Communities Mental Health and Wellbeing Fund for adults: year 2 - monitoring and reporting summary

Section B - Process Approach To Delivery

1. Local plans

Plans: TSIs were asked to coordinate the production of a Fund Local Partnership Plan with local partners to set out local priorities for spend within the parameters of the national Fund criteria. The plans were intended to:

• Ensure coherence of approach locally.
• Tie into existing planning for mental health and community wellbeing.
• Provide a strategic approach to addressing identified priorities locally in line with fund criteria.
• Take account of current provision and address evidence on gaps in support.
• Agree a set of outcomes for community mental health and wellbeing support locally and identify the contribution the Fund will make to these.

What we asked:

• TSIs were asked to submit summary feedback of the plans covering which of the national fund priorities (themes or groups) have been identified in Local Partnership Plans, whether other local priorities have been included in these local plans, some information on rationale, evidence base and process was for agreeing key priorities in Local Partnership Plans.

Key observations

National priority groups and themes:

• Over 68% of all Local Partnership Groups have included all of the national fund priorities (themes/groups) in their Local Partnership Plans. This reflects a similarly broad approach to planned priorities as adopted in Year 1.
• The two highest priorities (both 97%) were social isolation and loneliness and people facing socio-economic disadvantage. This reflects the emphasis in the guidance and local needs around responding to the pandemic and the cost of living crisis. Addressing poverty and inequality is also a clear priority at 90%.
• Given the Fund’s focus on prevention and early intervention, it is positive to see 94% of TSIs highlighting this as a key local priority.
• Those priorities included the least in local plans are people at higher risk from COVID and refugees and those with no recourse to public funds (68%).

Table 3: National Fund Priority Groups included in Local Partnership Plans

Priority group	% included across all Local Partnership Plans
LGBTI communities	77%
Older people	87%
Geographical disadvantage	84%
Bereavement or loss	71%
Psychological trauma	77%
Diagnosed mental illness	74%
Severe and multiple disadvantage	77%
Socio-economic disadvantage	97%
Refugees and people with no recourse to public funding	68%
Minority ethnic background	77%
People at a higher risk from COVID	68%
Long term health condition or disability	84%
Women	77%
Poverty and inequality	90%
Prevention and early intervention	94%
Social isolation and loneliness	97%
Suicide prevention	81%

Other local priorities included:

• 68% of Local Partnership Plans also include a wider range of other local priorities besides those listed in the national fund priorities – see Table 3 below.
• It is clear from these priorities that local partnerships are making broad connections across a number of the underlying drivers of mental ill-health such as climate change, unemployment, access to the outdoors, as well as identifying those groups most likely to be suffering as a consequence.
• Whilst still adhering strongly to the priorities identified in the Fund guidance, TSIs are enhancing nationally set Fund guidance with a range of additional local priority themes and groups. This shows the nuanced ways in which the Fund is being adapted by TSIs and communities themselves to meet particular local needs and circumstances.
• There is a newly recognised anxiety around the cost of living crisis which is not limited to fuel and food poverty but also to home security, debt and related issues. In the Western Isles TSI it was also felt that the Western Isles are likely to experience a greater effect from this due to the already high cost associated with the geographical locality.
• A number of TSIs have an additional focus on the wellbeing of third sector staff as well as volunteer involvement and support, for example, around training needs, capacity building, and alleviating anxiety relating to the cost of living.
• A further priority lies around peer support with and for parents and families, refugees and host families, military families and adult volunteers, for example.

Table 4: Local priorities in addition to those set out in the national fund priorities

Activity	Local priority group
Dementia community supports	Those affected by and recovering from drug and alcohol addiction
Perinatal support	Carer givers and unpaid carers
Access to physical activity, diet and nutrition	Care experienced adults (16yrs+)
Creative approaches such as the arts	Parent councils and family engagement
Spaces and places i.e. venue hire, access to indoors and outdoors	Single person households, including single parents
Activities that support resilience (individual and community) and wellbeing such as mindfulness	The 16 to 24 year old group specifically disadvantaged young people to make positive changes in their lives, connect with peers and local activities, confidence building and widening horizons
Personal self-care, self-management and coping skills	Neurodivergent adults, people diagnosed with autism spectrum disorders
Connecting people digitally	People with additional support needs
Employability (including learning new skills and focus on supporting unemployed/underemployed people)	Suicide prevention specifically for younger men
Community transport and accessible spaces	People affected by homelessness

Rationale for agreement of local plans

Key priorities for local plans were agreed by taking into account the following factors:

• Existing local mental health policies, HSCP strategic plans and integrated joint board (IJB) themes, local strategic, community and child poverty plans, council corporate plans, joint strategic needs assessments, and Local Improvement Plans.
• The Transition and Recovery Plan and National Performance Framework.
• Work around primary care mental health investment.
• Results of the 2022 third sector census process.
• Evidence on mental health trends nationally and locally, SIMD and National Records of Scotland data and the NHS third sector commissioning engagement report 2021 etc.
• Gaps in applications from Year 1 from certain groups, such as minority ethnic communities.
• Feedback from Year 1 (Fund recipients, networks of funded groups and key partners)
• Availability of organisations operating in the locality.
• Anticipated impact of the cost of living crisis.
• Insights from refined co-production activities.
• Consultation with local groups and those with lived experience.
• Information from other partnerships such as an alcohol and drugs partnership and local employability partnership, and with individual organisations such as the Citizens’ Advice Bureau, local hospices and recovery services.

Additional priorities - Perth and Kinross TSI

The 'Our Plan for the Future' - Perth and Kinross Mental Health strategy includes themes which echo those contained in the Fund guidance. These include challenging stigma, carers, peer-led networks, perinatal mental health, and the promotion of self-management and investment in the health and wellbeing of staff. This falls under the 5 themes, a number of which are relevant to implementation of the Fund:

• Good Mental Health for All
• Access to Mental Health Services and Support
• Coordinated Working and Person Centred Support
• Participation and Engagement
• Workforce Requirements

Prioritisation process - Argyll and Bute TSI

As with Year 1, the TSI facilitated a face to face workshop to agree the criteria for the Fund at a local level. A range of partners were in attendance, including representation from the HSCP, Vibrant Communities, Housing, Education, Homeless services and the third sector. Also present were Police Scotland, the local authority Catering and Facilities team, East Ayrshire Recovery Network, Carers Centre and people with lived experience. NHS Ayrshire and Arran, Community Justice Social Work and Community Engagement staff were also in attendance. As part of this process partners were asked to use their own experience and knowledge of the local community to help identify key priorities and gaps in service provision at a local level. Consideration was also given to the key actions and priorities within the three Community Planning Partnership Thematic Delivery Plans; Economy and Skills; Health and Wellbeing; and Safer Communities.

Strategic alignment with wider mental health and wellbeing priorities

TSIs were asked to explain how their local partnership plan aligns to existing local mental health and wellbeing priorities, for example those set by the HSCP.

• All responses to this question confirmed that Local Partnership Plans align to local mental health and wellbeing priorities, with each TSI making specific reference to alignment with the HSCP plans.
• Many referenced the involvement of HSCP and CPP partners in the process of agreeing shared priorities.
• Some TSIs made reference to wider engagement such as with partners involved in alcohol, drugs and homelessness services. Another TSI is engaged with an equalities subgroup of the HSCP Strategic Planning Group, with the aim of developing a health equalities charter for the Renfrewshire area.
• Some TSIs have also been involved in direct stakeholder engagement on mental health needs (such as through development of a Community Wellbeing Centre in Dundee). Many referenced community engagement as part of the HSCP plans.
• Some noted the importance of engagement with partners to avoid duplication and ensure fund provision is complementary to other provision, such as support to children and young people, as well as the new primary care developments.
• Some referenced additional and increased emphasis on priorities locally such as unpaid carers.

Community Commissioning - Aberdeen City TSI

Aberdeen TSI ring fenced a portion of the Fund to target two particular groups: older people and unpaid carers. They are adopting a community commissioning process in order to share decision making power. This links into the ambition of the local plan’s aim to work with locality empowerment groups to ensure local needs are addressed. The cost of living crisis and the impact of this on mental health has been addressed by the group and it was agreed to prioritise those applications where support for those at most risk from the rise in fuel and food prices was being addressed.

2. Local Partnership Group working

What we asked

We asked TSIs:

• If they increased the number of partners involved in their groups compared to Year 1 and to provide a list of all Local Partnership Group partners
• How well they thought their partnership approach has operated across Year 2 of the Fund
• What benefits were gained from their partnership approach
• What challenges they had experienced in relation to their partnership approach
• And how their partnership approach could be improved going forward, in the event of any future years funding

Key Observations

• TSIs were very positive about partnership working-
• 61.3% of TSIs said their partnership work was “working very well”, 35.5% said it was “working well” and 3.2% said it was working “moderately well”. Figures are similar to Year 1.
• 65% of TSIs reported that they had increased the number of participants in their partnership groups in Year 2 compared to Year 1.
• Around half of TSIs reported having increased wider participation from Health and Social Care Partnerships (HSCP) from Year 1. Local authority membership is similarly high at 90%.
• Representation from Community Planning Partnerships is now 74% across TSIs.
• It is interesting that there is more participation from non-mental health third sector organisations on the partnership groups (68%) than from third sector mental health organisations (55%). This could be due to the broad criteria/focus of the Fund on addressing the wider drivers and conditions which contribute to mental ill-health.
• Consideration could be given to boosting participation from local authority mental health lead officers, with 55% of all TSIs currently involving them.
• Involvement of community link workers and suicide prevention leads is fairly low, both at 32%, which suggests room for improvement.
• A range of benefits in adopting a partnership approach were identified, with nearly half (48%) of TSIs also noting some challenges in partnership working.

Partnership group members in year 2

Table 5: Partnership Group Members

Local Partnership Group members	% across all Local Partnership Groups
Health and Social Care Partnership	100%
Local authority	90%
People with lived experience	81%
Community Planning Partnership	74%
Third sector organisations (not mental health)	68%
Local authority mental health lead officer	55%
Community anchor organisation	55%
Third sector organisations (mental health)	55%
Umbrella groups and representative organisations	45%
Other	36%
Community link workers	32%
Suicide prevention leads	32%
Police Scotland	19%

Partnership Benefits

As with Year 1, the partnership process has continued to work well, helping to deliver the Fund in an open and transparent way and bringing with it some additional benefits.

South Lanarkshire TSI

“The benefits of having specialist Third Sector mental health representation are such that the partnership assessment panel can obtain first-hand knowledge of the impact related to community, grassroots support. The addition of NHS MH specialist input supports this and provides the overall panel with detailed knowledge that can support decision-making. Many of these partners have commented on how well our process works”

Partnership working in some cases has led to building of sustainable wider partnership working. For example, in one case, the Local Partnership Group has been incorporated into an existing, wider partnership arrangement in order to provide a platform for wider discussion around how community mental health and wellbeing support will be delivered in the area in future. This integration will also strengthen the relationship the TSI has with statutory partners, arts, business, social enterprise, economic development etc.

TSIs report that collaboration has enabled them to maximise the reach of the Fund, working with more local statutory partners than before, which in turn has led to increased contacts including access to lived experience networks. As a result, harder to reach groups are more likely to have benefitted, and this is reflected in the overwhelming demand from the community and third sector.

Conflicts of interest with the assessment of bids have been resolved through the involvement of additional partners and other mitigating actions.

Clackmannanshire and Stirling TSI

“The partnership approach has helped as it draws on a wider pool of expertise, experience, including those with lived experience and networks. This collaboration assists with the circulation of the funding opportunity, the sharing of intelligence of the communities, which in turn assists in the delivery of the funding appropriately. The shared responsibility within the partnership of delivery of the funding provides further credibility to the ethos of the fund.”

Falkirk TSI

"We have previously noted the value of partners’ experience and local knowledge in avoiding duplication with any awards made and ensuring the Fund meets local need, however, we also increasingly see the benefit of the Fund raising the profile of the responsive and community-led approaches taken by the third sector in Falkirk, the role of CVS Falkirk as an effective TSI, and the unique skill set we have that is essential in particular when encouraging and supporting smaller, newer and less experienced groups to secure funding for their activities.”

Partnership Challenges

We were interested to know if TSIs have experienced any challenges so far in relation to the partnership approach they have taken. It was found that 48% said they had experienced challenges, whilst 52% reported none – showing very little change from reports of the first year of the fund.

The majority of challenges reported by TSIs concerned the capacity of partner organisation representatives to engage, working around and juggling diary commitments and changes to personnel – both with partner organisations and within TSIs. However, no one reported or raised a concern that the challenges they had been presented with where insurmountable.

Falkirk TSI

“Third sector colleagues moving on from posts due to funding ending (2 x partnership group members lost for this reason) and a general lack of partner capacity has been our main challenge but with awareness, careful planning and being as flexible as we can to facilitate participation we have overcome these challenges to successfully deliver the Fund using a partnership approach.”

Improving Partnership Working

Other than expressing a wish for more time, TSIs spoke about increasing the capacity and stakeholder representation in partnership groups – this includes involving more people with lived experience, wider third sector representation and engaging with organisations to help increase knowledge and expertise.

Dumfries and Galloway TSI

“We are currently working with the Scottish Recovery Network to increase our knowledge and understanding of engaging and working more effectively with people with lived experience. We will focus more on engaging people with lived experience at all levels of fund delivery, including in the governance arrangements and in the review of applications. We will also look to better understand how we can engage with people with lived experience to ensure that the fund is community -led. In addition, we will be working with our multi-sector, multi-agency steering group to identify specific local priorities should future rounds of funding be available”

North Ayrshire TSI

“We would continue to build on the success of the current approach and scrutinise current membership of our steering group to identify any gaps in members and encourage further collaboration. It would be helpful to involve more of the previous applicants within the group and bring statutory and community bodies closer together to develop their understanding of needs and challenges”.

3. Fund management/administration

What we asked

TSIs were asked about:

• Structure/approach of the Fund locally for Year 2
• Effectiveness of their fund management arrangements in Year 2 and what difficulties they had experienced in administering the Fund
• How had they utilised the additional administration and capacity building grant and the difference made in their ability to manage the Fund
• Ideas to further improve their approach to managing and administering the Fund.

Key observations

Local approaches to structuring/administering the Fund

Tiers of funding

• Overall, a range of approaches were adopted in relation to the size of grants and size of organisations eligible to apply. Many approaches show that TSIs have reflected on what worked well and less well in Year 1, and have given some consideration to the current context such as the cost of living crisis.
• Just over half of TSIs have structured the Fund using a two tiered approach, mostly by establishing small and larger grant schemes. For example, East Dunbartonshire has ring fenced 10% of their funding pot to provide a small Cosy Spaces fund.
• A quarter of TSIs have adopted a three or four tiered approach – these tended to be for small, medium and large sized grants.
• For all tiered approaches, un-constituted groups were often eligible for smaller funds, with larger funds usually open to organisations with larger incomes or for partnership bids.
• Just under a quarter of TSIs have adopted a one tiered approach. Many of these have set restrictions in terms of how the funds are allocated. The most popular restriction was ensuring a split of new projects and those projects funded in Year 1 (for example, a 40:60 spilt to existing/new projects respectively), with some others prioritising supporting smaller scale organisations.

Changes to size of grant

• Smaller grants - a common change is an increased emphasis on small/micro grants, with many setting aside more of the funding pot for smaller grants. Some have slightly increased the size of the small grants to reflect the cost of living context. The focus on small grants often related to needing to ensure more small grassroots organisations applied, for others it was established in response to being oversubscribed with applications in Year 1. Others noted that small grants offer great value for money, often with small scale recipients being much more responsive and engaged than larger grant holders.
• Maximum size of grant - in order to reflect the Fund’s focus on small grassroots initiatives, the National Fund Guidance suggests issuing grants of £50K or less. It was found in local plans that:
  • A third of TSIs set the maximum size of grant that can be issued at £50K, with some only allowing larger grants for partnership bids.
  • A third of TSIs set the maximum size of grant at between £20-30K. Many areas have set lower thresholds due to high level of oversubscription to the Fund last year.
  • A third set the limit at under £20K, with £5K being the lowest amount set. The rationale for the lower threshold related to the prioritisation of small grassroots initiatives and for some smaller local authorities to spread the provision of the comparatively lower funding pot.
  • One TSI set a higher limit for Year 1 awardees and a lower limit for new bidders.

Accessible applications

Many TSIs have improved their application approach in terms of the system used, bringing in longer application windows and improved information gathering. Some areas have made efforts to make the process more accessible especially for small value and un-constituted group applications.

Partnership bids

Some mentioned more emphasis was being placed on partnership bids to the Fund. Another TSI reflected on the improvement in their own relationships with partners which has led to match funding from their local authority, and in Year 2 will involve distributing additional funding relating to children and young people, and green focused initiatives.

Effectiveness of fund management approach

TSIs were asked to self reflect on effectiveness of own approach to management of the Fund. 77% reported their management approach was very good, 19% reporting that their approach was good and only 3% reported that their management approach was moderate. This represents no significant change from the first year in respect of the effectiveness of their management approach.

74% of TSIs reported that they had not experienced any difficulties in managing the Fund, however 26% of the TSIs did report that they had experienced difficulties – these included issues related to:

• Lack of staff capacity – time and availability
• Engaging with people who have lived experience
• Oversubscription
• Providing one-to-one feedback to applicants
• Assisting applicants who are less experienced and small in size and capacity
• Challenging timescales.

East Renfrewshire TSI

“Our biggest challenge this year has been supporting smaller groups with no active bank account, in year 2 we have been asked to act as custodian for more groups than in year one, we have managed to do this, however, it has put some extra strain on our finance officer.”

Dumfries and Galloway TSI

“In Year 2 of the Fund we increased our focus on engaging people with lived experience. We introduced a two-stage main awards programme, with initial expressions of interest being reviewed by lived experience panels. The recruitment of people with lived experience proved more challenging than anticipated with high levels of drop-off throughout the process.

Use and benefits of administration and capacity building grant

As with the previous year a significant number of TSIs reported that they had utilised the administration/capacity building grant to:

• Increase their capacity in promoting and managing this year’s grant
• Employ new staff and increase existing staff hours
• Significantly invest in training and support for applicants such as mental health support and advice around monitoring and evaluation
• Promote the Fund
• Assist successful applicants with grant management
• Provide support and feedback to applicants.

Other uses included:

• Commissioning independent assessors to review all applications and make recommendations to the partnership
• Developing social media and websites to promote the Fund
• Improved computer software and IT to manage the application process
• Putting on network and promotional events
• Volunteer expenses to support the involvement of people with lived experience.

TSIs reported that the benefits derived from the administration and capacity building grant include:

• Having the capacity to deliver the Fund
• The ability to employ appropriate staff
• Modernising the approach of the TSI
• Increasing the reach and impact of the TSI

Clackmannanshire and Stirling TSI

“The administration and capacity building grant has made a significant difference to our ability to manage the fund as it has allowed us to utilise a variety of measures, including training, technical assistance, staff resources to enable the efficient delivery of the fund and the continuing monitoring and evaluation of all the funding years”

Inverclyde TSI

“We delivered an Inverclyde Communities Mental Health and Wellbeing Fund Showcase event in March which promoted awareness locally of the funded projects, promoted exchange of best practice, encouraged collaboration and cross referrals between projects and joined up working with other statutory partners. The event was well received and we want to develop the event concept further”.

Further uses of the grant can be found in the Reaching Target Groups section.

Ideas to further improve managing/administering the Fund

More than two thirds of the TSIs reported that they did have suggestions to improve the management and administration of the Fund – these included:

• Pulling forward the timeline to increase time for applications
• Building on the current networking and what we have learned so far
• Changing to a minimum administration grant, evenly distributed, with an additional top-up for high population areas
• Tightening the eligibility criteria by focusing on a smaller number of local priorities
• More money in order to have a dedicated team to support organisations to apply
• further time for administration of applications, giving fuller feedback to applicants
• Further streamlining the guidance to make it easy for organisations to apply.

North Ayrshire TSI

“The fund allowed us to employ an apprentice to support the existing work, however it is challenging to find them an onward destination within our organisation without knowledge of funding for Year 3. If we were to receive an acknowledgement of funds for Year 3 soon it would allow us to keep them employed for another year in a trainee development officer role to backfill some of the work done by the project lead.”

Midlothian TSI

“Our main approach in future would be to pull forward our timeline so that we can assess applications earlier and distribute the money out to projects sooner. With relatively little time to dedicate to the Fund based on the current admin grant given, we will try to work more consistently through the year on refining some of the processes mentioned previously (e.g. risk register), as opposed to peaks and troughs of activity dependent on impending deadlines and time pressures.

We will also look to a wider range of community-based or community-led partners for input around how we are running the Fund, including people with lived experience. To date, we have involved people with lived experience mainly around assessment of grant applications. However, this is an already strong area that we feel we could build on to achieve excellent results. In future we may want to expand people with lived experience’s input to involve them more in the overall process and incorporate their suggestions as to how certain elements could be done differently (e.g. role of people with lived experience, comms and promotion, impact measurement and networking etc).”

West Dunbartonshire TSI

“The span of applications/awards in year 2 show that our capacity building activity has been successful in diversifying the application base and introduction a larger number of smaller awards (under 10k) than had been the case in year 1. We strongly feel that there is still work to be done to expand interest from this cohort as knowledge of the aims of the scheme become better recognised.”

4. Reaching target groups

What we asked

We were interested in:

• What actions TSIs have taken to reach target groups
• Whether TSIs have focused on any particular groups
• How successful they think these actions have been
• Whether they have experienced any challenges in reaching their target groups
• What difference the capacity building support has made to organisations applying to the Fund

Key observations

Actions to reach target groups

TSIs outlined a range of actions taken to reach the Fund’s target groups. Many built on good approaches established in Year 1 therefore making further improvements in Year 2. Partnerships have considerably extended their efforts around supporting equalities considerations through their promotional, application support and assessment processes, with a rich and varied set of actions in place to underpin this.

Key actions taken were:

• Promoting the Fund locally.
• Providing support for applications.
• Extending deadlines for those in need of support with applications.
• Appropriately designing the Fund - i.e. in terms of application process and the assessment of bids.
• Providing one-to-one support to organisations.
• Providing information sessions to ensure groups were briefed and aware of the terms and conditions of their funding.
• Holding funding roadshows (including in rural areas) – this has resulted in applications being received from groups and organisations that have not previously applied for funding.
• Improving awareness raising and engagement with underrepresented groups
• Evaluating the impact projects have had on groups including improved equality information.
• Ring fencing approaches to ensure certain groups such as ethnic minority communities and LGBTQI+ groups were represented in response to local gaps in provision.

Promotional activities – whole population and targeted

Overall, TSIs reported a range of methods they have used to promote the Fund, either widely or in order to target underrepresented and at risk groups, with many referencing ethnic minority communities. In some urban areas applications targeting specific groups largely reflected local demographics and the spread of different communities, especially ethnic minorities and LGBTQI+. Promotional activities included:

• Noticeboards in development trusts and other community hubs.
• Local press coverage.
• Website content including Year 1 success stories to promote what is possible.
• e-bulletins, including TSIs, schools and many others.
• Social media including such as community Facebook pages and resident groups - some noted using social media more intelligently to target groups.
• Engaging with partners and utilising existing networks - this involved some TSIs communicating with thematic anchor organisations to raise awareness of the Fund. Others drew on networks from Year 1 projects (such as BAME focused work) and engaged with staff in community engagement roles in local authority and HSCPs. Many others utilised the networks of partner agencies to advertise the Fund.
• Events – these have included weekly roadshows, networking and Meet the Funder events. One TSI ran a ‘Let`s talk Diversity` session held with the sector, ethnic minority groups and other marginalised groups to promote the Fund and to help shape and inform applications. Others have drawn upon existing local ethnic minority engagement forums.
• One TSI noted that “between the funding periods, we did some work on segmentation of our membership, and also the organisations we work with so that we could become more intelligent about the messaging that we were able to produce and distribute to encourage applications”.
• Another TSI produced specially formatted versions of fund information to ensure accessibility, for example, for the Visual Impairment Forum and Older Persons Network.

Fund promotion and linking up – Renfrewshire

During the application period, the Renfrewshire TSI asked multiple partners to promote the Fund widely, including their local authority, council administrated local partnerships, and local equalities groups. They also attended public meetings and events such as a local Funding Fair, Integration Network events, and Employability partners’ events to promote the fund. During the activity period of the Fund the TSI linked in with the HSCP team responsible for ALISS in Renfrewshire to ensure cross-over between ALISS and Renfrewshire’s Mental Health Directory for all local practitioners and link workers to access. This promotion was supplemented by a Community Mental Health and Wellbeing Network which led to calls for a showcase/celebration event where all funded groups network and promote to new audiences - “We were very pleased to have someone from the Scottish Government Wellbeing and Prevention Unit attend our October network and groups were welcoming of the interest shown in their work.”

The TSIs fund officer also attended meetings with heads of Community Link Workers and continued to promote all new activity through these channels as well as with the NHSGGC Mental Health Improvement Team.

Focus on particular target groups

TSIs expanded the range of target groups they have reached in Year 2, including organisations which have delivered projects with a wider community benefit. The most common groups targeted through their actions were whole population, those with a long term health condition or disability, people from a minority ethnic background and older people (aged 50 and above).

Table 6: Detailed priority target group figures.

Priority target group	Targeted groups reached as a % across Scotland
Whole population	77%
Those with a long term health condition or disability	77%
People from a minority ethnic background	77%
Older people (aged 50 and above)	74%
People experiencing severe or multiple disadvantage	71%
People disadvantaged by geographical location (particularly remote and rural areas)	71%
People with diagnosed mental illness	68%
LBBTI communities	65%
Refugees and those with no recourse to public funds	65%
People facing socio-economic disadvantage	65%
People who have experienced bereavement or loss	55%
People affected by psychological trauma (including adverse childhood experiences)	52%
People at higher risk from COVID	29%
Other	20%

‘Other’ groups mentioned were unpaid carers; care experienced young people 16+; single person households, including single parents; people with additional support needs; people diagnosed with autism spectrum disorder or other neurodevelopmental disorder; new families transitioning to parenthood; people who are lonely, cancer survivors; families affected by a loved one’s drug or alcohol use; and those affected by homelessness.

Actions to support the application process

TSIs have adopted a range of approaches to provide support to potential applicants, particularly those with less experience or struggling with the process. Actions include:

• Running events such as bespoke information/briefing sessions, networking events, funding fairs, Meet the Funder partner events and roadshow events, as well as attending other forums and networks, with many taking place both online and face to face.
• Providing bespoke one-to-one support particularly on application support. One TSI mentioned getting in contact with those groups who had incomplete online application forms to offer support. Others noted plans to provide support for unsuccessful bidders or for those requiring support to get thee next stage of the process. Many said that they targeted their support to enquiries from groups supporting at risk communities. Some noted that their capacity officers targeted localities that tended not to have a good success rate at applying for funding, with one saying that a Social Prescribing officer signposted struggling projects to their TSI capacity officers for support.
• One TSI highlighted engaging with a local equality organisation to: tailor guidance; promote the Fund; enable access; provide support to those facing barriers; and signpost groups to the TSI.
• A few outlined running an online training session on evaluation to capture impact on equality groups.
• Sharing of guidance documents - one TSI published "How to write a strong application" guidance on their website. Another has been actively promoting their accessibility toolkit to those applying to the Fund. A further one has been sharing the SCDL information resource ‘Active, Connected, Included’ with the groups and organisations on how people with learning disabilities can become more involved in community life.

Supporting the assessment process

Many TSIs also noted how important it is include equalities considerations in their assessment process. Specific examples are outlined below:

• Some, often through guidance and events, emphasised to projects the importance of equalities and accessibility in their applications. One said that “we have taken on board the findings of the national oversight group and are supporting groups to take meaningful steps in incorporating a focus on equalities … and local plan highlighting support from development officers, easy read documentation or advocacy is made available as required”.
• A few demonstrated an increased emphasis on certain groups as a result of learning from Year 1. For example, one TSI actively encouraged applications from two key target groups - BAME and LGBTQI+ – who had been identified as being under-represented in their Year 1 applications. As a consequence, they specifically ring fenced a portion of the funds to support capacity building and/or service provision targeted at these groups.
• Some TSIs noted holding workshops on equalities.
• One TSI noted that they have an assessment panel agreement to ensure a diverse range of projects in terms of type of activity, geographical spread, organisation type (with a focus on grassroots activity), and ensuring a range of beneficiaries are supported through the Fund.
• One engaged with the National Involvement Network to better interact with representatives around accessibility to projects and to contribute to final funding decisions.
• Addressing gaps in provision – one TSI highlighted how they now have a strong service directory with up to date information to help better assess applications against existing provision to avoid duplication.
• Encouraging older people with lived experience to take part in their decision making panel. One TSI offers a phone line and shares information on posters and flyers to help attract interest from this group in being part of the panel.

Success in reaching target groups

When asked how successful their actions in Year 2 have been in reaching target groups, 87% of TSIs said they had been either very (58%) or quite successful (29%), with 13% saying this work had only been moderately successful. Some TSIs will be carrying out further analysis of Year 2 projects to identify where inclusion and targeted promotion could be improved.

Some good examples of progress from Year 1 were noted, with many TSIs reporting an increase in small grassroots organisations applying from last year. In one TSI, for example, an equalities strand was established during Year 2 to encourage applications targeting under-represented communities. This was following analysis of Year 1 of the Fund which had identified that certain key target groups were under-represented in funded projects, principally LGBTQ+ and minority ethnic communities.

Others noted the importance of partnership working and the involvement of people with lived experience and wider partner groups in decision panels in helping to prevent disproportionate representation from certain target groups. A number of TSIs undertook further engagement with underrepresented groups by running events that attendees where such groups were encouraged to apply and engage with the TSI to get additional support with the application process.

East Ayrshire TSI

“The overwhelming response to both the small and large grants is testament to the promotion of the fund by all partners and has helped us to reach all our target groups. We are particularly pleased with the increased number of organisations and awards made under the small grants programme.

The delivery of workshops on application writing and monitoring and evaluation was welcomed and we have seen increased networking across the organisations involved and participation in other third sector engagement fora.”

Midlothian TSI

We have new projects for Year 2 targeting the following groups who are particularly marginalised: LGBTQI+ people, care experienced young people (16+) people whose family members are in prison, women who have experienced domestic violence and trauma, people with complex needs (learning disabilities), people in recovery and people from minority ethnic communities.

Challenges in reaching target groups

TSIs tended to respond to this question with examples of the positive action they have taken, although one challenge mentioned was that groups were still struggling with the concept of selecting a few target areas. Very few challenges were identified, however, some noted that certain target groups such as LGBTQI+ communities are harder to support as they have fewer directly, representative/associated organisations in some rural areas. Of concern also is continued difficulties experienced by two TSIs in reaching minority ethnic communities, refugees and LGBTQI+ groups – they said they are going to re-look at this during year three planning to see what more they can do.

Clear progress was recorded by others in relation to providing increased support to BME, LGBTQI+ and ASN communities, as well as unpaid carers among others. One TSI used the capacity building grant to spend focused time working with older people to develop and agree projects using a co-production approach.

A wide variety of methods were used to address challenges in reaching target groups including:

• Save the Date, roadshows, Meet the Funders, Third Sector Showcase, and Let’s talk Diversity events
• Working with the local authority Settlement Co-ordinator
• Creating an equalities strand within Year 2 funding
• Using a Community Commissioning approach
• Through specific social media posts targeting small, local Facebook groups in areas of deprivation

Use of the capacity building grant to support applications

The capacity building grant has had a significant impact on reaching target groups. This support is clearly appreciated by Fund applicants. For example, one very new group set up to provide peer support for people living with long COVID was given help with collecting reporting information in a way that worked for them. Their response to this was “Wonderful, that has taken a big worry off my shoulders.”

As one TSI noted “the capacity building in relation to the fund has also opened doors to smaller grassroots groups to receive support to move their groups forward with plans to expand services.” Another said that “One to one advice and support has enabled several groups to apply for funding who would otherwise not have had the confidence to do so.” Organisations further benefitted from capacity building support: “help in understanding the process, how to complete an application, how to cost applications, set up in terms of their governance, looking for volunteers, networking, raising awareness of what else the TSI offers was invaluable.”

Some specific actions are outlined below:

• Pre-application assistance and information on the monitoring and evaluation required.
• Support to unsuccessful groups
• Work to support small groups with reporting (which is daunting for small volunteer led groups) has meant that those groups have been able to be funded.
• Support in developing partnerships bids has helped support small groups to gain funding.
• Targeted one-to-one support has been provided to those groups most in need.
• Piloting and managing alternative approaches and providing appropriate and targeted support throughout the application process.
• Promoting the Fund effectively through multiple channels including digital, email, showcasing Year 1 projects at an AGM and in TSI News.
• Providing 1-1 funding surgeries with applicants, an editing and enhancing service and development support to emerging organisations.
• Encouraging organisations to work together to deliver projects.
• Supporting unsuccessful applicants with advice on other funds that may be more suitable for them.
• An ability to market the Fund.

Reflecting on the high quality of applications overall, where only one applicant who received capacity building support was unsuccessful in securing a grant, one TSI attributed this success to effective communications and the capacity building support and training offered by the TSI and partners to help organisations understand what makes a good application.

Looking forward, one TSI would like to do more targeted work with local organisations to help them develop and refine suitable mental health orientated project proposals. They pointed out that this takes time and effort, and consequently administration grant/staff resource would be necessary again to enable this to happen.

Midlothian TSI

“We adjusted local guidelines and pitched promotional materials to make clear their preference for applications from under-represented groups and as a result we were able to reach more LGBTQI+ groups, care experienced young people (16+), people whose family members are in prison, women experiencing domestic violence and trauma, and people with complex needs (learning disabilities), people in recovery and people from BAME communities.”

Glasgow TSI

“Overall, 50% of applications specified a target group in some form either exclusively or by targeting them while being open to everyone. Applications targeting specific groups were largely in line with what we would have hoped for in relation to city demographics, especially ethnic minorities and LGBTQI+ which accounted for 24% and 7% of applications respectively. Positively, the percentage of successful applications in comparison to all applications remained proportionate e.g. LGBTI people were represented in 7% of all applications and 7% of successful applications - this remained consistent across all target groups with no more than a 2% swing in any one group.”

West Lothian TSI

“We ran a funding Q&A session for the sector to help explain the guidance and offer the opportunity for organisations to ask questions about the fund. We also provided handy hints and tips on how to best complete the application form. We filmed the session and posted on our website for the benefit of organisation unable

to attend. Feedback was very positive.”

5. Engaging those with lived experience

What we asked:

TSIs were asked to report (at different stages):

• Whether their Local Partnership Group has involved those with lived experience
• Whether they have involved people with lived experience of mental health and wellbeing in the implementation of the Fund
• To outline their approaches to the involvement of lived experience
• To provide some examples of funded projects which involve people with lived experience

Key observations:

• 81% of Local Partnership Groups involve people with lived experience of poor mental health, with nearly two thirds of partnerships noting increased lived experience membership from Year 1.
• In instances where those with lived experience are not included in partnership groups, the TSI has worked with organisations that support people with lived experience or separate lived experience panels. For example, in recognition that joining a group like this can be a challenge for some people experiencing/who have experienced poor mental health and wellbeing, a bespoke lived experience group was set up, facilitated in a supportive and confidential format, that both informed the Partnership Group and allow people to participate in some funding panel activity.
• 100% of TSIs noted that they involved those with lived experience in the implementation of the Fund. This is a marked improvement on the figures for Year 2 where 80% of TSIs had been able to involved those with lived experience.

Involvement in local partnership groups

Approaches to involving people with lived experience in local partnership groups focus around them being an integral part of panels and steering groups. In some TSIs, face to face training has been provided on assessment and scoring processes to support lived experience panel members.

Edinburgh TSI

“We have engaged with a MH collective advocacy group to facilitate their involvement with the decision-making process. We have individuals on the decision panels with lived experience, but our original plan was to develop a more specific group input.

“Building on the work in Year 1 when we commissioned CAPS Independent Advocacy in Year 1 to work with people with lived experience, they helped shape the projects’ proposed by organisations, in delivering activities and services that meet the needs identified by people with lived experience. This work is still valid in Year 2. Additionally, CAPS Independent Advocacy participate in the Locality Advisory Teams and Citywide Advisory Teams bringing the views of those with lived and living experience.”

Clackmannanshire and Stirling TSI

“Our Lived Experience partners bring with them a wider pool of knowledge and experience of living day to day with challenging mental health and wellbeing, they are able to offer insight into the small actions that can make a huge difference in someone’s ability to maintain positive mental health and wellbeing or to maintain healthy positive connections while experiencing a challenge to their mental health and wellbeing. All of this supports a preventative approach to our allocation of the mental health and wellbeing funds.”

Dumfries and Galloway TSI

“In Dumfries and Galloway, the Fund is overseen by a multi-agency, multi-sector steering group. Lived experience panels, drawn from local communities as well as third sector organisations across the region, who provide services to the ‘at risk’ groups listed in the guidance, review applications submitted in stage 1 of their main awards programme. These are advisory rather than decision-making panels.”

Involvement in implementation of the Fund

A range of wider approaches have been adopted such as:

• Consulting with local mental health network groups
• Recruiting and consulting with lived experience volunteers on the grant application and sifting process
• Convening a panel of people with lived experience
• Running workshops and focus groups on the Fund with people with lived experience
• Working with other organisations to facilitate engagement with people with lived experience.
• In some cases, understanding about what constitutes lived experience has been extended beyond the experience of mental health to take a more intersectional approach i.e. homelessness, poverty, addictions; homelessness; physical disabilities and long term conditions; sensory impairment; unpaid carers; those with involvement in the justice system.
• TSI noted how those with lived experience, seldom heard groups and also previous grant holders have been involved in developing Local Plans, adapting fund application processes/formats, reviewing applications and taking part in community commissioning processes.
• In Renfrewshire, the TSI devised a public survey which is open throughout the application period to ask residents to rank their preferences of what they would like to see funded as well as providing some limited data on mental health lived experience.

Examples of projects informed by those with lived experience of mental health and wellbeing issues.

Some TSIs noted how they have supported projects to be informed by lived experience for example:

“At our in-person community commissioning events we included presentations on good practice and involving people with lived experience. For instance, we had speakers with lived and living experience talk about making services accessible to people with disabilities, minority ethnic communities, people who identify as LGBTQI+ and people in recovery from substance use. Speakers also spoke about intersectionality and including young people with lived experience in service design. Having speakers with lived and living experience at these events has enabled their views to be influential in project design.”

A range of good examples were provided with a few outlined below

In Edinburgh the Spit it Out project will create peer-to-peer support groups where people who share a common experience meet as equals, sharing skills, strengths and hope; learning from each other how to cope and thrive. The project will feature three groups for people of lived experience of grief and sexual assault and one for people who care for or have experience as carers of individuals struggling with their mental health. The groups will be led and organised by people who have been directly affected by these experiences which is a key factor of every activity they deliver. Participants will have the opportunity to talk but also to access creative ways to express their emotions. A major focus for Spit it Out is to create opportunities and reduce barriers for under-represented groups. They are creating a safe space, where marginalised groups can open up about difficult and taboo subjects.

In Inverclyde the TCS Outreach, Let’s Connect project has been funded and is inspired by service users. The service users (people who suffer from addictions and are frequently homeless) who helped to create the project, met together and worked on plans to develop the service to better meet their needs. Service users wanted more time with the volunteers who deliver the activities, and this led to the creation of the project. Let’s connect will build on the peer support model and will work to reduce the stigmatisation and marginalisation faced by our service users whilst creating meaningful connections and enabling service users to participate in society.