HOME-START MERTON 4 YEAR BUSINESS PLAN
CONTENTS PAGE
1.
SUMMARY
pg
2-3
2.
INTRODUCTION
pg
4
3.
HOME-START MERTON’S MISSION,
AIMS, OBJECTIVES AND VALUES
pg
4-6
pg
pg
pg
4
5
6
A KEY LOCAL PROVIDER
pg
7-9
4.1
4.2
4.3
pg
pg
7
8
9
THE CURRENT CLIMATE
pg
10-11
5.1
5.2
pg
pg
10
11
DEVELOPMENT PLAN 2006 – 2010
pg
12-16
6.1
6.2
pg
pg
12
13-16
3.1
3.2
3.3
4.
5.
6.
Mission Statement
Aims, Objectives and Values of the service
Principles underpinning our work
A Strong Track Record
Home-Start Merton today
Quality Assurance
Delivering on National Targets
Delivering on Local Priorities
Summary
Key Aims
pg
7.
FUNDING STRATEGY
pg
17-18
8.
CONCLUSION
pg
18
APPENDIX 1
16 Quality Asssurance Standards
pg
19-20
HOME-START MERTON BUSINESS PLAN 2006-2010
Summary
1.
SUMMARY
This Business Plan reflects Homestart Merton’s commitment to the future delivery of services to children
and families at risk or in need of additional support. Key services as outlined include a support care
package individually tailored to the needs of each family:home visiting support using trained volunteers;
our group work programme which currently has 3 elements –
-
our Family Group
-
our Teenage Mothers Project
-
our Fathers Group
In the last year alone Home-Start Merton provided services to 120 families which included:157 children under 5
68 children over 5
8 children on the child protection register
29 teenage parents
23 children with a disability
62 lone parent families
15 adults with a disability.
48% of all families supported came from black/minority ethnic communities
Support needs cover a wide range of issues and include: isolation; domestic violence; family breakdown;
teenage pregnancy; managing children’s behaviour; poverty; refugee and asylum issues; adults and
children with learning difficulties and work with families where the parent has mental health issues.
A large proportion of the families referred and supported by Home-Start live in the East of the Borough,
which includes wards designated as areas of deprivation i.e. Pollards Hill, Cricket Green and Lavender
wards, with many families struggling on a very low income and living in social housing and inadequate
private rented accommodation.
Home-Start Merton provides services that contribute directly towards a range of local priorities and targets
as outlined in the Children and Young People’s Plan (CYPP). “We believe that services should be focused on
prevention and early intervention rather than only dealing with the consequences of difficulties in children’s lives.”
(Pg 6 Children & Young People Plan 2006-09). Home-Start Merton believes we have a significant role to play
in the delivery of all 9 Strategic Aims.
2
We envisage an opportunity for a particularly strong partnership in the delivery of Aim 4: Promoting the
safeguarding of children and young people and Aim 5: Raising attainment and reducing educational
inequalities.
CYPP Strategic Aim 4:
We have:
“Established and will continue to provide a range of preventative services via both statutory and
voluntary sector agencies that offer services targeted at helping prevent crisis that lead to family
breakdown and either reception into care of escalation of concerns to the Child Protection threshold.”
We will:
“Work in partnership to deal with the early signs of concern within families that may lead to an incident
where a child or young person may be harmed.”
“Work with community and voluntary sector children/young people/family support services to sustain
and further develop prevention and early intervention projects.”
CYPP Strategic Aim 5:
We will:
“Work through children’s Centres at a neighbourhood level to bring agencies together in providing
holistic developmental support to young children and their families, including the encouragement of
bonding and parental understanding of children’s development.”
The government have laid out their plans for children and families in the Change for Children programme.
The emphasis is on the development of preventative work and early interventions with specific themes
around the 5 outcomes as laid down in the Every Child Matters agenda.
The Business Plan is laid out over 8 sections as follows:Section 2: Provides an introduction to the work undertaken by Home-Start Merton
Section 3: Outlines the charities mission, aims, objectives and principles of working
Section 4: Outlines our role and achievements as a key local provider
Section 5: Outlines our role in supporting the delivery of national and local priorities
Section 6: Our Development Plan setting out our 7 Key Aims
Section 7: Sets out our funding Strategy
Section 8: Reinforces our role in the future delivery of early intervention family support
The next four years present many opportunities and challenges for Home-Start Merton with the emerging
Children’s Trusts and changing role of the Voluntary and Community Sector. The emphasis within this plan
is on the integration of services within the emerging Children’s Centres and Extended Schools, continuing to
meet the needs of local children and families in a preventative way and sustaining longer term funding. The
plan reflects the charities commitment to playing an active part in local partnerships and supporting children
in having the best start in life.
3
2. INTRODUCTION
The role of parent is perceived to be one of the most complex and challenging tasks that an adult may
embark on during their lifetime – often approached without any prior training, continuously changing in
response to the child’s own life cycle. It is within this environment that children’s behaviour and attitudes
are re-shaped to enable them to cope in ‘the world at large’. Families are, to adopt a widely used metaphor,
‘the building blocks of our society’.
There have been an unprecedented number of reports and discussions on the family agreeing that all is not
well with the contemporary family structure. There is consequently a need for voluntary and statutory
agencies to work in partnership to ensure that families receive effective support to enable parents to fulfil
their role.
Established in June 1993, Home-Start Merton is well into its second decade of providing support to families
who may be in need of support at a critical period in their parenting. Support is offered by trained volunteers
who are experienced parents.
To Home-Start, every family is special and we respond to each family’s needs through a combination of
home-visiting support, group work and social events.
3.
HOME-START MERTON’S MISSION,
AIMS, OBJECTIVES AND VALUES
3.1 Mission Statement
Home-Start Merton believes that every parent should
have the support they need in order to give their
children the best possible start in life.
We aim to work in partnership with parents by supporting and
encouraging them through the early years of family life.
4
3.2. Aims, Objectives and Values
5
OVERALL
AIM
HOME-START
Aims to enable families
experiencing stress or
difficulties to meet the
needs of their children
under five
SPECIFIC AIMS
Reducing
stress &
isolation in
the family
To foster
growth of
language
and
literacy
Increasing
self esteem
and
confidence
within the
family
Increasing
parental
selfreliance
Reducing Improving
the
family health
numbers of by promoting
healthy
‘children in
lifestyles
need’
Enabling families to
access appropriate
facilities and services
Improving
parental
skills
OBJECTIVES
Will recruit,
train and
support
volunteers
Will provide a regular home visiting service
offering sharing of skills, care and support
and a ‘listening ear’
Will provide additional/alternative support
through a groupwork programme
Will liaise with
statutory and
voluntary agencies
VALUES
Home-Start believes its services should be:
•
•
•
•
Confidential
Fully accessible
Respectful
Offering families choice
•
•
•
6
Non-judgemental
Responsive to the needs of the families
Flexible
3.3
Principles Underpinning our Work
The success of our service is
based on 4 key foundations:-
1
Focussing on children under 5
Home-Start Merton focuses its support on the early years, the
most crucial time in a child’s development.
2
Supporting families in their own homes
Trained volunteers visit families in their own homes where the
dignity and identity of parents and their children is protected, the
individual needs of the family can be met and a parent’s strengths
encouraged – essentially parents supporting parents. Volunteers
are friendly, approachable people whom others parents trust and
rely on to listen without being judgemental and can help parents
regain confidence in their own abilities as parents.
3
Local Management
Home Start Merton is locally managed with the support of local
volunteer trustees. We believe that families do better when they
have the support of a strong community around them.
4
A Shared Ethos and Values
All our people, trustees, staff and volunteers work within and
demonstrate the essential Home-Start ethos based on choice,
openness,
flexibility,
partnership,
encouragement,
responsiveness and enjoyment.
7
4. A KEY LOCAL PROVIDER
4.1 A Strong track record
The environment in which the organisation operates is one of continuous change.
Home-Start Merton have over a number of years taken a leading role in the provision of volunteer led family
support services in the London Borough of Merton. We are tremendously proud of our achievements which
include:1996
After just three years in operation Home-Start Merton became the proud winners of “The
Whitbread and Make a Difference Volunteering Award” given in recognition of outstanding
service to the community. H.R.H. Princess Michael of Kent presented our Scheme Manager with
our award.
1998
Received a grant of £63,000 from the National Lottery to run our unique and highly successful 3
year Personal Development Project for families.
1999
Awarded a capital grant from the National Lottery to enable us to purchase our own premises.
2000
Hosted a Seminar:- ‘Home-Start and Health – Strengthening our community Partnership’
2001
Received a start-up grant from the Local Implementation Fund as part of the Merton’s Teenage
Pregnancy Strategy to set up our group for teenage parents.
Felicity Clarkson, (Home Office Family Policy Unit) visited our scheme to meet families,
volunteers and staff and said “ Many thanks for a most stimulating day. You can be assured that
you have increased the ranks of Home-Start supporters.”
Awarded the Investing in Volunteers Kite Mark
Launch of our Teenage Mothers Project which is now recognised as a key local provider for this
client group
Began our partnership with the Lavender SureStart Programme.
2002
Increased staff team with the appointments of our first Co-ordinator for the Sure-Start area and
our Group Work Co-ordinator
Awarded 3 year funding agreement from the Health Improvement Programme
2003
Deputy Mayor of Merton, together with James Sainsbury, (Chair, Home-Start UK) joined 110
guests at a fund raising Gala Dinner in celebration of our 10 th Anniversary.
Moved from annual grant funding to being awarded a three year funding agreement from the
London Borough of Merton.
2005
Awarded 2 year funding agreement with Lavender SureStart /Children’s Centre.
Changed the legal structure of the organisation from an unincorporated charity to a charity
company limited by guarantee.
2006
Granted a further 2 year funding agreement from the London Borough of Merton.
March - Home-Start Merton felt both honoured and privileged, that our Scheme Manager was
invited by Home-Start International to speak as a representative of Home-Start at a Conference
to shape social policy in Lithuania. Her presentation focussed on the dual benefits of volunteering
to meet the needs of vulnerable families as well as providing opportunities for women to develop
skills enabling them to return to the workplace.
8
4.2 Home-Start Merton Today
ROLE
FINANCIAL
RESOURCES
RESOURCES
Meeting Incorporation and
legal requirements.
We changed our status to that of Registered
Charity and a Company Limited by guarantee in
2005 We currently have 9 trustees/Directors
Full Time (F/T)
Scheme Manager
F/T Administrator
Scheme Manager has overall responsibility for the
management of the scheme and working closely
with our Board of Trustees to take forward the
strategic vision for the organization.
Our Administrator plays a crucial role in providing
administrative support to the staff of the scheme
and the Board of Trustees.
£68309
Central salary
costs;
National body
affiliation;
Insurance;
Premises and
office costs
overheads
Family & Volunteer
Support Programme (1)
F/T Co-ordinator
P/T Co-ordinator (15 hrs)
45 Home visiting
Volunteers
Overall role for Co-ordinators is the family support
work which includes the recruitment, training and
supervision of volunteers; receiving referrals,
assessing needs of families and review of their
on-going needs.
£43164
Salary costs
including
volunteer
training and
support costs
Family & Volunteer
Support Programme (2)
Lavender Sure Start &
Children’s Centre
2 Co-ordinators
= 1 F/T equivalent
Overall role (as outlined above) whilst working in
close partnership with the Sure-Start programme
and staff team to ensure families living in the
SureStart/ Children’s Centre catchment area are
aware of and able to access services within the
programme.
£45652
Salary costs
including
volunteer
training &
admin support
costs; and
contribution to
Group Work
Programme.
Group Work Programme
P/T Group Work
Cordinator (25 hrs)
5 Volunteers
Overall role:- to develop and oversee a range of
group work activities for families, adopting a
needs led approach to service provision.
Our current programme has three elements
 Family Group
 Teenage Mothers Project .
 Fathers Project
Throughout the year we also run additional events
for families i.e. summer outing; Christmas party
£19638
Salary costs;
group running
costs;
Outings and
social events
for families
9
4.3 Quality Assurance
Home-Start Merton is an organisation that is highly committed to developing the quality of its services.
The Home-Start Quality Assurance system has been developed by The Charities Evaluation Service
specifically for Home-Start. It is a bespsoke system incorporating all the elements of a practical quality
assurance system for small organisations (PQASSO), Investors in People (IIP) and the Charities Evaluation
Services (CES). The system has also been rooted in the expressed needs of those working across HomeStart and its existing best practice, integrating all elements of Home-Start’s Policy & Practice Guide. The
result is a quality assurance system that puts quality support for families at its heart.
Home-Start’s quality standards recognise that quality is about learning what you are doing well and doing it
better. They also recognise that quality means finding out what may need to change to ensure we continue
to meet the needs of families. The process of comparing our practice against the Home-Start quality
standards in a systematic way means that our scheme is engaged in implementing a ‘quality assurance
system’, which will result in continuous improvement and high standards of support for families.
Like all Home-Start schemes, Home-Start Merton are externally reviewed every three years. The review
addresses all elements contained within the 16 quality standards as outlined below. Information gathered
by self assessment between reviews is used as evidence that Home-Start Agreement requirements are
being met. Home-Start quality assurance standards as set out below give a clear picture of how HomeStart Merton is working, and are useful planning tools for all operations.
Our last external review took place in 2004.
THE 16 QUALITY STANDARDS (See appendix 1 for detailed description)
Governance
Principles
1.
Governance
3.
Promoting children’s welfare
2.
Planning for quality
4.
Equal opportunities and diversity
5.
Confidentiality
Management and administration
Practice
6.
Managing Home-Start
14.
Supporting families
7.
Managing staff
15.
Working with other agencies
8.
Managing volunteers
16.
Working in the wider context
9.
Learning and development
10.
Quality and scheme development
11.
Managing money and resources
12.
Health and safety
13.
Monitoring and evaluation
10
5.
THE CURRENT CLIMATE
5.1
Delivering on National Targets
Central Government have put into place two key strategies in relation to provision of services for children
and their families:

Every Child Matters (Dept of Education and Skills)
National Service Framework for Children’s Health & Social Care (Dept of Health)
These strategies have been merged into what is now being referred to as the ECM: CfC Outcomes
Framework. The focus of the framework is to provide appropriate services for all children in need or at risk
but with underpinning themes of:


Supporting parents as primary carers;
Alleviating poverty as the primary source of difficulty for families
The National Service Framework for Children takes account of the findings of the Victoria Climbie Inquiry
and forthcoming guidance on children at risk. The three key objectives are: to put children and their families at the centre of care
 to develop effective partnership working so that the needs of the child are always considered
 to deliver needs led services
The aim of the NSF is to ensure that services are of a high quality, appropriate and accessible when they
are needed. Home-Start Merton seeks to provide real choice for families. All of our work is based on
honest communication. We aim to empower the family to start to take control of their lives and encourage
them every step of the way. Families identify outcomes for themselves during the initial home-visit and in
reviews. Key areas include: Promoting health and well being
 Identifying needs and intervening early
 Supporting parenting
 Child, young person and family centred services
 Growing up into adulthood with appropriate support and services
 Safeguarding and promoting the welfare of children and young people
Every Child Matters identifies the following five key outcomes for children and young people:* Be Healthy
* Stay Safe
* Enjoy and Achieve
* Make a Positive Contribution
* Achieve Economic Well-being
* based on the following key goals *






The vision and aspirations for better outcomes and safeguards for children and young people
Focus on meeting individual and specific needs
Agenda to improve quality of life, health, life chances, levels of achievement, reducing poverty and
increasing safety
High standards of services for all
Identifying new ways of working
Services developed which are integrated, high quality and cost effective including extended
schools.
“Research into Home-Start and other home visiting schemes confirms that they
produce benefits for parents and children. Home-Start raises self-confidence,
improves social networks, reduces difficult behaviour on the part of the child and
improves physical and mental health.”
Government Green Paper, ‘Every Child Matters’
11
5.2
Delivering on Local Priorities
Children and young people make up 25% of Merton’s population, of which 20% live in areas in the 30%
most deprived in the country. Much of our work is concentrated in wards which have been identified as
“Neighbourhood Renewal” areas.
“We believe that services should be focused on prevention and early
intervention rather than only dealing with the consequences of difficulties
in children’s lives.”
Children & Young People Plan 2006-09 (pg.6)
Home-Start Merton is part of the local voluntary and community sector that is integral to any community.
We believe that Home-Start Merton contribute to and play a part in:
Identifying the needs of children and parents by working closely with families

Developing local strategies for working in partnership

Identifying priorities when local services are being commissioned

Encouraging multi-agency, integrated working to give parents choice

Assisting parents to play an active role in the development of services and the scrutiny of their
effectiveness

Encouraging local Commissioners of Services to build the capacity and adopt the principle of full
cost recovery
The Merton Children and Young People’s Plan 2006-09 reflects national and local priorities for improving
outcomes for children and young people. The emerging Children’s Trust will bring together services for
children and young people within the borough and will focus on improving outcomes for all children and
young people. The delivery of integrated services for children and young people will be supported by the
Children’s Trust at a strategic level – with joint planning and commissioning of effective child-centred
services from a range of providers.
Home-Start Merton has the skills, longevity and proven method of service delivery to contribute to Merton’s
vision to improve the lives of children, young people and their families, as outlined in their Children & Young
People Plan 2006 - 09. This is a valued partnership and one which we look forward to strengthening
further over the next 4 years.
“Home-Start currently operates 235 Schemes in England providing
home-visiting services to 1 in 50 families in each area. The
Government intends to bring forward proposals to roll out
nationally this level of targeted home-visiting support provided
through Home-Start. We will work with local authorities and
existing providers to identify and overcome obstacles to making
home-visiting services available more widely”.
Every Child Matters Section 3: Supporting Parents and Carers,
12
6
DEVELOPMENT PLAN 2006-2010
6.1
Summary
This document has been developed in a climate of constant change and uncertainties. This section
outlines 7 Key Aims that the organisation intends to pursue over the next 4 years. Achieving these aims is
pivotal and will drive forward our vision for the future. The aims fall across 3 broad themes: Families:-
Increasing and improving service delivery.
 Volunteers :- Recognizing the very significant and valued role that volunteers play in providing a
quality service to families.
 Premises:-
Actively pursuing strategies to acquire larger premises to allow further expansion
of our services.
These Aims are determined by our overall strategic goal:-
Home-Start Merton to be
fully integrated within
Merton’s Children’s Centres and the
Extended Schools Programme as
the leading provider of volunteer
support for families with young
children.
13
6.2
7 Key Aims which will enable
us to take our vision forward
Aim 1
Secure alternative larger
premises which will better
meet our growing needs.
1
Aim 2
To set up a Volunteer SubGroup to drive forward the
organisation’s investment
to our volunteer workforce,
to ensure that their
commitment to the
organisation is valued and
their support needs are
identified and fully met.
2
We are fortunate to own our own property following a National
Lottery grant back in 2000. This has served us well for six years but
due to the expansion of the staff team and the development of the
group work programme we have outgrown these premises.
What we will do:
Taking into account the extensive development taking place
surrounding us we will consult with the local authority in
respect of our current site with a view to finding the best
possible solution to our accommodation needs

Continue to explore options open to us in respect of new
premises, including modular structure purpose built
accommodation if we are able to identify an appropriate site

Continue to explore funding opportunities to enable us to
take this aim forward

Raise the profile of Home-Start Merton with key local
stakeholders
We recognise that volunteers are Home-Start’s most valuable
resource. Without their commitment there would be no Home-Start.
What we will do: Increase our volunteer base by 15%

Increase our volunteer recruitment opportunities to include
investment in paid advertising.

Hold 3 Volunteer Preparation Courses per year.

Monitor:- effectiveness of new methods of recruitment;
dissemination of data showing where volunteers move onto
i.e. further study; paid employment etc.

Carry out exit interviews/questionnaires for all volunteers
leaving the organisation.

Celebrate and thank volunteers for their role.
14
Aim 3
Develop a Marketing
Strategy for the
organisation
3
Aim 4
Make our services available
to 10% more families and
children each year.
4
We have over the years taken advantage of ad hoc opportunities to
market our work. We feel that there is room for improvement in this
area best met by the development of a Marketing Strategy. This will
enable Home-Start Merton to be more focussed and strategic in our
vision.
What we will do:
Review and update all literature and publicity materials

Secure funding to employ a Recruitment and Marketing
Officer to develop and take the lead for volunteer
recruitment and marketing of the organisation

Develop proposal plans to present to each of the 9
Children’s Centres – promoting Home-Start Merton as
their provider of volunteer led family support services

Secure funding to develop a Home-Start Merton website
with a view to raising awareness of our services throughout
the borough, together with promotion of opportunities for
volunteering in the community.

Seek to increase opportunities for local businesses to
support our work

Seek to increase income generation opportunities including
promotion of the Gift Aid Scheme.
Home-Start Merton supported 120 families including 225 children in
year end March 2006. To help improves the lives of more families
we need to increase the numbers of families we support through our
home visiting and group work programmes.
What we will do:
Hold 3 Courses of Preparation to ensure that we have
sufficient Home Visiting Volunteers with the necessary
skills.

Customise, the recently published Home-Start Preparation
Course materials.

Continue to build our multi-agency partnerships with the
Children, Schools and Families section of the local
authority; Lavender Children’s Centre and Sutton & Merton
PCT – Practice based Commissioning.

Produce new publicity materials in line with our Marketing
Strategy.
15
Aim 5
Review the needs of the
families we support and use
this knowledge to
demonstrate that HomeStart effectively improves
parental confidence and
well being, resulting in
improved outcomes for
young children.
5
Over our 13 years in operation, Home-Start have developed a rich
body of knowledge about families and their needs. We will continue
to use this experience to meet the needs of families facing a wide
range of difficulties and from diverse backgrounds.
What we will do:
Strengthen our mechanisms for consulting with families and
involving families in the evaluation of our service

Develop ways to involve families in the new Quality
Assurance System

Improve systems to effectively monitor, evaluate and
disseminate outcomes for families and children.
We will strengthen our systems and structures to ensure the
Aim 6
Strengthen our systems and infrastructure is in place to continue to provide an efficient and cost
effective service, in readiness for the local authority emerging
structures
Commissioning & Procurement Strategy. Our Quality Assurance
System will play a significant part in developing our service delivery
and assuring the quality of support we offer.
6
What we will do:
Embark on the implementation of the Quality Assurance
System – in Year 1, self assessment against 5 quality
areas: Governance; Supporting Families; Confidentiality;
Promoting Children’s Welfare; Managing Volunteers; and
Working with other agencies

Carry out induction of new Trustees and continue to
develop the role of sub-groups with a view to improving
efficiency of the role of the Board of Trustees.

Review policies in place and develop new policies as
required

Develop an IT Strategy for the organisation

Prepare the organisation to have a timely response to
opportunities emerging from the local commissioning and
procurement processes together with governmental policy
changes.
16
Aim 7
Secure and increase longer
term funding streams to
enable us to sustain and
further develop our services
to families.
One of the main challenges for the future will be for Home-Start
Merton to generate the income and support it needs to maintain and
develop the work. We currently operate in a complex funding
environment involving major external re-structuring of government
and local budgets.
What we will do:-
7

Increase our partnership work with local key stakeholders

Drive forward partnerships within emerging Children’s
Centres and Extended Schools Programmes

Implement the model of full-cost recovery for the delivery of
services

Expand and diversify our funding base

Develop a database of volunteer donors and supporters

Fund Raising Sub-Group to organise a range of local fund
raising initiatives/ events
17
7. FUNDING STRATEGY
Aim 1
Secure alternative larger
premises which will better
meet our growing needs.
It is imperative that we continue to explore the feasibility of a range
of options open to us. Due to the nature of this and the uncertainty
of the final outcome at this stage it is necessary to consider a broad
budget range to allow a realistic sum which will enable us to achieve
this aim. Our baseline figure would be sought through the sale of
our current premises of which we own the freehold. This figure is
based on a property valuation last year.
Estimate: £300,000 - £700,000
Aim 2
To set up a Volunteer SubGroup to drive forward the
organisation’s investment to
our volunteer workforce, to
ensure that their commitment
to the organisation is valued
and their support needs are
identified and fully met at all
times.
.
Volunteers are our most valuable asset. As such it is imperative
that the organisation demonstrates this when setting budgets to
ensure that we are financially equipped to meet the volunteers ongoing support needs together with offering opportunities to develop
their skills and knowledge whilst recognising their commitment to
the organisation. As part of this process social events will be held
to celebrate and thank volunteers.
Budget covers:- recruitment; training; on-going support costs and
social events
Estimate: Yr 1 - £5000; Yrs 2 – 4 - £18000
Aim 3
Develop a Marketing
Strategy for the organisation



Aim 4
Make Home-Start Merton
available to 10% more
families and children each
year.
Aim 5
Review the needs of the
families we support and use
this knowledge to
demonstrate that Home-Start
effectively improves parental
confidence and well being,
resulting in improved
outcomes for young children.
Achieving on Aims 4, 5 and 6 will be largely dependent on; our ability to secure the necessary funds to enable us to
sustain the posts of Scheme Manager and Administrator
along with the central infrastructure organisational costs
needed to take our work forward .
Estimate: Yr 1 - £72000; Yrs 2 – 4 - £22930

continuation funding for current co-ordinator staffing levels
to sustain our Family & Volunteer Support Programme, our
Group Work Programme and our partnership with Lavender
SureStart/Children’s Centre.
Estimate: Yr 1 - £95,000; Yrs 2- 4 - £308443

Aim 6
Strengthen our systems and
structures.
3 year Funding for Recruitment & Marketing Officer post
Estimate: Yr 2 - £13000; Yrs 3 -4 - £28016
Development of website
Estimate: £2500
Literature & Publicity materials and local marketing
Estimate: £2000 per annum
I.T. strategy :- This figure allows for the development of a
website; replacement of all p.c.’s in Year 4; on-going I.T.
consumables and support and training.
Estimate Yr 1:- £4000; Yrs 2-4 - £7000
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Aim 7
Secure and increase longer
term funding streams to
enable us to sustain and
further develop our services
to families.
Achieving this aim will be dependent on the outcome of external
changes taking place, our ability to increase and strengthen our
partnerships locally and our overall vision to be integrated into the
new emerging Children’s Centres along with the extended schools
programme. Again, as with Aim 1, because of the climate of
uncertainty about how we will work in the future with our partners
locally, it is difficult to estimate costs. It is for this reason we are
including a contingency figure to allow for a reasonable growth
element. During the lifetime of this Plan it should be possible for us
to re-assess this situation.
SUMMARY OF OUR FUNDING POSITION
Our budget for 2006-07 stands at £177,000 which is sufficient to
maintain current service/staffing levels, and our current premises
overheads. Taking this into account together with the additional
funding requirements we have identified within our aims we need to
secure the following baseline funding:Estimate for Year 1:
Estimate for Years 2 – 4:Contingency budget:-
8.
£177,000
£600,000
£ 30,000
CONCLUSION
The work of Home-Start Merton is vital in preventing families breaking down and enriches the life of all
family members. It is therefore crucial that this work continues and is expanded to provide more support.
This document sets out our strategy to achieve this. It demonstrates how by careful planning and
concentrated effort this expansion is achievable in practical terms. We recognize that parts of this Plan are
particularly ambitious – namely achieving Aims 1 and 7, which will require significant funding.
Our organization has played a leading role as a voluntary sector representative on the SureStart
Partnership Board; the Teenage Pregnancy Strategy, and other local forums working with children and
families, as a key provider of family support services with an emphasis on preventing difficulties escalating
into crises which often leads to more intensive statutory interventions. One of the crucial guiding principles
within the Sure Start Programme is to provide flexible outreach and home visiting services. Home-Start with
over 30 years experience nationally and 13 locally are leading the way in delivery on this. Our capacity to
build even stronger partnerships will determine our ability to secure our future, unrestrained by financial
limitations.
In developing this Plan it was necessary however, to acknowledge that we may not achieve our goal of
securing larger, alternative premises. It is for this reason that we have attempted to balance our ambitious
plans with a cautious and realistic aspect with the main focus being to sustain as our baseline, our current
levels of service delivery, if our capital plans around premises do not materialize.
We will continue to take a positive stance on the future. This will be an exciting time for Home-Start Merton
and we look forward with optimism to achieving our vision for the organization over the next four years.
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Appendix 1
HOME-START QUALITY ASSURANCE SYSTEM
1.
Governance
Home-Start Merton governs itself effectively and responsibly ensuring that its legal and financial obligations
are met. Trustees work in partnership with staff and volunteers to support families and to give children the
best start in life. Roles and responsibilities are clearly defined and Trustees have the necessary qualities,
skills and knowledge.
2.
Planning for Quality
Home-Start Merton’s stated mission and broad aims are clear and express Home-Start’s purpose and core
business. Plans are based on the needs of families and on the Home-Start approach and ethos. Clear
priorities and targets are set, reviewed and regularly updated.
3.
Promoting children’s welfare
The welfare and rights of children are central to all Home-Start support to families. Family needs for support
are carefully assessed and activities with children are carried out in a safe, suitable and welcoming
environment. All regulatory requirements are met.
4.
Equal Opportunities and diversity
Home-Start Merton is committed to the promotion and development of equal opportunities for all. Trustees,
staff and volunteers recognize, respect and promote diversity. Steps are taken to ensure that Home-Start
services, premises and procedures do not discriminate unfairly against people.
5.
Confidentiality
Home-Start Merton respects confidentiality principles in all aspects of its work. Relationships with families
are built on understanding that staff and volunteers work within clear confidentiality guidelines. Systems are
in place to protect the confidentiality of families, volunteers and staff.
6.
Managing Home-Start
Home-Start Merton proactively publicises its mission and services to all. Managers carefully plan how to get
things done and ensure effective communication. Information is recorded and used effectively. Systems
are in place to manage the work of Home-Start and are regularly reviewed.
7.
Managing Staff
Home-Start Merton recruits and supports the right people to achieve its mission. There are adequate
numbers of staff to carry out the work of Home-Start. Staff have the appropriate skills, know who they are
accountable to and understand their role. All legal and regulatory requirements covering staff are met.
8.
Managing volunteers
Home-Start Merton works with its volunteers for the benefit of families and the volunteers themselves.
Suitable volunteers are recruited, selected and appropriately matched according to their skills and
experience. Volunteers understand their responsibilities, are valued and well supported, and legal
obligations are met.
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9.
Learning and development
Home-Start Merton proactively supports and develops its people to achieve its mission. Trustees, staff and
volunteers receive a thorough induction. Ongoing learning and development opportunities are resourced,
encouraged and monitored.
10.
Quality and scheme development
Home-Start Merton is committed to improving the quality of services to families and works within the terms
of the Home-Start Agreement. Self assessment is an integral part of the work of Home-Start and
contributes to continuous improvement, information and experiences are shared regionally and nationally
and inform policy and practice.
11.
Managing money and resources
Home-Start Merton manages its money and resources effectively and prudently. Budgets are carefully
monitored and Trustees ensure reliable financial controls are in place and are compliant with the law.
Adequate funds are secured to ensure financial viability.
12.
Health & Safety
Home-Start Merton makes the health and safety of its people and users a high priority by assessing risk and
taking steps to maintain necessary safety measures. Staff and volunteers understand and follow safety
policy and guidelines.
13.
Monitoring and evaluation
Home-Start Merton records its work efficiently and collects and analyses sufficient information to assess the
benefit of its work with families. Collecting the views of families, volunteers and other agencies is an
integral part of Home-Start’s work. Monitoring and evaluation informs decision making and is used to
improve services.
14.
Supporting families
Home-Start Merton offers support to families within their home in a culturally sensitive way. Support is
based on assessed need and respects the diverse range of family structures. Appropriately prepared and
trained volunteers and staff work together with families to build their confidence and self esteem. Support
outside the home is offered in response to expressed need.
15.
Working with other agencies
Home-Start Merton values its relationships with other agencies and works together with then to provide
services to families in a co-ordinated way. It recognizes that it is more effective through sharing information
and working together. Referral procedures and practice ensure the best interests of the family are
maintained.
16.
Working in the wider context
Home-Start Merton maintains a high profile and proactively publicises its support for families. Information
and expertise is shared with other agencies and use to influence policy and service development locally,
regionally and nationally. Home-Start proactively keeps up to date with changing government priorities and
opportunities that may affect its work.
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