ࡱ> &)!"#$%/ bjbj 7bhbhA8L^$$">$>$>$%:S%g% Y[[[[[[$^b&%%&&>$>$0---&>$>$Y-&Y--f?zpo>$Sq'R|DEĊ<||v*$voovs%Z%@- &4A&vs%s%s%+s%s%s%&&&&vs%s%s%s%s%s%s%s%s%X v: APPENDIX 1 SERVICE SPECIFICATION FOR THE PURCHASE OF Barnardos Keyworking Families First -228,764 (Keyworking) Early Help - 68,598 (Additional Keyworking ) Disability Element - 34,020 Flying Start - 76,230(Keyworking) This Specification defines the services to be provided under the terms of the Service Level Agreement for the period 1st April 2022 to 31st March 2023 1. OVERALL SERVICE AIMS, OBJECTIVES, PURPOSE AND STRATEGIC LINKS a. SERVICE AIMS, OBJECTIVES AND PURPOSE  Provide a dedicated key working (as described in this contract) delivery service through the TAF model to: Flying Start families (attributed to the Flying Start element) Non Flying Start families, with children aged 0-18 (attributed to the Families First element including part of the ring-fenced disability allocation) up to the age of 25 b. STRATEGIC LINKS1.1b Single Integrated Plan Public Service Board Plan Wellbeing Plan MTCBC Child Poverty Strategy for Wales (2015) Healthy Child Wales Programme Wellbeing of Future Generations (Wales) Act 2015 Social Services and Wellbeing Act 2014 1.2b This project will also fully adopt the principles of the wellbeing goals: Involvement Collaboration Integration Prevention Long Term  2. Service Outcomes Service Outcomes are the intended impact of a service on the lives of individuals or communities. a. FOR THE COMMUNITY AND THE INDIVIDUAL2.1 The project will consider as part of the whole package of support the bespoke needs of: Families affected by disability Families affected by domestic abuse Families affected by parental imprisonment Fathers Gypsy and Traveller families Parents with learning difficulties (diagnosed or suspected) Parents with mental health problems Parents with alcohol or substance misuse issues Refugee/asylum seeker families Young parents Carers Previously Looked After Previously in the youth justice system  3. SERVICE INPUTS Service inputs are the resources that are to be used in delivering or producing the service(s). SERVICE DELIVERY INPUTS3.1 Provide a dedicated key working (as described in this contract) delivery service through the TAF model to: Flying Start families (attributed to the Flying Start element) Non Flying Start families, with children aged 0-18 (attributed to the Families First element including part of the ring-fenced disability allocation) up to the age of 25 3.2 The following work will be delivered by the provider: Delivery of the agreed proportionate assessment (which will be provided and started by the Early Help Hub), action plan, risk and intensity tool and distance travelled tool Case management and coordination of other services around the family, acting as a single point of contact for a family Delivery of agreed key messages and interventions depending on the family needs Engagement support into identified services and to act as an advocate where appropriate Facilitation of Team Around the Family meetings (with the family and other projects/services/ professionals) Adopting an approach which will Embed resilience, empowerment and sustainability for families through a graduate response and effective exit strategies Adherence to TAF processes, as well as being part of any review or evaluation of the model 3.3 The service is preventative and therefore should not work with families that currently have an active care and support plan (known to Social Services). 3.4 Office accommodation will be predetermined within the co-located premises in the Calon Las building, Gurnos and in co-located premises at Treharris. This will come at no cost to the Provider. The expectation is for this service to utilise those premises as their main bases. The Provider will be required to provide all IT equipment and other relevant equipment for personnel employed to the contract. 3.5 The service will support a minimum of 300 families through the delivery of a minimum of 2450 face-to-face sessions a year through individual support and group work per year. At least 50 families will Flying Start Families At least 30 attributed to families affected by a disability At least 45 families will be attributed to Early Help funding Due to the nature on the reporting requirements on the Local Authority, data as described in section 7 must be recorded separately for the 4 different elements to this project. 3.6 As part of the ring-fenced disability allocation, the service will have specialist knowledge and skills to adapt interventions and solutions to resolve issues particularly for families affected by a disability 3.7 The Key Working role will include the following: Formal advocacy and representing the views of families. Effectively complete the proportionate Assessment and all other TAF paperwork Provide information on services available, advice families on what could benefit them and if needed assist access to services through a referral/ assessment Facilitating and co-ordinating of Team around the Family (TAF) meetings, review the delivery of actions agreed to reduce overlap and inconsistency in service provision, and involving the family and all relevant professional stakeholders. Attendance at any other professional meetings where a member of the family is being discussed Adhering to agreed information sharing protocols. Assisting families to have a voice in the shaping and planning of services that currently affect them, or could affect them as some point in their life. Empowering families by showing them how to deal with daily routines and embedding essential skills to be resilient in their home and community. Through a continuous conversation with families, be constantly aware of their views, wishes and feelings. The service will then collate and analysis these views as part of reporting arrangements, for the commissioner to consider as part of future planning. Key Workers will develop clear and robust exit strategies ensuring that families are resilient and integrated into universal and local community and peer support networks. Agreed identified delivery of low level interventions as listed below 3.8 Keyworkers will have the necessary skills to deliver the following range of interventions: Delivery of Motivational Interviewing Delivery of low level conflict resolution messages such as Non Violence Resistance Promote importance of attachment and the Grow Brain key messages Encourage and champion positive family relationships through play and other areas of interest within the family (hobbies, family meal time etc) Up-skilling on how to keep home clean and safe for family and secure needed household goods when appropriate, Support families through key transition points where no other service is appropriate Deliver key messages around a range of needs the family might have including in relation to Adverse Childhood Experiences Accommodation- Support the family to refer and engage with statutory housing, their registered social landlord and Supporting People services. Keyworkers will only provide support in this area if it cant be provided timely and appropriately by those listed. Finance- Support (including referrals) to access benefit advice, Citizens advice, Supporting People Services and support offered by Job Centre Plus. Keyworkers will only provide support in this area if it cant be provided timely and appropriately by those listed. Employment- Referrals and engagement only into employability programmes. Education- Working in partnership with schools, Education Wellbeing Team and Education Welfare Officers around wellbeing/ social issues and barriers that impact on attendance and attainment Mental and emotional health- professional befriending support and referring and agreeing professional boundaries with the Health Board and the commissioned Integrated Counselling Service, as well as with other public and 3rd sector services Parenting (e.g. boundaries setting, dealing with challenging behaviour, establishing routines and positive relationships), and agreeing professional boundaries with the Local Authorities Families First and Flying Start Parenting Team. Health related issues through the delivery of key messages driving through the Public Health Wales agenda, as well as registration and attendance to GP, hospital, dentist, as well as positive engagement of families with Health Visiting Social Isolation and Engagement -Where families require additional and more focused or specialist intervention then they will be supported to access and engage with the appropriate agencies. Domestic Violence-Ensuring involved of Llamau and/ or Safer Merthyr as appropriate Substance Misuse- Involvement of Barod 3.9 A project representative will be available Monday to Friday to accept key working cases from the Early Help Hub over the phone and email. A project representative will attend every TAF panel. Key workers must attend Key Worker forum meetings. 3.10 Explore opportunities with other projects for keyworkers to have supervision time with staff from specialist areas, to talk through case-loads and professional boundaries etc. This will include a project representative attending a meeting with social services at least once a month around case consultation as part of quality assurance developments. 3.11 Keyworkers must be trained and managed to have the ability to constantly give consideration to the empowerment and sustainability of families. This includes strategies which avoid families becoming reliant on support for a considerable length of time and/or providing support that is more intense than the assessment envisaged requiring. It is expected that every family is supported to engage at least one universal/community service/activity within the support package and part of the exit strategy.  4. SERVICE PROCESSES Service processes include operational matters. SERVICE PROCESSES4.1 MANAGEMENT OF SERVICE 4.1.1 The management structure is organised appropriately and has the necessary infrastructure and capacity to ensure the service is safely, effectively and efficiently run. However, for resources to be maximised on delivery, management and coordination, this will be agreed annually prior to contract commencing and any proposed changes will need to be agreed with the Commissioner in advance. Only proportionate management time could be claimed in agreement with the commissioner from this contract. For example, if the management has other service delivery roles. 4.1.2 An organisational chart must be provided to the Commissioner detailing the staffing and management structure of Provider, including staff salary structure with qualifications required for positions. Any changes to structure including number of hours, number of postholders and changes to grade should be agreed with the Commissioner in advance. 4.1.3 Any steering groups or project boards set up by the project are for the purpose of operationally guiding the project within the boundaries of this specification, and the agreed delivery plan. 4.1.4 Any changes to the project such as service delivery, model design, and finance or target areas must be formally discussed and agreed with the Commissioner who will give guidance and make decisions on a case by case basis (considering legal advice and the Terms and Conditions). 4.1.5 Arrangements must be in place to cover for holidays, staff sickness, training, non-contact time, vacancy, maternity and other absences to enable the agreed level of provision to be maintained. 4.1.6 The Commissioner must be immediately informed of any significant disruption, which would affect the Providers ability to maintain the delivery of the service. This includes any staff turnover, long terms sickness absence and evidence on backfilling and timely recruitment of staff of similar experience and standards. The SLA does not normally include funding for cover in the event of long-term absence. 4.1.7 The service is managed in such a way that systems can be independently audited without compromising the confidentiality of the children and parents/carers who use the service. The Commissioner reserves the right to undertake spot checks for quality of referral / placement purposes and will visit project sessions in where appropriate during the term of the contract. 4.1.8 If CIW or ESTYN or other inspectorate inspect the project provision and identifies areas for development the provision will address the actions required in a timely manner. 4.1.9 All relevant Information Sharing Protocols that are developed are signed up to by each organisation involved and followed by the Provider and any sub-providers. 4.1.10 Empowering families and individuals and sustainability are key aspects of the Wellbeing Goals within the Wellbeing of Future Generations Act (2012). As such it is expected that the Provider will deliver interventions that incorporate sustainability for the future. Examples include: increasing family use of public transport or local community provision, rather than relying on provision of transport as part of this project developing independence in families rather than reliance on services to be provided for them increase resilience and capacity within the family for the future sustainability of the family unit develop individuals who are ready to learn and earn and have aspirations for their future and are able to move on to employment support programmes empowering individuals and families to have their voice heard through participating in citizen, parent, junior and youth forums and other local community fora 4.1.11 Provider to use social media, where applicable, to ensure project messages and support are accessible. Provider to capture details of all families accessing the services on an appropriate database with sufficient security measures e.g. Capita One 4.2 STAFFING 4.2.1 Staff will be suitably qualified or accredited and experienced to deliver the project. 4.2.2 All posts will be subject to mandatory training programmes which includes Child Protection, Protection of Vulnerable Adults, and where applicable food hygiene, paediatric first aid. 4.2.3 Staff will attend core identified training sessions. This will be at no cost to the Provider. 4.2.4 The service will ensure that no staff member engages with families without having received an Enhanced Disclosure and Barring Service (DBS) check and that it is renewed every three years thereafter. 4.2.5 The Provider will ensure that staff members receive induction training and on-going appropriate training to enable them to undertake their tasks effectively and understand policies and procedures of both the organisation and the Tackling Poverty programmes. 4.2.6 All staff working within the project should have a clear understanding of their roles and responsibilities, to which they are accountable and their position within the wider Tackling Poverty agenda, their priorities and overall outcomes. 4.2.7 Staff will receive a bi-annual performance review and regular formal supervision. 4.2.8 Staff will understand their professional boundaries and the limits to their role and projects. Any work undertaken that is outside the parameters of this specification, agreed delivery plan and job descriptions, must be agreed with the Commissioner (s). 4.2.9 Named staff will be designated and details on their qualifications, training and their experience given to commissioner as required. 4.2.10The organisation and service delivered complies with The Equalities and Welsh Language Standards in this specification. 4.2.11 All staff will be paid in line with the Living Wage. 4.2.12 Staff will have knowledge of all relevant legislation and guidance relating to the service provision, childrens rights, safeguarding, health and safety, equality, Flying Start, Child Poverty Strategy, Welfare Reform, Families First, Supporting People, Social Services and Wellbeing Act, Wellbeing of Future Generations Act and other national and local strategies. 4.2.13 Staff will have a commitment to working with individuals and families to build positive relationships which are non-judgemental, supportive, professional, and offer opportunities for role modelling. 4.2.14 Where there is a vacancy the Provider with endeavour to recruit at the earliest opportunity. The Provider will ensure that when either new staff or an existing staff members role is changed, they undergo a probation period in line with Providers policies. 4.2.15 Providers must have a clear understanding of Results Based Accountability (RBA) in particular to define the difference between how much, how well and Is anyone better off? and able to report this back to relevant funding Commissioner 4.2.16 Managers must have knowledge of the principles of Project Management including developing short, medium and long term project plans, which will be developed at the request of the Commissioner to monitor project non compliances, project change and contingency planning 4.2.17 Where relevant local authority staff to be trained on either the Capita One or WICCS systems for case management and collection of monitoring information. External providers to ensure staff are appropriately trained on their chosen case management/data collection system. 4.3 INTEGRATED PARTNERSHIP WORKING 4.3.1 The agreed Merthyr Tydfil Family Assessment will be utilised as the referral and assessment. The project will also be proactive in shaping, embedding other key elements of assessing including joint assessment development, integrated databases and the overarching Information, Advice and Assistance (IAA) 4.3.2 The project will follow the Team Around the Family (TAF) processes and when directed prioritise families referred to TAF 4.3.3 When a family comes through to the project from Information, Advice and Assistance (IAA) or Team Around the Family (TAF), the family assessment must be utilised for efficiency. The project will consider not repeating any information in additional assessments, which the family have already disclosed. If there is a need for further information, the family assessment can be updated but this additional information. 4.3.4 When required the project will have the ability to provide practitioners as a Key Worker or partner within the TAF model, as well as being able to effectively identify needs and refer to other services. It is essential that this role is considered and seen by the practitioner as part of their Core Work, rather than additional. This will be included within their job description. 4.3.5 All projects will utilise the family assessment guidance to complete the family assessment. For specialist areas, the Provider may produce additional guidance for staff. 4.3.6 Any multi-agency training or publicity events are agreed in advance with the Commissioners to avoid duplication and to receive advice concerning stakeholders who should be invited and how it should be promoted. 4.3.7 The Provider must garner agreement from the Commissioners to attend any multi agency groups, forums, committees not directly related to this contract or to utilise project time as a trustee. The purpose is to ensure the work has relevant to the project and maximise resources for delivery. 4.3.8 The Provider will be represented at every Families First Stakeholder, Early Years Partnership Planning group meeting and Flying Start Childcare Subgroup meetings where applicable. 4.4 PARTICIPATION, ADVOCACY AND COMPLAINTS 4.4.1 Systems and evidence must be in place for on-going participation with the service users to influence local and national strategies that could have an impact on services which support them. 4.4.2 Systems must be in place for the development of innovative methods to enable participation of all children in the development of the service. 4.4.3 Systems must be in place for reviewing the families satisfaction with the service provision. It is good practice to do this on case closure, face to face at the same time as completion of the Distance Travelled Tool. For non-case work, an agreed time period is agreed with the provider for how often this process is carried out. This will be summarised within the how well section of the RBA report card where agreed set questions across all projects will be in place. 4.4.4 Staff satisfaction surveys must be undertaken at least annually, and the information gained used to inform the service provision along with integrated working evaluation and review across the programme. 4.4.5 All families must be made aware of independent advocacy support available, its purpose, how to access it and if necessary be supported to do so. 4.4.6 Provider must be clear on the different types of advocacies and what are the project boundaries. All staff must be clear of these boundaries, so the right level is provided to families requiring advocacy support. 4.4.7 A clear complaints policy and procedure must be in place, which is easily accessible, credible, accountable and responsive to the needs of families. The policy should complement the relevant Merthyr Tydfil CBC complaints procedures. 4.4.8 The Commissioner must be informed of any formal complaints within one working day, and informed of the outcome from the complaint within seven working days. 4.4.9 Families must be given a copy of both the Commissioners and Providers complaint procedure along with the childrens complaints leaflet. 4.4.10 The Providers systems and processes must be able to record and analyse service users by the full range of protected characteristics and wider equality strands as required by Equalities and Welsh language legislation. 4.4.11 The Commissioner will have access to the Providers policies and procedures and be informed when changes to policy and procedures are being considered. 5. MARKETING AND PROMOTION 5.1 Local publicity material for families and professionals must be produced as appropriate and agreed by the Commissioners but must display relevant Welsh Government logos to comply with grant requirements (Welsh Government additional guidance issued). All publicity developed must be bilingual and checked by and agreed with the Commissioner prior to printing/distribution. 5.2 The Provider is expected to brand the project appropriately. This will include using locally agreed wording in all publicity material, and for consistency, publicise the project by the given name in the specification. It must consistently use the Welsh Government logos and acknowledge Welsh Government and Merthyr Tydfil CBC contributors in the relevant events or material and be agreed with the Commissioner prior to printing / distribution. 5.3 The provider will promote the service through various appropriate promotional channels agreed with the Commissioner. As a minimum this will include relevant social media channels, MCTBC channels, websites, relevant community events, Early Help Hub/ Family Information Service, MTCBC communications and email distribution lists. The Commissioner can ask for evidence of any such promotion at any time. 5.4 The Provider will use the promotional channels as identified above to reach all relevant stakeholders including all residents of Merthyr Tydfil (for support offered universally), targeted families, partner agencies (as a minimum Flying Start and Families First agencies), third sector, MTCBC relevant departments, all schools and the Cwm Taff Morganwg University Health Board (CTMUHB). The Commissioner can ask for evidence of any such promotion at any time. 5.5 The Provider will participate any MTCBC led strategy or approach to marketing and promotion that will involve projects and services working collectively together around the marketing of family support/ poverty services. 5.6 The Provider will ensure that staff have relevant training and are capable in using social media platforms such as Facebook and Twitter, as well as developing up to date promotional materials that are kept up to date such as flyers, emails, PowerPoints. Key staff members will also have the ability to promote the service in front of stakeholder audiences in meetings and events. 5.7 A specific account of promotional activity will be provided to the Commissioner on a quarterly basis as part of the reporting. The Commissioner can ask for appropriate evidence of such promotional activity at any time. 5.8 Any marketing campaigns and initiatives such as rebranding or major changes in marketing approach need to involve the Commissioner to ensure the work is complimentary to other services and initiatives run elsewhere across the County Borough. Such work must have a clear legacy and commitment to embed within the regular activity of the project. 5.9 As identified the Provider will plan and implement promotional activity with partner agencies where there is commonality to the key messages (e.g. pathway of support and same audience). These opportunities can be identified by the Commissioner, Provider and partner agencies in exploring the feasibility of the idea.  6. SERVICE OUTPUTS Service Outputs are the actual service(s) to be provided. SERVICE OUTPUTS 7. PERFORMANCE INDICATORS & TARGETS This section considers the key performance indicators and annual targets related to the Providers ability to deliver the service to the specification. PERFORMANCE TARGETSNumber of individuals worked with Number of families worked with Number of individual sessions Number of disabled families worked with Number of TAF Cases are Barnardos supporting where they are not providing key working support Number of service users to complete evaluation questionnaires Number of service users who felt that the project was effective Number of service users who felt they were listened to Number of families completed planned interventions 2.1 Number and % of participants whose financial situation has stabilised or improved 2.2 Number and % of primary school children who have improved their school attendance 2.3 Number and % of secondary school children (up to the age of 16 years at the point of entry) who have improved their school attendance 2.6 Number and % of participants with improved emotional/mental wellbeing 2.7 Number and % of individuals that report and improvement in own resilience 2.8 Number and % of families that report on Improvement in family resilience 2.9 Number and % of families affected by disability that report an improvement in family resilience 2.10 Number and % of families that report they feel they can contribute to changes to their lifestyle/behaviours 2.14 Number and % of parents benefitting from a parenting intervention  8. QUALITY ASSURANCE & CONTRACT MONITORING 8.1 Quality assurance 8.1.1 The Provider will have their own quality assurance mechanisms in place and they should focus on the safety of both staff and service users, as well as leading to positive outcomes for the service user. It will also need to take into account providing accurate quality data, project organisation and any statutory legislating and/ or guidance relevant to the project. An overarching action plan should be in place specific to the needs of the project in relation to quality assurance. 8.1.2 Any Providers individual quality assurance work should complement quality assurance being developed centrally for preventative services across Merthyr. The Provider will also participate in MTCBC quality assurance led practice as part of this contract. 8.1.3 The preventative framework will be a separate document to this contract and the Provider will be expected to participate in its development, implementation and review. The central framework will build on existing practice already in place and will be realistic in terms of its practical implementation. 8.1.4 As part of the quality assurance framework, the Commissioner can ask for evidence, when required of quality assurance.. 8.1.5 The voice of staff and the service user is pivotal and should be at the forefront of any quality assurance work. 8.1.6 The quality assurance work will compliment and not duplicate other sections of this specification e.g. standards around staff supervision, service user participation, data collation, child protection and delivery of interventions. 8.1.7 The main focus of quality assurance is to improve the quality of our services over time, by having commonality and the sharing of good practice. . However, there may be a time where the quality assurance work is used as evidence if there are concerns raised with a provider around the non-compliance of the contract or legislation eg safeguarding. 8.2 Expectations around communication with the Commissioners is as follows: When there is a vacancy, backfilling and recruitment arrangements must be made known, as well as discussing the opportunity to review the job description. When a member of staff on long term sick, or any other long term leave, with arrangements for backfilling. Funding for long term absence is not included within this SLA, it is the expectation that n the event of long term sickness, this will be managed by the Project and contract outcomes will continue to be delivered. Any proposed changes in project structural arrangements, delivery models, staffing hours and staffing roles and responsibilities Any proposed changes that could conflict with the contract/ specification and/or risk an element of the specification not being delivered. Any major variances within agreed project budgets The attendance (within Children and Families time) of grant funded staff at meetings and training, which are not of benefit to the project remit . Any publicity materials so that feedback can be given, and to check if it meets the requirements of the logo guidance (this includes Job Descriptions), as well as consistent with central promotion and project information on DEWIS. Any awareness/ partnership/ consultation/ public events being arranged so that joint working opportunities can be considered across the programme Any complaints (and compliments) that the projects receive, with background information, as well as a plan for how the complaint will be resolved including timescales. Any VIP visits to the project (e.g. cabinet secretaries, local members) 8.3 GENERAL ROLES AND RESPONSIBILITIES OF COMMISSIONER AND PROVIDER 8.3.1 Commissioners Responsible for the Families First/ Flying Start Programme, including the budget management Responsible for the day to day management of the whole Programme development and the delivery of all commissioned contracts Responsible for the supervision and contract management of all related contracted services Responsible for underperforming services In conjunction with Provider ensure that sufficient resources are secured, deployed and always available to meet the demands of the project Be responsible for developing and implementing quality assurance policies and processes that underpin all services within the Programme Responsible for implementing effective budget management and control systems to ensure sufficient finance is always available to maintain programmes and services within budgets Be responsible for supporting the change agenda within the area of prevention and early intervention for families Buildings where applicable 8.3.2 Provider Line management and supervision (including case/clinical) of staff within the project Manage the project budget effectively and efficiently Delivery operationally all element s of the agreed project specification Ensuring all reporting and monitoring requirements are met as set out by the service Commissioner (agreed in consultation) Ensure that any delivery changes are agreed by the Purchaser and where appropriate the Tackling Poverty Board before implementation Ensure the Commissioner is alerted to any circumstances that may/will impact on the delivery of any part of the specification Ensure that all funded staffing hours from this contract are utilised for the benefit of the Families First and Flying Start Programmes and within the context of the project specification. Attendance in key meetings as agreed which impact/benefit the relevant project and Families First / Flying Start Programmes.  9. REPORTING ARRANGEMENTS Describe how the information from Section 7 is to be reported on, i.e. format of returns, submitted to whom and frequency required 9.1 MONITORING, GOVERNANCE AND OUTCOME MEASURES 9.2 The Commissioner for the Families First grant element of the service agreement uses a monitoring system based on RBA methodology. The Provider will provide the agreed regular management information that will enable the evaluation of service delivery against agreed objectives and targets and may include staff/user satisfaction surveys. 9.3 It is the Providers responsibility to ensure that the monitoring & evaluation requirements are adhered to and that information and data reported through the monitoring is accurate, up to date, in the submission format agreed, and all information is submitted no later than the agreed deadline. 9.4 The monitoring of the service provision in relation to the range and quality of service is undertaken via the collation and receipt of regular statistics, qualitative information and operational reports. Where applicable joint contract review meetings shall be held between the Provider and Service Commissioners. 9.5 The Provider must have evaluation systems which are participative and be able to amend provisions in line with views of families and with agreement of the Commissioners. 9.6 The Provider must have in place monitoring and evaluation systems that are able to record and analyse service users (children, young people, adults and families) using the full range of protected characteristics and wider equality strands as required by Equalities and Welsh language legislation 9.7 Flexibility within the monitoring and evaluation system will be required with updates to guidance or additional requirements from the Welsh Government and Merthyr Tydfil County Borough Council. 9.8 The Families First Commissioner will require the outcomes for families to be consistently identified and demonstrated. This will be achieved through project visits, monitoring reports comprising of data measuring hard and soft outcomes, overall project evidence, cost avoidance evidence (national tool being developed) as well as individual case studies. The cost avoidance evidence will not be required for the Flying Start element of jointly commissioned services. 9.9 The Provider will use an agreed distance-travelled tool to measure soft outcomes within individuals and families. For analysis and reporting purposes the results, pre and post intervention must have to ability to be summarised and reported at pre-agreed times throughout this contract. 9.10 This list is not exhaustive and the Provider will be expected to work with the Commissioner to develop appropriate targets and measures, which reflect the evolving nature of the work demonstrating how the service contributes to the objectives of the programme and Wellbeing Objectives. 9.11 Any financial returns and termly/quarterly invoices will be sent to the relevant Commissioner as part of the termly/quarterly monitoring returns and not separately. 9.12 Please see Aappendix 1 for the Families First RBA scorecard identifying the performance indicators to be reported on. There will be some flexibility with the Provider in adding, removing or amending any performance measure. This will be fully discussed with and agreed by the Commissioner. 9.13 The Provider will have systems and processes in place where they are able to separate the work carried out (how much), evaluations (how well) and outcomes (is anyone better off) to the different funding that falls under this contract, as well as any additional funding the provider has. 9.14 The Provider will have the ability to provide data in relation to staff hours spent delivering support to each family face to face or otherwise. This may not form part of the initial monitoring but will ensure processes are there to aid any future developments. Flying Start specific reporting arrangements: Flying Start terms are: Term 1- 1st April 2022 to 31st August 2022 Term 2 - 1st September 2022 to 31st December 2022 Term 3 - 1st January 2023 to 31st March2023 The Provider will report on a termly basis using the Flying Start monitoring form provided. The report is to be submitted to the Flying Start Performance Monitoring Officer within two weeks, following the end of term. The Flying Start Performance Monitoring Officer will feedback monitoring reports to the Early Years Strategic Group and submit collective monitoring to Welsh Government in accordance with the terms and conditions of the Flying Start Grant. Families First specific reporting arrangements Families First report on a quarterly basis Quarter 1- 1st April 2022 to 30th June2022 Quarter 2 1st July2022 to 30th September2022 Quarter 3 1st October2022 to 31st December 2022 Quarter 4 - 1st January 2023to 31st March 2023 10. SUMMARY OF MUTUAL RESPONSIBILITIES - Standard statements that can be added to if required Responsibilities of the PROVIDER Responsibilities of the COMMISSIONER To provide the services defined in this Agreement. To submit performance information on time, in such detail and format as specified by this agreement. To submit financial information on time, in such detail and format as specified by this agreement. Where required, to submit Audited Accounts that shall incorporate a separate statement of the expenditure incurred on the services defined in this Service Agreement as soon as possible and within six months after the end of the financial year. To take such remedial action as may be required to ensure that the commitments described in this agreement are fulfilled. To ensure that all members of staff are given appropriate support and guidance so that they clearly understand their duties and obligations under this agreement. To attend relevant meetings with representatives of the Commissioner when required. To ensure compliance with required policies and procedures as defined in the Agreement. To positively promote the services contained within this contract to clients and partner provider organisations. Where the Provider works in partnership with other Agencies, it shall develop information sharing protocols to allow personal data to be safeguarded in accordance with Data Protection legislation. The Service Provider undertakes to register this contracted service, and any other services that they provide that can be publically accessed, on the Dewis National Citizen Portal, within one month of the start of this agreed contract. The Service Provider also agrees to review their service information every six months, (or sooner if known changes to service occur, such as (but not limited to) days of operation, charges, contact details, address or modes of communication.  To provide funding to the Provider as defined in this Service Level Agreement. To make payments to The Provider as described below. To arrange and attend meetings as required. To provide feedback to providers on monitoring reports and any remedial action required. To provide advice, support and guidance on operational and monitoring procedures. To positively promote the services provided under this contract/agreement within the County Borough and beyond, as appropriate. The commissioner will undertake to ensure that service entries are reviewed by a Dewis editor, (nominated by the service commissioner) within 14 days of a Dewis service entry being made.  Included in Service Level Agreements ONLY SCHEDULE 1 FINANCIAL MANAGEMENT AND PAYMENT ARRANGEMENTS The Provider agrees that the Commissioner may at its discretion conduct an audit of the financial systems and records of the Provider. The Provider shall keep audited accounts for a period of 7 years after the termination of this Agreement. The Provider shall on request afford the Commissioner or its representative such access to these records as may in the absolute discretion of the Commissioner be required. All funding must be used for the purposes for which it was approved by the Local Authority The funding offered is the total amount and cannot be increased to account for unseen costs not included at the time of the award. The award of the funding must not be construed by the Provider as a guarantee that funding will automatically be awarded in the next financial year. Where the funding is used for capital purchases and such assets are subsequently disposed of or used for other purposes than for which the grant was approved, then the organisation will repay to the Commissioner the full market value of the assets at the date of disposal or transfer of usage, or any lesser amount at the Commissioners discretion. In any publicity information, the provider will acknowledge the financial contribution of the Commissioner. No part of the funding shall be used for Party Political purposes, and no aspect of the funded activities shall be party political in intention, use or presentation. The payment and timing of the funding instalments is subject to the Commissioner receiving from the Provider financial information on actual expenditure incurred in the form specified by the Commissioner. Delay in submitting any requested information could result in a delay of the following payment instalment. At the end of the financial year, the Provider will notify the Commissioner in writing of the actual expenditure for that financial year and produce documentary evidence of such expenditure. Under spend incurred by the Provider at the end of the financial year shall be repaid to the Commissioner in full and cannot be carried over to subsequent financial years. The Provider must inform the Commissioner as soon as it is apparent that an under spend of the grant is likely to arise. Any misrepresentation, concealment or withholding of information relevant to the application or use of the funding will be considered as a failure to comply with the terms and conditions of the funding. The Provider shall be responsible for accounting to HM Customs and Excise and the Inland Revenue for all applicable taxes and duties whether on income or expenditure.  Budget Breakdown - YearlyService DeliveryName of Project - Keyworking Families FirstName of Lead Contact - Barnardo'sEmployee Costs 2022/23Project Staff Salaries (Including on costs)CSM - 30.50hrs42740Senior Family Key Worker - 10.50hrs10746Family Key Worker - 37hrs30505Family Key Worker - 37hrs28109Family Key Worker - 37hrs32483Family Key Worker - 35.70hrs26917Administration Staff Salaries (Including on costs)Administrator - 24.40hrs18122Other (Please specify)Supply Costs (Please specify)Training - (Please specify)3993Insurance1201Other (Please specify)DBS Costs86IT Costs6947Mobile Phone costs617Mileage travel expenses 3766Property Costs Rent / Hire for Staff - Please specify typeRent/ Hire for Service Users - Please specify typeInsurance GasElectricityWaterOther (Please specify)Transport Costs Hire / Contract chargesRepairsInsuranceTravelling expenses for Service Users (Please specify)Travelling expenses for Public Transport (Please specify)Other (Please specify)Additional Resources Family Resources Activities1000 Subscriptions (Please specify)Catering provision (training)Purchase of books / Training resourcesPurchase of Clothes & UniformLeafletsOther Publicity Materials (Please specify)Other (Please specify)Administration Costs Printing Telephones 635Postage100StationeryOrganisational costs20797Total228764 Budget Breakdown - YearlyService DeliveryName of Project - Keyworking - 2 New workers from 1st April 2022Name of Lead Contact - Barnardo'sEmployee Costs 22/23Project Staff Salaries (Including on costs)Family Key Worker - 37hrs28109Family Key Worker - 37hrs28109Supply Costs (Please specify)Training - (Please specify)1390Insurance418Other (Please specify)DBS Costs86IT Costs2316Mobile Phone costs634Mileage travel expenses 1300Property Costs Rent / Hire for Staff - Please specify typeRent/ Hire for Service Users - Please specify typeInsurance GasElectricityWaterOther (Please specify)Transport Costs Hire / Contract chargesRepairsInsuranceTravelling expenses for Service Users (Please specify)Travelling expenses for Public Transport (Please specify)Other (Please specify)Additional Resources Family Resources Activities Subscriptions (Please specify)Catering provision (training)Purchase of books / Training resourcesPurchase of Clothes & UniformLeafletsOther Publicity Materials (Please specify)Other (Please specify)Administration Costs Printing Telephones PostageStationeryOrganisational costs6236Total68598  Budget Breakdown - YearlyService DeliveryName of Project - Keyworking Disability Name of Lead Contact - Barnardo's Employee Costs 22/23 Project Staff Salaries (Including on costs) Family Key Worker 33hrs 28023 Post 2 Post 3 Post 4 Post 5 Administration Staff Salaries (Including on costs) Post 1 Post 2 Post 3 Post 4 Post 5 Supply Costs (Please specify) Training - (Please specify) 620 Insurance 186 Other (Please specify) Supervision DBS 43 IT 1158 Mobile phone 163 Mileage travel expenses 734 Property Costs Rent / Hire for Staff - Please specify type Rent/ Hire for Service Users - Please specify type Insurance Gas Electricity Water Other (Please specify) Transport Costs Hire / Contract charges Repairs Insurance Travelling expenses for Service Users (Please specify) Travelling expenses for Public Transport (Please specify) Other (Please specify) Additional Resources Family Resources (Please specify) Subscriptions (Please specify) Catering provision (training) Purchase of books / Training resources Purchase of Clothes & Uniform Leaflets Other Publicity Materials (Please specify) Other (Please specify) Administration Costs Printing Telephones Postage Stationery Organisational costs 3093 Total 34020  Budget Breakdown - YearlyService DeliveryName of Project - Keyworking Flying Start Name of Lead Contact - Barnardo'sEmployee Costs 22/23Project Staff Salaries (Including on costs)CSM - 6.50hrs9109Family Key Worker - 33hrs28090Family Key Worker - 28hrs23130Administration Staff Salaries (Including on costs)Administrator - 4.60hrs3416Supply Costs (Please specify)Training - (Please specify)1356Insurance408Other (Please specify)DBS Costs43IT Costs2316Mobile Phone costs132Mileage travel expenses 1200Property Costs Rent / Hire for Staff - Please specify typeRent/ Hire for Service Users - Please specify typeInsurance GasElectricityWaterOther (Please specify)Transport Costs Hire / Contract chargesRepairsInsuranceTravelling expenses for Service Users (Please specify)Travelling expenses for Public Transport (Please specify)Other (Please specify)Additional Resources Family Resources Activities0 Subscriptions (Please specify)Catering provision (training)Purchase of books / Training resourcesPurchase of Clothes & UniformLeafletsOther Publicity Materials (Please specify)Other (Please specify)Administration Costs Printing Telephones PostageStationery100Organisational costs6930Total76230     PAGE  PAGE 2 Service Specs Guide 22/23    %&';<=>?WXhi}~ ɸɧzkzzYY#h4h75CJ OJQJ^JaJ h~`\CJ OJQJ]^JaJ h[CJ OJQJ]^JaJ h]CJ 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