Whole Family Wellbeing Funding (WFWF) - year 1 process evaluation: final report – annexes

Annex 4: WFWF Logic Model (developed by Scottish Government)

Text only description of WFWF Logic Model, version from June 2023

Overall Aim

Every family that needs support gets the right family support at the right time, for as long as it is needed, to fulfil children’s rights to be raised safely in their own families.

Core components for Holistic Whole Family Support, these components underpin the logic model and help organise it according to what is set out in the Routemap: Children and Families at the Centre of service design; Availability and Access; Whole System Approach; Leadership, Workforce, and Culture.

Inputs (area within scope of 2022-2023 evaluation)

Inputs include collaborative leadership across national and local levels, workforce skills and experience, organisational cultures of learning and system change, consultation, and evaluations of activities at local level as well as the WFWF evaluation outputs.

CSPP-specific inputs also included Children’s Services Plans and the workforce and organisations relevant to children’s services. Children’s Services Plans set out the local authority and health board’s vision for how public services used by children, young people and families, will be improved, and how the partnership will work together collaboratively to achieve this.

Inputs from Scottish Government included: funding for all elements, collaborative partnership support through Element 2, coordination and information sharing across WFWF, Family Support Principles (see Annex 2), and Advisory support groups (Family Support Advisory Group (FSAG; made up of a range of partners from national and local government, the third sector and statutory services) and Children and Families National Leadership Group (CFNLG; who provide collective leadership and strategic oversight of key areas of transformational change to improve outcomes for children, young people and families).

Activities (at local level) (area within scope of 2022-2023 evaluation)

‘Types’ here refer to the nature of activities identified by CSPPs in their initial funding plans, which IFF Research have categorised broadly into Exploratory, Transforming, and Scaling activities in the Initial Findings Note (January 2023). In practice, there may be some overlap between these categories as some CSPPs may have several activities which meet more than one definitions.

• All types: CSPPs engage with diverse range of CYPF with experience of using these services on service design.
• Transforming type: CSPPs identify and plan for family support with an early intervention and preventative focus.
• Transforming type: CSPPs identify and plan for improving access to services for CYPF.
• Exploratory type: CSPPs plan for and identify pilot programmes.
• Scaling type: CSPPs begin to scale up local transformative and effective approaches to service delivery.
• All types: CSPPs and partners identify support for needs assessment, system analysis and change planning.
• Exploratory type: CSPPs complete local assessment of needs and develop plans for system change.
• All types: CSPPs plan for and procure support/recruiting staff (where needed) to scale up and/or deliver plans (can take a year in practice).
• All types: CSPPs deliver training and upskilling of new or existing workforce.

Outputs (area within scope of 2022-2023 evaluation)

• CSPPs plan for and develop means to enhance participation of CYPF in service design based on engagements.
• CSPPs begin to test new system approaches to family support (as per strategic plans).
• CSPPs establish/enhance processes to gather regular volunteered feedback on services from CYPF. Data and views made available at CSPP strategic level to inform change.
• CSPPs expand use of locally-based multi-agency services co-ordinating support.
• CSPPs and SG identify good practice that is then used by other CSPPs and partners (shared at senior levels) including via self-evaluation.
• Reporting mechanisms within CSPPs are streamlined, accessible, and less bureaucratic.
• CSPPs deliver work to support staff skill development and wellbeing.

Early Outcomes (area within scope of 2022-2023 evaluation) (some evidence available by end of year 1)

• CSPPs deliver work to support staff skill development and wellbeing.
• CSPPs begin embedding key principles for holistic whole family support in their own systems and structures (focus on prevention and early intervention).
• CSPPs start to redesign/design delivery of new whole family support services, including removing barriers for CYPF to accessing support.
• Early evidence that CYPF have improved access to services in communities.
• Early evidence that feedback analysed by CSPPs informs Adult and Related Services planning/delivery.
• Early evidence within CSPPs of shift towards non-siloed and aligned family support funding that matches scale of need.
• Local investment by CSPPs in planning system change (budgets already set for 2022-23).
• Early evidence that CSPPs (including Third Sector partners) are working more collaboratively and with adult services (design and delivery of whole family support, share resources, data, feedback, and information).
• Increased WFS service capacity among CSPP partners – scaled and new services are integrated.
• Early evidence of culture in CSPPs that encourages and empowers staff to develop innovative family support solutions.
• CSPP partners begin to develop a holistic workforce approach.

Early Outcomes (some evidence available between end of year 2 and 4), lower certainty of Funding contribution to outcomes

• For CYPF, support is stigma-free, needs/rights-led.
• For CYPF, services shift to needs and rights based planning and participation.
• For CYPF, services maintain respectful relationships.
• More families receive whole family support.
• For CYPF, family support is and is perceived as accessible providing early help and support where and when it suits them.
• Early evidence that commissioning and procurement (planning, service design and purchasing) is transforming for CSPPs.
• CSPPs share accountability for whole system/ joined up approach.
• CSPPs’ planning focused on WFS informed by national practice, CYPF & local need, evidence-based (local and national data).
• CSPPs (including Third Sector) and SG have clear & shared understanding of families’ needs and how services are experienced across whole system.
• CSPPs (including Third Sector) and SG have a collaborative, co-productive approach to planning, working culture, and delivery.
• Workforce wellbeing is improved and integral to delivery of family support.

Intermediate Outcomes (some evidence available by end of Funding), lower certainty of Funding contribution to outcomes

• The rights of CYP are central to and upheld by services designed by and with them.
• CYPF are aware of and benefit from the difference their contributions to service design makes.
• Parents/carers are more able to access employability and other support to improve their finances.
• CYPF needs are met by the right service for their needs (spectrum between universal and statutory services).
• CSPPs (including Third Sector) and SG have collaborative, multi-agency approach to the funding, commissioning and delivery of family support.
• SG provides proportionate family support funding that is non-siloed and aligned.
• Workforce is able and empowered to provide holistic whole family support through cross-sectoral commitment to collaboration and innovation from CSPPs (including Third Sector) and SG.

Long-term Outcomes (that the Funding will contribute to), lower certainty of Funding contribution to outcomes:

• Improved family wellbeing
• Reduced inequalities in family wellbeing
• Reduction in families requiring crisis intervention
• Reduction in the number of children and young people living away from their families
• Increase in families taking up wider supports
• Sustainable Whole Family Support service provision maintained through budget allocations

Notes: Activities, Outputs, and Early Outcomes and progress towards these by the end of Year 1 will differ between CSPPs. This logic model acknowledges that each CSPP will have different priorities for the funding and will be at different stages in their planning and delivery journey.

Additionally, details in the Activities and Outputs, and ‘With whom?’ columns will be developed based on further consultation and CSPP plans for funding.