Project 6 – Impact Report 2020
Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows:
Dawn Townend (resigned July 2019)
Registered office and operational address:
11/19 Temple Street Keighley West Yorkshire BD21 2AD
Charity number — 1173006
Company number — 3430925
Senior Leadership Team:
Vicki Beere – Chief Executive
Lynn Lawson – Director of Development and Communications
Michael Ng – Director of Operations
Philip Taylor – Deputy Director of Operations
Jan Mayor – Director of Learning and Development and HR
Julie Watt – Director of Finance
Lloyds Bank Ltd. Leeds, LS1 1SB
Unity Trust Bank Nine Brindleyplace 4 Oozels Square Birmingham , B1 2HB
Auditors: BHP LLP 2 Rutland Park Sheffield, S10 2PD
Outcomes & Impact
Theory of Change
Partners & Supporters
Plans for the Future
Vicki Beere, CEO Project 6
2020 had been on our radar for a while as being a potentially tricky one — how little we knew! This was a chance for overcoming some funding hurdles in Sheffield particularly and then working to consolidate the organisation in our second post-merger year.
We achieved some absolutely brilliant outcomes in the year which included:
Starting to properly think about diversity, racial and social justice and really having some deep and challenging internal conversations about our organisation, our own unconscious biases and how this manifested itself structurally within our organisation. We have started working on a number of levels and recognise this will be an ongoing task for all of us.
We have had a particular focus on harm reduction this year and held a series of national harm reduction calls with others in our sector who are passionate about harm reduction locally and nationally. This has resulted in some interesting new networks being formed, Project 6 regaining our Needle Exchange in Keighley and setting up an already highly successful Street Drinkers project in our new premises in Keighley. This all feeds into the bigger piece of cultural work about ensuring all areas of the organisation share the similar values, beliefs and assumptions.
We developed a number of new and innovative partnerships this year, most notably with Airedale and Bradford Hospital Trusts and colleagues from across the VCS working in the hospital and intensively supporting people being discharged into the community to prevent any repeat admissions. We have also continued to lead some exciting system work across Keighley and Bradford, collaborating with all of the leaders in health to create community health frameworks and encourage the system to shift its resources to the community where its much needed. Internally we have encouraged and enabled the voice of people who have been through our services through setting up a P6 Citizens Assembly where the Board of Trustees and our people, families and communities can come together to discuss specific topics and influence the organisation at the highest level.
Last but not least, internally we made a commitment to developing our digital presence and strategy through investing in specific roles and software; developed a coherent and consistent HR handbook focused on staff welfare and well-being, maintained our income and ended the financial year in a positive and healthy place.
There were challenges for us this year and some sad goodbyes. At the end of the financial year our collaboration with Drink Wise Age Well ended after 5 years. This was expected but still feels like a loss for Sheffield. We also said an unexpected goodbye to our Families Together Team which Sheffield City Council decided to no longer fund. This meant we lost some highly valued members of staff and the opportunity to help some of the most vulnerable families in Sheffield. Other opportunities for us to gain a more statutory footing in Sheffield slipped through our grasp this year, despite over a year of extremely hard work trying to develop partnerships and most importantly really good offers for people affected by substance use and multiple complex needs in Sheffield.
2020 is already shaping up to be the most extraordinarily challenging time. COVID hit us about 10 days before the year end and has created a great deal of uncertainty for our sector and the wider community. However, our response and achievements so far (alongside VCSE colleagues in particular) has been incredible at all levels. We go into this uncertain period on a very strong footing with some powerful partnerships, and are totally committed to ensuring we continue to meet the needs of the people, families and communities who need us now more than ever.
Quentin Marris, Chair of the Board of Trustees
This report covers a period which started with optimism, continued with a mix of highs and lows then ended just as we were going into lockdown. Project 6 operates in a rapidly changing and demanding environment. This report shows how the organisation has responded to fresh needs whilst continuing to provide most of our existing services.
Sadly, we have lost some key sources of funding at the same time that other pieces of work have come to a planned end. Valuable services have been lost and experienced staff have had to move on. Unfortunately, that is the way of the world we work in.
Happily, fresh sources of funding have been identified and new areas of work have been developed. The leadership team, led by Vicki, has been adept at spotting opportunities and ensuring that Project 6 is well placed to offer solutions to funders. A lot of hard work has gone into submitting a variety of bids to a wide selection of funders. The thing these bids have in common is that they are designed to further the core mission of the organisation by benefiting those in the community who need our services.
Staff and volunteers are the bedrock of the organisation. Without them we do not have an organisation. They have consistently shown commitment and dedication to delivering high quality care to vulnerable adults and young people.
The senior leadership team has led Project 6 through another challenging year. They have managed people, operations, money and buildings whilst refining and modernising the processes we use. We are able to demonstrate that well trained staff deliver services that are based on best practice, have beneficial outcomes and provide value for money.
The Project 6 Board oversees the overall strategic direction and financial health of the organisation. We have a strategy for careful growth and we are financially stable, even though we have lost some sources of funding. We believe we have the right people and systems in place to ensure the organisation’s well-being and lead us to a brighter future. The Board itself has plans for increasing membership, with an emphasis on greater diversity and lived experience representation.
Overall, Project 6 successfully navigated another tricky 12 months during the period covered by this report. Thanks and recognition should go to everyone who contributed: staff, volunteers, managers, Board members and funders. A special mention must go to Vicki, our inspirational Chief Executive, who keeps the whole show on the road with her energy and ideas.
We knew by the end of the period that the next 12 months would be like no other. The advent of Covid-19 was going to fundamentally change the ways in which we work. Worsening health and social pressures would raise levels of need; more care would be provided digitally; more work would be done outside the workplace; public sector funding would be stretched even more thinly.
I firmly believe that Project 6 has the resources to weather the storm and continue to thrive. We shall look back in another 12 months and see how we did. In the meantime, on behalf of the Board, I commend this report that details the impact Project 6 has had on the lives of so many people.
We provide services for individuals, families and communities affected by substance use, and those who may be experiencing multiple disadvantages.
Our Core purpose therefore is: To provide opportunities and choices for individuals, families and communities to create meaningful and sustainable change in their well-being.
To achieve this we deliver services in 4 key areas:
- Alcohol and Complex Needs Services
- Family Support Services including Children and Young people
- Recovery Support
- Training Services
Our values are integral to how we do business and underpin every piece of work we undertake:
- We instil hope and promote social justice
- We trust each other and treat people equally
- We believe in the ability of people to change and in our ability to help, we do not give up
- We fulfil our key aim to develop self-efficacy and build social capital
- Consequently, ‘we help people to help themselves’.
Headline Achievements 2020
1692 activities and events delivered over this period
7230 individuals attended events, groups and workshops we delivered
2636 individuals received therapeutic 1-1 or group based interventions
2105 individuals demonstrated positive change towards their outcomes
We developed Harm Reduction partnerships nationally and took on the Keighley Needle Exchange delivery
We worked in partnerships with Airedale and Bradford Hospital Trusts and colleagues from across the VCS, providing MAST (Multi-Agency Support Team) in the hospitals to intensively support people being discharged into the community to prevent any repeat admissions.
We set up a P6 Citizens Assembly where the Board of Trustees and our people, families and communities can come together to discuss specific topics and influence the organisation at the highest level.
We work with individuals and families to achieve meaningful and sustainable impact and improve life chances.
We are proud that over the year we have expanded our reach to offer services to a broader segment of the local communities we serve, providing support, harm reduction and pathways into treatment for street drinkers in Keighley with our innovative Third Place project and working in partnerships to provide MAST (Multi- Agency Support Team) services in Airedale General Hospital (AGH) and Bradford Royal Infirmary (BRI).
By providing easy access through a wide front door, offering a friendly non-judgemental environment and adopting asset based approaches which encourage people to recognise their strengths, we have achieved impressive outcomes.
Alcohol and Complex Needs Services
Our alcohol and complex needs services work within primary and secondary care services to provide open door access across the whole community. They offer crisis interventions, structured treatment, health and wellness interventions and prevention and campaigning.
Our Keighley Pathways Service is a partnership project offering open access specialist support to all the Keighley community at a time of crisis. Working with local partners we offered support with domestic abuse, welfare advice, food poverty, health and well-being, mental health and substance misuse issues to 303 individuals over 753 visits. By offering the right support at the right time, we deflect people from the local health and social care services creating an estimated saving of £441,280 to the local economy.
ASIST (Alcohol Specialist Interventions and Support Team) works in partnership with Airedale General Hospital. We worked with 97 people admitted to hospital due to alcohol related issues, supporting them from the ward back into their homes and in the community.
MAST (Multi-Agency Support Team)
A new initiative piloted on winter pressures money to support the pressure points in the health systems, helping to reduce frequent attendance and admissions at the Emergency Department in AGH and BDI.
Project 6 co-ordinates VCS partners to provide specialist alcohol liaison, mental health peer support, and older peoples support based both in the Emergency Departments and out in the community, specifically targeting frequent attenders. Between its inception in December 2019 and the end of March 2020, the team saw an amazing 434 individuals for structured interventions.
Awareness, education and prevention are crucial elements in preventing people from developing complex needs and in Sheffield our Drink Wise Age Well service delivered alcohol awareness workshops to 422 people, and gave information and advice to 323 individuals through our telephone support line and 1380 through public events.
In Keighley our Community Educators significantly increased their reach, giving out information to 1380 people through public events, delivered drug and alcohol awareness sessions to 422 people and delivered 264 brief Interventions through G.P. surgeries.
Family Support Services including
Children and Young People
Our Families Services work with some of the most vulnerable families in Keighley and Sheffield. The interventions provide direct benefit to families, concerned others and grandparents/kin carers. By working with parents, children and other concerned family members we achieve sustainable positive outcomes for the whole family. Our Families Together Crisis Service (Sheffield) worked with 76 new families with children on the verge of being ‘looked after’ and used strengths based approaches to create behaviour change, develop skills and ensure children can remain safely in the family home. Our new service, Fresh Start (Sheffield) worked with 25 mothers who have had children removed providing over 1962 contact hours to support women to take time out from parenting, deal with loss and learn new skills for future living.
In Keighley, our Family Support Service worked with 110 substance misusing parents, 128 children of substance misusing parents and 108 Concerned Others, to build skills in understanding and managing feelings, increase resilience and reduce risk. Our Maternity and Alcohol Service worked with 47 pregnant women to reduce the impact of drugs and alcohol on the unborn child.
We work with vulnerable young people to increase resilience and reduce risk, using evidence based approaches which inspire the individuals to take more responsibility for themselves and their own actions. In Keighley, our Young Persons Resilience Service — RISE worked with 159 young people providing weekly one-to-one interventions to young people experiencing mental health issues who are below the threshold for CAMHS.
Our SPOT Service (Sheffield) delivered youth drop-in sessions for 32 looked after children and care leavers, using a 5 Ways to Well-being framework to build confidence, esteem, resilience and life-skills and to support the development of leadership skills. Our Specialist Mentoring Service worked with 75 young people via 1962 hours of volunteer support.
Our vibrant Recovery Services in both Sheffield and Keighley exist as a result of the on-going support of the Big Lottery Community Fund and aim to provide long-term and sustainable recovery from drug and alcohol problems.
We achieve impressive results through a range of therapeutic groups, health and wellness activities, Active Citizens programmes, peer support, training and volunteering opportunities. In both Keighley and Sheffield our Recovery Services provide a pathway from the drug and alcohol treatment systems into sustainable recovery.
Over the year a total of 482 new service users joined our services (235 Sheffield — 247 Keighley) and through successfully following our pathways to progression 93 people in recovery went on to take up volunteering roles in the services, including some taking up specialist Hospital Mentoring roles. As a result 107 people, in hospital due to alcohol use, benefited from hospital mentoring services and 161 people benefited from telephone support delivered by specialist volunteers with lived experience.
179 people in recovery took part in our Active Citizens Programmes which encourage engagement in community projects. This year, thanks to input from a range of partners from the creative industries, we have been involved in an auspicious pottery exhibition Manor Makers at the Millennium Galleries in Sheffield, exhibited our 7 Deadly Sins sculpture project in Keighley and ran a SASStonbury 2 festival celebrating creative recovery.
We focus on pathways to progression as one of our means of achieving ‘better life chances’. In this year 197 people who engaged with our Recovery Services went on to external volunteering education, training or employment.
In August 2019 we were delighted to be able to move into new premises to deliver our Recovery Services and the new Street Drinkers Project The Third Place. This project focuses on working with some of the most vulnerable and excluded people in Keighley and will be developed further this year.
Waypoint Training Services
Waypoint is our social enterprise training and consultancy service with a proven track record of delivering high-quality, vocational training that promotes excellence in working with people experiencing multiple disadvantages, troubling behaviour and emotional distress. Keeping up to date with the latest evidence based approaches for working with people, we devise innovative, interactive training courses that mean our customers, staff, volunteers and the people who use our services have the skills, knowledge and attitudes to bring about positive change in the world. Working across the sector, Waypoint delivers training on a ‘pay per place’ Open Course basis, bespoke programmes designed to meet the specific needs of organisations or through sector wide initiatives.
Trauma Informed Training — Open Courses and Bespoke
Over the last two years Waypoint has been developing a new training and consultancy offer that brings together the array of changes underpinning the current paradigm shift in the way the world responds to troubling behaviour and emotional distress. This pulls together ideas from the latest neuroscience, evolutionary psychology, and evidence-based challenges to labelling and diagnosis (such as the Power Threat Meaning Framework and ecological, socially determined models of well-being). These are combined with practical approaches from the Third Wave of CBT, compassion-focussed approaches and Trauma Informed Practice. Our training offers approaches that professionals and volunteers can implement in their workplace to provide a genuine emotion-focussed collaborative approach to behaviour change. All our training is now Trauma Aware — both in the topics and skills we teach you to use and in the way we deliver the training. We are committed to offering training that is genuinely inclusive of all parts of our community.
Find out more at: waypoint-training.org.uk or make friends on Facebook facebook.com/WaypointTraining
Workforce Development Programmes
Waypoint continued to offer the Pause & Take Five started in 2018. This is a workforce development strategy to provide VCS staff in Airedale and Wharfedale with the skills to manage their own mental resilience and well-being. 100% of participants gained skills to manage their own well-being and to identify and prevent heath challenges in the people they work with.
We started delivering a number of programmes for Social Prescribers across Yorkshire and the Midlands. We trained staff in complex needs community services. We provided accredited training to mental health and drug worker staff in the Prison estate.
Developing Our Own
A key part of Waypoint’s role is developing our Project 6 colleagues (paid staff and volunteers) to ensure they have cutting edge knowledge and skills to support those who use our services. In this year, this has involved training all the staff in the organisation at some point. We have focused on communicating new research from neuroscience, new thinking in preventing relapse and our ongoing work in promoting equality and inclusion. We also continually refresh staff skills in Motivational Interviewing and other therapeutic approaches.
Online and Blended Learning
The year ended with us all in Lockdown. Waypoint was prepared, we had been considering online learning for most of the year and had developed a pilot online Motivational Interviewing Course. We commissioned a new website with an up-to-the-minute learning site. This will be launched in the coming year. During lockdown we honed our online delivery. We are now able to offer all our courses online. We also are developing bite-sized free taster courses.
‘Really good; helped me to understand the Five Ways to Well-being of not just myself but other service users, also to look out for individuals who have mental health problems.’
Outcomes & Impact
‘Helping people to help themselves’ is one of our core values — when individuals and families start to make positive changes the whole community benefits.
Our core purpose is to provide opportunities and choices for individuals, families and communities to create meaningful and sustainable change in their well-being.
Individuals: In our Annual Service User Satisfaction Survey — 84% of individuals reported improvements in mental health and well-being and 67% reported improved physical health.
Families: Drug and alcohol misuse and complex needs don’t only affect the individual user, the harm can extend to the whole family. By adopting a family focused approach across our services we believe we achieve a greater impact – 71% of our service users in our annual Satisfaction Survey reported improved relationships with families and friends.
Communities: The impact of drug and alcohol misuse and complex needs on the local community can be high in terms of the cost to local services and social cohesion. We believe that by being a visible and active presence in the local community we can reduce stigma and show the positive side of recovery. 77% of our service users in our Annual Service User Satisfaction Survey felt accepted as part of the community and able to give back to their community.
We build on the assets in our recovery communities and engage with the local community in working together to improve things for everyone.
Improved mental health and well-being
- p 92% of young people using our Family Support Service reported increases in confidence, self-esteem, feelings and behaviour.
- p 94% of people in recovery services reported improvements in mental well-being through activities such as mood masters, Qi Gong, Health and Wellness Activities
- p 99% of people attending our Keighley Pathways Crisis Service reported improved overall well-being
Improved physical health and well-being
- p 92% of young people in our Family Support Service reported improved physical health and well-being
- p 100% of service users in ARC Recovery Services report a decrease in drinking with 65% reporting abstinence
- p 79% of alcohol using parents decreased their use before the birth of their child.
- p 84% of people engaging in our specialist alcohol support services were positively discharged.
“After stopping the use of alcohol and drugs I feel more healthy and confident in myself, I can ask for help if I feel I have any problems with drugs or alcohol. I couldn’t have asked for a better service from Project 6” –Person using Keighley Progress Recovery Service
“I feel more optimistic about my future and I have set goals for my career and training” – Comment on Service User Satisfaction Survey
Improved relationships with family and friends
- 97% of people using our recovery services report increased recovery and social capital
- 94% of young people using our Keighley Family Support Service reported improvements in relationships on the outcome rating scale
- 80% of parents using our Families Together service report improvements in their children’s behaviour
Improved community connectedness
- 77% of people using our services feel more accepted as part of their community and able to give something back
- 94% of people attending the ARC (Alcohol Recovery Community) report an increase of feeling more positive and less isolated
Improved Life Chances
- 197 people using our Recovery Services moved on into education, training and 47 into employment
- 95% of the children seen in our Families Together Service maintained or improved attendance at school
- 92% of families stayed together at the end of our interventions, with children remaining in the family home
- 86% of people using our services feel more optimistic about their ability to have a positive future
Delivering on our Values
This year we asked people who used our services how they feel about us:
- 86% feel respected and not judged
- 85% feel treated as an equal
- 90% feel that the service really believes in their ability to make changes
- 89% feel the service goes the extra mile when needed
- 94% feel that they’re learning how to help themselves
“I’m better with the kids now — calmer. It’s helped me a lot with my drinking and been good to have someone to talk to.”
“The Concerned others group is an amazingly supportive space.” – Comments from people who use our services in responding to the Service User Satisfaction Survey
“Gave me tools to help me stay away from harmful behaviours and helped my sense of identity.” – Person accessing the Alcohol Recovery Community
For many years I have battled with alcohol. I tried AA on and off for years to please my family. I went to rehab, have had multiple admissions into hospital, all alcohol related. After a relapse that turned into a couple of years of binge drinking, my family couldn’t take it anymore, my daughters went to live with their father. I considered suicide twice. I felt like I was in an abyss of despair and going nowhere fast, only to my grave.
I was admitted again to detox, I couldn’t walk at this point, ataxia had taken over my mobility and my seizures were more frequent. I knew then my body couldn’t take anymore. I was going to die, and for the first time, I didn’t want to die. I had to recover from this for me, not my children or my family, but for me!
I began physiotherapy and sessions for my mental health, my medication changed too. I found an inner strength and determination to recover, I knew I needed help, I can’t do this on my own.
When I was discharged and back on my feet I phoned ARC (Alcohol Recovery Community) to arrange an appointment and I’ve never looked back since.
Attending ARC has given me self-worth, confidence and stability in all aspects of my life. I have been sober since August 2018. The ARC team and the service users have brought the best out of me and helped and supported me to achieve goals I thought I would never reach. I now have a feeling of belonging and a purpose in life.
The ARC team are a credit to the community and to people in addiction who desperately need help and want a better life. You walk through the door and you are not judged, they show empathy, compassion and most of all, they listen. They are always striving, and are passionate about the well-being of service users, to improve their lives and provide advocacy when needed. I am always inspired when I attend the service, I have so much gratitude for the ARC team. They have changed and saved my life, they have helped me to live and breathe again. They are my life support and have enabled me to volunteer and support life into others.
Ethical collaboration and partnership working is central to our approach to ensuring the best outcomes for the people in our local communities. We’ve worked together with a range of partners this year to develop new services and enhance service delivery. This year we have worked in partnership with the following organisations:
- Airedale NHS Foundation Trust
- Bradford and Craven CCG
- The Cellar Trust
- Keighley Healthy Living
- Freedom Counselling
- Staying Put
- Citizens Advice
- Change Grow Live
- Bangladeshi Community Association
- The Salvation Army
- Modality Partnership
- Royal Voluntary Services
- Sheffield City Council
- Phoenix Futures
- Sheffield Hallam University
- Sheffield Teaching Hospitals Foundation Trust
- Voluntary Action Sheffield
We look forward over the following year to developing new partnerships to support the development of the Third Place initiative in Keighley and our pathways in the ARC recovery service in Sheffield.
Partners and Supporters
We’d like to say a big thank you to all the folks we’ve worked with and also to our stakeholders who have supported us in numerous ways including fundraising on our behalf. A big thanks to Fare Share who provide food for our community café and our Families Services; our volunteers in recovery for giving back to the organisation in so many ways, Keep Your Fork who support our public relations, Kid Acne, Oscar Humphries, Brendan Kennedy, Glenn Hustler, Morrisons, M&S, Aldi, our Skydive team, Keighley Rotary Club, and our grant funders who believe in what we’re doing and provide us with resources and support.
Thanks also to the people who supported these initiatives by sponsored our fundraising initiatives and also the many people who have helped with fundraising events or donated to our project. Everything we get is used to enhance the delivery of front-line services and is of vital important to the lives of our service users.
Our results for the year show that there has been an increase in total income from £1.7m to £2.2m, despite a challenging external environment for the sector.
The merger of Sheffield Alcohol Support Service into Project 6 has continued to allow us to build on the delivery strengths and expertise across both geographical areas, whilst ensuring the cost effectiveness of our core team and facilities. In addition to this, the anticipated merger with Doncaster Alcohol Services in July provides us with further diversification of funding and new opportunities strategically and operationally.
Unfortunately, two significant services came to an end on the 31st of March 2020 (long standing Families Together and Drink Wise Age Well). This left us in a challenging position in terms of our core income, however new developments have allowed us to plug most of that gap. Our outcomes remain excellent and exceptional value for money.
Our principal funding sources remain as follows, and they fund our core services as detailed above.
- Partnerships including the delivery of the New Directions Substance Misuse Contract in Keighley
- Sheffield City Council
- Airedale and Wharfedale Clinical Commissioning Group
- National Lottery Community Fund: this includes 2 Reaching Community grants
- Grant funders such as: Comic Relief, Children in Need and Co-operative Foundation and Garfield Weston
In addition to these we are committed to the generation of earned income through the sale of specific expertise in the form of training.
We have multiple funding streams across a diverse range of services which provides us with a level of sustainability. Each of our service areas has a substantial income and this provides us with some stability and a base from which to grow. During this year we have continued our aim to grow a sustainable and flexible funding structure through the diversification of income streams.
More information is available in our Income Generation Plan and our Training Business Plan.
A full version of the accounts can be viewed at: project6.org.uk/annual-reports
We know that the next 12 months will be like nothing we have experienced before. A huge light has been shone on the health inequalities that exist across the areas we work in and that have been worsening over the past 10 years. We have a once in a lifetime opportunity to reset to a more healthy world, with a focus on well-being, prevention and reducing health inequalities. We have to seize it.
Plans for the Future
The importance of communities and the people that live in them has really come to the fore, people have activated, rediscovered their neighbourhoods and gone out of their way to look after the more vulnerable. This is the time to place communities firmly at the centre of the well-being plans we need to see for the future. Project 6 will be working to achieve this alongside partners in the Health and Care System across Keighley, Bradford. Sheffield and Doncaster — where we merge with Doncaster Alcohol Services on 1st of July.
It’s going to be an extremely challenging few years for our sector, we need to work hard to keep our income diversified, develop much needed services in Doncaster alongside new partners and keep driving the conversation towards investment in communities and prevention. However we start on a strong footing and are absolutely passionate about our role in supporting communities to develop their own solution and well-being strategies. We remain resolutely committed to our values of helping people help themselves.
Get in Touch
11/19 Temple Street Keighley West Yorkshire BD21 2AD
Airedale Voluntary Drug and Alcohol Agency (Project 6) is a registered charity number 1173006 and a company limited by guarantee and registered in England and Wales number 3430925.