - Increased confidence and reduced isolation due to being acknowledged and supported. - Renewed relationships and trust within families and communities. - Improved mental health and social networks. - Agreed narrative with families and agencies around the incident. - Numbers of Advocacy Support. Workers and Advocacy Support Managers. - Schedule of Advocacy Support Worker meetings and engagement, training and development. - Case Studies / Surveys. - External and Internal periodic evaluations. Monthly Annually March 2019 March 2019
STRATEGIC OUTCOME 5: AN EFFICIENT AND EFFECTIVE ORGANISATION (PfG Outcomes 4, 7, 8 & 9) REF Key Actions Outputs Outcomes How will this be measured? How frequently will this be measured? Target date CORPORATE GOVERNANCE 20 Maintain a robust VSS Board, ARC and HWB Committee to oversee the strategic direction and governance arrangements. - Monthly Board meeting and minutes published on website and forwarded to TEO within 5 working days. - Quarterly ARC and HWB Committee meetings and minutes published on website. - Appointment to the ARC of a trained and experienced Accountant - Review of key governance policies. - Review performance of SMT, ARC, HWB Committee and Board. - Maintenance of a high degree of transparency on the accountability arrangements with VSS. - Continued independent oversight and scrutiny of VSS activities from a governance and strategic perspective. - Board Minutes and Action points. - Annual self-assessment of Board, ARC and Health and Wellbeing Committee. Monthly Annual review Ongoing to March 2019 21 Review and update Policies and Procedures. - Compliance with legal, statutory and departmental requirements. - Individual victims and survivors will be safeguarded in line with - Monitoring of register of policies and their review dates. Monthly Ongoing to March 2019
- Confident staff teams. - Consistency of practice. organisational policies and procedures. - All policies and procedures available to staff on VSS shared drive and intranet. - Internal audit assurance. 22 Meet Department Requirements in line with Good Governance Checklist and MSFM at TEO Accountability Meetings. - Quarterly reporting to Accountability Meeting. - Quarterly ALB Performance Reports. - Transparency over governance arrangements. - Assurance over VSS activities and use of public funds. - Within 6 working days of each quarter end. - Annual review of MSFM. Quarterly Quarterly March 2019 23 Ensure a robust risk management process is in place and followed. - Monthly Strategic Risk Register. - Monthly Operational Risk Logs. - Quarterly Assurance Statements. - Assurance over VSS management of risk - Appropriate mitigating strategies applied to identified risks. - Included within month end management papers. - Minimise impact of risk. Monthly Ongoing to March 2019 FINANCIAL MANAGEMENT AND SYSTEMS 24 Ensure robust financial processes and procedures are being developed and followed. - Regular review of Financial Policies and Procedures. -Unqualified accounts for 2017/18 -Report to those charged with governance from NIAO - Internal Audit assurance. Annual December 2018 March 2019
and consolidation with outcomes based monitoring and evaluation strategy and GDPR requirements. - Increased digitisation of paper records - Audited updated policies & procedures in relation to GDPR - Improved quality control and consistency of records. -Compliance with GDPR requirements - Number of Priority 1 and 2 recommendations COMMUNICATIONS & ENGAGEMENT 30 Implement communication and engagement plan. - Current and accurate framework of stakeholders. - Strong communication with relevant agencies & sectors. - Strong and relevant key messages. - Updated publicity and communications information. - Improved communication and engagement with key stakeholders - Informed and dynamic engagement with key stakeholders that is responsive to changing views and emerging concerns. - Updated actions and key messages. - Accuracy of stakeholder map. - Engagements diary, corporate calendar. - CEO, Board and MLA. Correspondence Registers. - Monitoring of implementation of Communication Plan. - Stakeholder satisfaction with levels of information provided – feedback from FSWG, VSPWG and individual clients. Quarterly and as required Weekly Weekly and monthly updates for VSS Board and SMT March 2019
CLINICAL GOVERNANCE 31 Agree and embed the VSS Clinical governance Framework with VSS staff and VSS funded organisations. - All interventions delivered in line with best practice guidelines. - A transparent and consistent approach to addressing the needs of victims and survivors. - Robust policies and procedures in place to ensure safety of victims and survivors and the staff who are engaged with them. - Increased staff confidence and competence - 80% of VSS staff feel supported in their work - 80% of staff across the sector report an increased understanding or trauma and evidence based practise - CORENet - WSAS - MYMOP - CVS Standards - Supervision processes and records. - Other measurement tools appropriate to need. - Staff Survey Monthly Ongoing to March 2019