Multiple Adverse Childhood Experiences (Q4300551): Difference between revisions
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Project Q4300551 in Ireland, United Kingdom | |||
Revision as of 20:38, 10 June 2022
Project Q4300551 in Ireland, United Kingdom
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Multiple Adverse Childhood Experiences |
Project Q4300551 in Ireland, United Kingdom |
Statements
4,258,704.09 Euro
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5,010,240.11 Euro
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85.0 percent
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1 January 2017
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31 December 2020
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Health Service Executive
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54°57'3.38"N, 7°13'46.96"W
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54°35'40.31"N, 5°55'47.24"W
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54°25'13.19"N, 6°27'17.42"W
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53°20'41.06"N, 6°17'49.42"W
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54°18'17.53"N, 8°10'36.12"W
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1. Proposed Project: The Multiple Adverse Childhood Experiences (MACE) – Breaking the Cycle Project aims to transform the lives of vulnerable children/families who are most at risk from multiple adversities in their lives, by identifying, intervening early and providing nurturing and support within their own homes and communities. It will be led by the CAWT Partnership and TULSA, the Child and Family Agency in RoI. Collectively they possess the right experience and expertise to ensure the project’s success. The Partnership has developed a number of objectives to achieve the output indicators 4.116 and 4.117 as detailed within the Interreg VA 4.1 call for applications. This will involve developing two new assessment tools and the establishment of cross border community networks which will allow the delivery of tailored interventions to 5,000 vulnerable families. Key components of the successful delivery of this project will be partnerships developed with the Community and Voluntary sector and the building of resilient self-sustaining communities. 2. Strategic Context: This Project complements and adds value to existing early intervention and family support provision. It is aligned to EU and also current national/regional health and social care priorities and strategies. 3. Need and Demand for the Proposed Programme: The number of children in both jurisdictions living in poverty and on the Child Protection register or equivalent continues to increase. For those living in the border region this is exacerbated for a number of reasons as listed in Section 3. The Partnership are satisfied that the demand for the products of this project exists within the areas identified. The Project will utilise existing resources and infrastructure already established within each jurisdiction. The need for the approach proposed is evidenced in a number of academic papers relating to the MACE approach. 4. Project Options and Preferred Option: Prior to finalising the proposed model the Partnership considered a number of alternatives. The Partnership is satisfied that the proposed model will deliver the required outputs most effectively but have also provided an option of a scaled back version with a shorted time period, reduced budget and beneficiaries. 5. Budget and Financial Projections: The total budget applied for to achieve all of the required outputs is €8m over a period of five years with various assumptions noted. 6. Risk Analysis: The Partnership collectively identified a number of risks associated with the proposed Project. A risk register incorporating mitigation strategies to minimise such potential risks has been developed by the Partnership and this will continue to be monitored during the lifetime of the Project. 7. Sustainable Development/Equality of Opportunity: As the Project is about identifying vulnerable families and intervening early, the Project will have positive impacts on equality of opportunity. It also supports Sustainable Development as its focus is using existing community assets and infrastructure more productively and intensively to benefit local communities. 8. Management and Partnership: The Partnership has co-developed a comprehensive delivery plan and supporting work plans to ensure that the result and output indicators 4.116 and 4.117 are delivered within the required timescales. The Project will be managed by a Project Board with delegated authority to a Project Manager who will be supported by a team of six staff (5 project workers and 1 administrator). The Project has been developed on an entirely cross border partnership basis and includes a robust governance structure. 9. Communications: The Partnership has developed a detailed communications strategy highlighting the added benefit that CAWT brings due to its ability to engage with all Partners effectively and efficiently. 10. Evaluation and Monitoring: A detailed evaluation approach has been developed incorporating the measurement and gathering of qualitative and quantitative data. The proposed system for monitoring of targets and communicating this information through CAWT structures has also been laid out. 11. Exit Strategy: Through experience and track record on previous Programmes the Partnership is aware of the need for the Project to demonstrate its impact and effectiveness as a means to secure sustainability into the future or alternatively to leave a lasting legacy that will continue long after the project is ended. (English)
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