Project initiation

• Relationships are important and mutual understanding, respect and trust can smooth the development process. The Public Sector – Charity is the key relationship.

 

• Clarity of purpose appears to be an important factor and ideally should include identifiable benefits to the public sector as well as participants.

 

Funding

• Public and third sector partners view funding provided via the SBF model as an opportunity to implement a preventative service while retaining existing services.

 

• The longer-term funding available via the SBF model may help delivery organisations to attract higher quality staff.

 

Contract

• The inclusion of a legally binding contract appears to be an initial filter to use of the SBF model rather than a deal breaker.

 

• Leadership from senior managers from the public sector partner and the close involvement of key elected members is important in securing agreement to sign a legally binding contract.

 

• The contract template is a useful tool for public sector partners developing projects.

 

• The contract is significant because it appears to focus minds and force partners to discuss sustainability at the outset. It may also lead to public sector partners prioritising funding for the demonstration project.

 

Success criteria

• Success criteria need to be SMART.

 

• External support from the funders and/or the evaluation team was welcomed and beneficial to the development of success criteria.

 

• Clarity of purpose for the project helps with the setting of success criteria.

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• To date, success criteria have included outputs, and outcomes related to both the impact on participants and public services.

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• It is imperative that the public sector partner takes ownership of the success criteria.

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• The SBF model can be applied flexibly if required to include a short pilot phase.

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• The focus on evidence-based services that have successful track records of delivery elsewhere or on a smaller scale locally aids the setting of success criteria.

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Partnership working

• The strength of partnership working in the demonstration projects has been one of the most striking features to date.

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• The projects have secured the involvement of key senior staff and elected members. The contract and the Project Boards appear to have been important contributors to this.

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• The benefits of the SBF model help maintain partner commitment when challenges arise.

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Support from the funder

• Public and third sector partners welcomed the nature and extent of support provided by the independent grant funders during the development of their projects.

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Flexibility of the model

• There is flexibility in the way the SBF model can be applied to suit local circumstances whilst retaining the essential elements of the model.

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Sustainability

• The SBF model forces partners to address sustainability at the outset in a way that other funding models tend not to.

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• Partners may seek to sustain the service before the end of the demonstration period if success is evidenced and funding is available.

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Transferability

• Support from TRT, and the audit/evaluation team, has helped application of the SBF model by another independent grant funder.

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• The SBF model is transferable and could potentially be applied by other funders.

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Political considerations

• Political considerations are important in the development and implementation of the SBF.

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Auditing and evaluation

• Before committing to sustain a project, some partners may seek evidence regarding the implementation of the project (as well as its impact) which is difficult to capture in success criteria.

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