Mainstreaming strategy for Wolverhampton Children’s Fund

The mainstreaming strategy for Wolverhampton Children's Fund details of:

the definition of mainstreaming
the strategic objectives
how we will achieve this
operational objectives

As endorsed by Children’s Fund Programme Management Group (CFPMG), June 2004

Aim

To ensure benefits to children from Wolverhampton Children’s Fund services and approaches are continued beyond the life of the Children’s Fund Programme.

Definition of mainstreaming

For Wolverhampton Children’s Fund, “mainstreaming” goes beyond continuation of successful projects, important though that is, to include mainstreaming of good practice and changes in policy including validation/legitimacy for new ways of working i.e. cultural change. In addition continuation of projects need not mean spending more money it can mean using existing resources differently to deliver better outcomes.

Strategic objectives

Strategic objective 1

To make local policy makers and senior managers of services for children and young people aware of successful services and approaches.

How will we achieve objective 1?

The process of the independent evaluation to be used as an awareness raising opportunity.
The outcomes of the independent evaluation to be disseminated as appropriate.
The Children’s Fund programme co-ordinator will produce a bi-annual progress report to Cabinet.
The Children’s Fund programme co-ordinator will present the bi-annual progress report to CYPSP.
The management team will distribute Plan and summaries.
Members of CFPMG to look for opportunities for Children’s Fund to make “connecting our agendas” type presentations to groups of senior stakeholders eg School Improvement Board, cluster groups (schools). Children’s Services (SSD) management teams.

Strategic objective 2

To use strategic decision-making arenas to advocate that successful approaches be both embedded internally and adopted more widely.

How will we achieve objective 2?

The Children’s Fund programme co-ordinator will present reports to CYPSP as appropriate.
Members of the CFPMG will support providers presenting reports to CYPSP as appropriate.

Strategic objective 3

To use resource allocation decision-making arenas to support efforts by successful services to secure additional or continuation funding.

How will we achieve objective 3?

The management team will ensure that information about a range of sources of funding, including statutory funding and planning cycles is available to providers.
Members of the CFPMG will support providers presenting reports to resource allocation decision-making bodies as appropriate.

Strategic objective 4

To raise awareness regionally, both of successful services and approaches and progress in mainstreaming them.

How will we achieve objective 4?

The evaluation task group will seek and approve entries to the register of showcase projects held by Regional Office.
The management team will highlight successful services and approaches to representatives from GOWM.
The management team, members of the CFPMG and providers will endeavour to host VIP visits when requested.

Operational objectives

Objective 1

To ensure providers have the capability to demonstrate their successes.

How will we achieve objective 1?

Providers willingness and demonstrated ability to devise and make effective use of an evaluation model will be a significant factor in decision-making as to whether further Children's Fund funding will be offered.
Providers willingness to make best use of contact with the independent evaluators.
Children's Fund providers are a priority group for participation in the independent evaluators “Improving together” evaluation course(s).
The management team will support Woodholmes KSA to secure further funding so that the delivery of more “Improving together” evaluation courses in Wolverhampton is sustainable.
Children's Fund link officers will support individual providers to develop and implement evaluation models.
Children's Fund link officers will support providers to engage key stakeholders.
Children's Fund link officers will support individual providers to make effective use of the “Future Funding” strategy.
The management team will provide guidance as to helpful formats for evaluation reports including minimum requirements.
Children's Fund link officers will encourage providers to take up places on the CYP participation courses
The Children and Young People's participation officer will support individual providers to incorporate effective involvement of CYP into evaluation models
The CYP participation officer will ensure the use of the “Listen and Respond” toolbox is evaluated and developed accordingly

Strategic objective 2

To ensure providers have opportunities to share learning with each other about “what works” and progress in mainstreaming activities.
The management team will facilitate bi-monthly providers network meetings and any special events as necessary.
The management team will ensure providers have up-to-date information about each other’s contact details

Objective 3

To collate information across the programme about what works and promising approaches.
As per their contractual obligations, providers will produce evaluation report as appropriate but at minimum frequency of 6 monthly intervals.
The management team will identify key themes and issues and highlight these in appropriate forums.
Link officer will be alert to any examples of good practice and link these to the appropriate standard(s) to record evidence across the programme.

Objective 4

To publicise “what works”.

How will we achieve objective 4?

All members of the CFPMG and the management team will identify and use all opportunities to “champion” the achievements of the programme and its services/initiatives.
The management team will maintain the following communication tools and support providers to make effective use of them:
- quarterly newsletter
- Children's Fund website
- “Making a difference” Children's Fund record
- Celebration/showcase events.
The evaluation task group will make periodic reports to CFPMG
The management team will issues press releases and encourage providers to do so.
All stakeholders to use information from the independent evaluation to publicise successful initiatives and approaches.

Note

The evaluation task group will monitor progress of mainstreaming strategy through an agenda standing item.