Promoting positive change. ANNUAL REPORT...

ANNUAL REPORT 2018Promoting positive change.

CIO

Cha

rity

Num

ber:

115

9537

ALCOHOL ADVICE SERVICE

DERBYSHIREALCOHOL ADVICE SERVICE

2

Derbyshire Alcohol Advice Service Annual Report 2018

Staff Team and Committee Members 2017/18 3

Value Statement 4

Trustee Activities 5

Chairman’s Report 6

Service Manager’s Activity Report 8

STAND TO Veteran Project 15

Veteran Families Affected by Substance Misuse Project 17

STAND TO Anger Management Project 18

Resilience Building Report 19

Clinical Governance & Deputy Manager’s Report 20

News from the HUB 22

Counselling Service 23

Volunteer Counselling 24

The Training Team 25

Thriving Communities Project 27

Alcohol in the Workplace Project 28

HMP Nottingham Prison Project 29

Finance Report 30



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Staff Team, Volunteers and Executive Committee 2017 – 2018

Executive OfficersCHAIR: Neil Swanwick

VICE CHAIR: Tom DavidsonTREASURER: Paul BeesonTREASURER: Gill Sullivan

Trustees Neil Swanwick, Gill Sullivan, John Windle, Bev Miller, Hayley Wardle,

Paul Beeson, Tom Davidson, Geoff Link & Flora Joyce

Management TeamElaine Handley (Service Manager)

Alison Scott (Clinical Governance & Deputy Manager)Laura Cain (Business & Finance Manager)

Business SupportAlison Corbett (Project Management Support Officer)

Karen Hempsall (Finance Administrator)Adrian Ward (Duty & Premises Support Officer)

Referral/Hub TeamCarita Shaw – HUB Manager

Katrina Cundy, Deanne Calladine, Julie Holmes, Ann Birkumshaw, Jenny Peacey, Rebecca Hague, Andrew Hargreaves & Sue Goodwin

CounsellorsMary Kellary, Tracey Croasdale, David Bell, Angiolina Leo, Jenny Urruty,

Tom McGahan, Liam Grimsey & Tanya Bartley

VolunteersHeidi, Michael, Elizabeth, Tracey, Frances, Carole,

Seamus, Elizabeth, Harriet & Annis

Training TeamRoss Burnage, Teresa Oxley, Carita Shaw,

Issy Cundy & Jan Cartwright (Admin Support)

STAND TO TEAMAndy Wicks, Andy Hazard,

Christina Benison & Jane Lawther

DERBYSHIRE ALCOHOL ADVICE SERVICE IS FUNDED BY: Public Health England, Derbyshire County Council,

National Lottery, Lloyds Bank Foundation, The Royal British Legion & Derbyshire Police and Crime Commissioner

CIO



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Derbyshire Alcohol Advice Service CIO Value Statement

Charitable Objects: The Charity’s Objects, as stated in the Constitution of DAAS are:

• To promote the prevention and identification of alcohol and substance misuse problems;

• To assist those people in Derbyshire with those and related problems;

• To advance education and awareness relating to alcohol and substance misuse.

Objectives: DAAS delivers its charitable aims through four key business objectives. These are:

• To reduce alcohol and substance misuse related harm throughout Derbyshire by providing access to substance misuse treatment services

• To raise awareness and train health care professionals in substance misuse knowledge and Brief Interventions

• To widely promote the safe drinking and harm minimisation message

• To ensure a robust management function to support the service to achieve our key aims.

Mission Statement : DAAS mission statement is:

“To promote positive change throughout Derbyshire to anyone adversely affected by substance misuse, including affected others”

Values: The Service subscribes to an ethos as outlined within the BACP Ethical framework for Good Practice in counselling and psychotherapy and uses this to influence clinical policy, client contact and to ensure that staff within the Service subscribe to the values contained within the framework. DAAS values are:

• We treat others at all times with dignity and respect and promote a non-judgmental attitude in the work we undertake and the relationships we form;

• We are inclusive in all areas of our service delivery and strive to promote equality in all areas of our service provision;

• We seek to ensure that we always place our clients at the heart of what we do and what we are trying to achieve;

• We believe that people have capacity for personal growth and development. We seek, therefore, to empower others as central to our ethos, through client work, training and within the professional contacts we make, and the meetings we attend;

• We strive to ensure that the services we provide for people meet their individual needs;

• We put measures in place to ensure that the services we provide for clients and other professionals are professional, of a high quality and yet are friendly and accessible;

• We promote an ethos of continuous learning and development and ensure that we are open to new ideas and ways to improve the services we provide;

• We ensure that we are an equal opportunity employer, invest in our work force and can demonstrate our appreciation of the contribution they make ( IIP);

• We believe we can help to make a difference, we are proud of what we contribute, the outcomes we achieve and the ways in which we can evidence this.

Business ethos - Our primary focus is to consolidate our quality service delivery to best meet the needs of our client base and our funders, rather than on growth and business acquisition. We will not compromise our charitable aims, our values and ethos for financial gain and will deliver our services with integrity, diligence and transparency. We will also look at developing other areas in which we can deliver quality services based on our experience and expertise. This is aimed at providing benefit to the widest possible range of beneficiaries who fall within the remit of our charitable objectives.



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DAAS CIO Executive Committee: key points addressed 2017-2018

In addition to a Service Manager’s Report and a Financial Report, the following key points were addressed:13 April 2017Present: Neil Swanwick, Flora Joyce, John Windle, Bev Miller and Gill Sullivan

Key Points: New member Bev Miller introduced at this meeting, appointed as a Trustee in March 2017

DRP update – Difficulties around IT – all partners working hard to rectify these.

STAND T0 – change of Co-ordinator. Positive finance report received from finance manager.

17 May 2017Present: Neil Swanwick, John Windle, Bev Miller, Geoff Link, Hayley Wardle and Tom Davidson

Key Points: DRP Progress – IT, National Data Set Requirement, high levels of alcohol referrals

Business risk strategy

STAND To recruitment of co-ordinator

15 June 2017Present: Neil Swanwick, Paul Beeson, Gill Sullivan, Tom Davidson, Geoff Link and John Windle

Key Points: DRP contract implementation update, DRP Board Terms of Reference

Paul Beeson appointed as a Trustee

12 July 2017

Present: Neil Swanwick, Gill Sullivan, Tom Davison, John Windle, Hayley Wardle, Flora Joyce and Bev Miller

Key Points: Cost benefit analysis of DAAS entering into the DRP, Strategic Direction within DAAS Haley Wardle appointed as a Trustee

17 August 2017 Present: Neil Swanwick, Tom Davidson, John Windle, Hayley Wardle, Bev Miller and Paul Beeson

Key Points: Approval of Accounts, Information Governance Tool Kit, DRP update

20 September 2017 Present: Neil Swanwick, Gill Sullivan, Flora Joyce and Tom Davidson

Key Points: AGM. Big Lottery Funding success, HUB referrals

19 October 2017 Present: Neil Swanwick, Gill Sullivan, Geoff Link and Paul Beeson

Key Points: DRP Launch event , Finance report and reserves analysis, Information Governance

15 November 2017 AGM and DRP Launch

15 February 2018Present: Neil Swanwick, Tom Davidson, Gill Sullivan, Flora Joyce, John Windle, Hayley Wardle, Bev Miller

and Geoff Link

Key Points: Resilience Building Day – Feedback discussed, Activity Report, Information Governance sub-committee, Trustee Development, Approval of HALO database expenditure approved., Re-appointment of Trustee, Geoff Link.

22 March 2018

Present: Neil Swanwick, Flora Joyce, John Windle, Bev Miller, Paul Beeson and Geoff Link

Key Points: Strategy Development, DRP Board Meeting, 2018/2019 Budget agreed



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Chairman’s Report

I am pleased to present the Annual Report of the Derbyshire Alcohol Advice Service for the financial year ending 31 March 2018. This is the third report of DAAS as a Charitable Incorporated Organisation (CIO)

As usual, the report contains information about the activities of the service over the last year, including:

1. Key issues discussed and policy determined at Executive Committee meetings of the trustees with senior managers, including the development of the Derbyshire Recovery Partnership;

2. The Service Manager’s Report including information on the activity and referrals to the service, reports on achievement of contract targets, clinical outcomes for clients, satisfaction surveys and examples of comments received;

3. Reports from staff on key projects and aspects of our service, including the development of “Stand To”, our innovative project to support armed forces veterans (now the subject of significant Lottery funding), and our continued support for Recovery work;

4. Training, promotional, and networking activities;

5. Financial report and the Annual Accounts.

We have also included the Charitable Objects and the Values of the organisation. These describe not only what we are about and what we want to achieve but how we work.

These reports are supplemental to the Report and Accounts which are required to be submitted to the Charities Commission and give some insight into the wide range of activities undertaken to support the aims of the organisation.

We have completed the first year of providing, as part of the Derbyshire Recovery Partnership, an innovative integrated Substance Misuse service. As described in the Service Manager’s Report, this has been very challenging for staff but all responded to ensure client care was maintained. Despite increased demands and new ways of working, we are able to show we continued to provide rapid support for clients, responsive to their needs, of high quality with good outcomes and with excellent client satisfaction.

This major change required excellent leadership provide as always by Elaine Handley and I am indebted to the leadership and management provided by Elaine and the advice she provides to the Executive Committee.

On behalf of the Executive Committee I would also wish to thank all of the staff and volunteers for their hard work and dedication.

The Annual Accounts demonstrate yet again that we are in a sound financial state with a healthy balance sheet and reserves to cover most contingencies. These reserves have appropriately increased to maintain the necessary working capital as our turnover has grown and we are well placed to manage the potential risks associated with the lease and re-tendering. We are in a period of significant constraint on public expenditure and need to manage our finances prudently and ensure we continue to offer value for money as well as high quality services with effective outcomes for clients.

I am pleased that the audit of accounts produced by Winter & Co has again provided a “clean bill of health” and an unqualified audit opinion.

My thanks are due to Treasurer, Paul Beeson and Finance and Business Manager, Laura Cain, ably supported by the administrative team for ensuring the production of the financial reports to the committee, effective budget management, sound financial systems and the production of the Annual Accounts.



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The Executive Committee are the Trustees of the organisation working with the Senior Managers, and are ultimately responsible for controlling the administration and management of the Charity. As such, we need to ensure that it remains solvent and delivers the outcomes for the benefit of the people for which it was established. This includes

• Ensuring compliance – with Charity Law, with the rules and purposes of the organisation, with other legislation (including employment law, and health and safety legislation) and ensuring we act with integrity, avoid conflicts of interest and misuse of charity funds;

• A duty of prudence – ensuring we remain solvent, use funds wisely to further the purpose of the charity, and avoid undue risks;

• A duty of care – using trustee’s personal knowledge and experience to ensure the charity is well run and efficient, seeking professional advice where needed.

The Chair and Trustees regularly receive reports on the activities of the organisation throughout the year as well as in this annual report and have regard to the Charity Commission guidance on public benefit. We remain satisfied that we continue to meet our Charitable aims and devote our resources entirely towards achieving them.

The recruitment of new trustees in Paul Beeson, Bev Miller and Hayley Wardle has further strengthened the skills and experience of the Executive Committee and ensures we can oversee good governance.

I would like to thank the members of the Executive Committee for their advice, support and hard work in meeting their responsibilities. This year has again been especially challenging and their unpaid commitment is invaluable. The Trustees collectively bring a range of experience and insight to support the organisation.

Neil Swanwick - Chairman



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DAAS Service Manager Report 2017-18

We have now completed our first full year of operation as part of Derbyshire Recovery Partnership (DRP). The year has been challenging for all involved. Key difficulties have been in the implementation of the appropriate IT systems in order to process referrals coming into our HUB, and to ensure onward referral and allocation to DRP key workers. All members of the HUB team headed up by Carita Shaw, worked tirelessly to ensure that the response they provided to callers was not affected by the issues we were experiencing “behind the scenes” in gaining access to SystmOne (the NHS data base used across the partnership) and in ensuring that appointments were allocated by DRP key workers within the required contractual time frame. The HUB team had much to learn about drug use, its effects, street trends and risks which involved working through the policies and protocols, consumption methods and legality issues, of an ever changing and evolving local and national picture of drug use. They were very well supported throughout by Alison Scott (deputy manager) who continues to ensure HUB staff receive ongoing training and a high level of clinical and risk management support. All of these initial difficulties were managed against some very frustrating technical difficulties, in gaining connection via N3 to the NHS Trust patient data base SystmOne. The team were required to work very hard together to ensure that vital client information was recorded and that client transfers from the previous service provision were processed on SystmOne accurately and within specified time frames. The HUB team were under a great deal of pressure at this time however managed to work through all of the issues, with very little detriment to service users and the high quality response they have provided for callers. Feedback has been excellent and I thank all involved for working so hard along with our partners within DRP.

Call volume through the HUB in the first quarter of operation was at an all-time high; clients enquiring about their appointments, where they were to be seen and gaining appropriate permissions from them, chasing prescriptions, establishing Information sharing protocols, dealing with enquiries from family members, GP’s, consultants, prescribing nurses, social care and a range of other health care professionals were just some of the issues that the HUB team were faced with each day. Using systems they were unfamiliar with and which were often not working correctly due to connection issues, added to their frustration. However the team worked through all the problems which thankfully by Q3/4 began to settle and resolve. Each and every one of them cannot be thanked enough for their considerable effort and patience at this time.

The managers of DAAS, Phoenix Futures, Derbyshire Health Care Foundation Trust and Intuitive Thinking Skills (services which make up the DRP) worked hard together to address the early challenges faced across the partnership. We addressed the issues with a mutual respect and support for each and the high quality services we each provide. Fig (i)

Inbound HUB calls 2017-18 total Q1 Q2 Q3 Q4

TOTAL CALLS 1,729 2,418 2,389 2,221 8,757

We have tried to ensure that co-operative and supportive relationships like these are mirrored throughout the partnership with staff encouraged to share practice, work from the same bases as their Phoenix colleague, meet regularly with them and work together with a shared aim to ensure clients gain the very best from all that our partnership has to offer them. From the beginning, their entry through the HUB and onwards to discharge and recovery, DRP has worked hard to ensure that post discharge clients have a range of services available to support their recovery. Clients are accessing sports services such as Inspire, nature and countryside services, (RTN) ITS thinking skills and preparing for work courses, Rhubarb Farm and are also accessing complimentary therapies and group work. As the year has progressed our HUB team have worked alongside ITS to develop a pathway for those clients who are referred via the HUB but who do not feel ready to engage in treatment. These courses have been well attended resulting in positive engagement with ITS and either onward referral into recovery group support or when needed into DRP treatment services. We thank Dave from ITS for his unwavering enthusiasm and skill in engaging service users in the ITS programmes.

As a management partnership team we continue to meet on a monthly basis to address any business, operational, technical or personnel issues and to ensure contractual targets are being met. Together we review any feedback or complaints which have been made, and ensure appropriate Information Governance, Operational and clinical policies and protocols

0

500

1,000

1,500

2,000

2,500

3,000

Q1 Q2 Q3 Q4 average

Telephone calls received through DAAS HUB 2017-18



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We have tried to ensure that co-operative and supportive relationships like these are mirrored throughout the partnership with staff encouraged to share practice, work from the same bases as their Phoenix colleague, meet regularly with them and work together with a shared aim to ensure clients gain the very best from all that our partnership has to offer them. From the beginning, their entry through the HUB and onwards to discharge and recovery, DRP has worked hard to ensure that post discharge clients have a range of services available to support their recovery. Clients are accessing sports services such as Inspire, nature and countryside services, (RTN) ITS thinking skills and preparing for work courses, Rhubarb Farm and are also accessing complimentary therapies and group work. As the year has progressed our HUB team have worked alongside ITS to develop a pathway for those clients who are referred via the HUB but who do not feel ready to engage in treatment. These courses have been well attended resulting in positive engagement with ITS and either onward referral into recovery group support or when needed into DRP treatment services. We thank Dave from ITS for his unwavering enthusiasm and skill in engaging service users in the ITS programmes.

As a management partnership team we continue to meet on a monthly basis to address any business, operational, technical or personnel issues and to ensure contractual targets are being met. Together we review any feedback or complaints which have been made, and ensure appropriate Information Governance, Operational and clinical policies and protocols are in place and being adhered to. This meeting feeds into the DRP project board which meets quarterly to address any escalated concerns or issues and to ensure compliance and accountability.

IBA Training

As part of our contractual remit within DRP, DAAS also provides IBA substance misuse training and a substance misuse counselling service. Statistics relating to these provisions can be seen in (fig 2) Further detail is provided in specific reports. Our excellent training team members, Carita and Teresa were joined this year by Ross who is a very welcome addition to our team. He has previously worked in young people’s services and has worked with substance misuse issues.

All DRP staff have undertaken a wide range of substance misuse training in order to bring them up to speed and to learn about the substance use that they had not previously worked with. Our training team have increased their knowledge base considerably, through undertaking their own specialist training, shadowing Phoenix key workers and working alongside the HUB. This has ensured that the new courses they deliver reflect a consistent message across the partnership and include the very latest information on substance misuse. The team now offer alcohol-only IBA training (Identification for brief advice) substance misuse awareness and IBA and working with families affected by substance misuse. Other courses in line with DAAS diversification strategy are being developed following customer market research. Evaluation and feedback on the training provided is excellent and numbers attending continue to exceed targets.

DAAS counselling service

Our counselling team have received a steady flow of referrals from DRP key workers; again feedback and outcomes from the counselling provided are very positive. Initial difficulties in ensuring that all counsellors can access SystmOne to record client counselling and record risk appropriately have taken most of the first year to work through and are now working well. This is in no small way down to the perseverance of Alison Scott who has provided a high level of support to counsellors. Luckily numbers referred were slow to build at the beginning of the year as clients were still undertaking their key work element of treatment. However referrals are now are increasing and most counsellors have full caseloads. Alison is working hard to ensure onward referral and effective caseload management is in place in order to avoid the need to implement a waiting list. We are also in the process of working towards gaining BACP accreditation for the counselling service which will validate further the excellent service provided by our team of highly trained and professional counsellors.

CRAFT family work (Community Reinforcement And Family Training)

DAAS has also taken a key role in the provision of services for families affected by substance misuse through delivery of the CRAFT family programme. DAAS already had delivered our RAFT (relatives and friends together programme) for alcohol clients for many years.



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Our staff were keen to undertake CRAFT training in order to increase and develop these skills in line with the programme and extend them through the new DRP model to families affected by substance misuse. One of our workers Tom became accredited by Positive Practice and is working towards offering staff within DRP training to accreditation level. He will also provide supervision and learning support where needed. If the relative of a service user asks for help, and their loved one is already in treatment, they are referred to the DRP key worker who will work with both parties to improve engagement and communication between them. If however a family member refers themselves and their loved one isn’t in treatment, they will be offered the full CRAFT programme which will help their understanding of substance misuse, improve their communication with the substance misuser and improve the ways in which they are making interventions with them. The CRAFT programme is well received by clients and we feel the model offers a very positive and consistent approach for family members. Research has demonstrated improved outcomes for substance misusers whose close family members are engaged with them throughout their treatment journey. We look forward to further developments in this area. (Outcomes from CRAFT can be seen in fig (vi)

GDPR and IG (General Data Protection Regulations and Information Governance)

This year has also presented challenges to the senior management team as we have needed to implement new quality standards in order to meet new legislation through GDPR. This process has taken a great deal of time, and we are pleased to report that we did achieve compliance within the required time frame. In addition to this as part of our gaining access to N3 connection and SystmOne we have to have a complete IG (information governance toolkit). This has been (and continues to be) a very lengthy and involved process, but it does ensure that we have everything in place to ensure that we manage the client/patient and sensitive staff information we hold, process and share in an appropriate manner to minimise risk of breach. We achieved completion of version 14 of the toolkit in March 2018 but now have the new 14.1 toolkit to complete in order to achieve NHS compliance. This is clearly work in progress!

Big Lottery funding for STAND TO

As we were successful earlier in the year in gaining lottery funding for our STAND TO veteran project we were required to conduct a BIG Lottery resilience building exercise. This process required DAAS to engage an external facilitator to hold an event to include a “SWOT” and “PESTEL” analysis, explore our organisational values and mission statement, develop a diversification strategy, and develop a skills and knowledge matrix within the service to ensure we have the correct governance and staffing to achieve our organisational aims. We also gained feedback and views from the staff on our proposed business strategy moving forward, working in groups to look at areas of potential development in each strand of the service provision we deliver. Views were incorporated into a presentation I provided for staff and board members and will form part of a key resilience building report and strategic plan to be submitted to the Big Lottery. This will inform the business and diversification plan of DAAS 2018 and onwards. Once complete both documents will be published on our website. The day was enjoyable and offered the opportunity for staff and board members to reflect on the success of our service, acknowledge and prepare for the risks, and assess the skills and knowledge we have and need in order to sustain and move our business forward.

We were sorry this year to say good bye to Liam our counsellor in the south of the county, but welcome Tanya his able replacement. We also said goodbye to Andy Wicks the STAND TO project leader who sadly left the project. However Jane Lawther joined by our new STAND TO Hub worker Gemma has ensured that all statistics are up to date, the launch of the project is organised and clients and professionals are contacted and services re-instated. I thank both Jane and Gemma and Andy Hazard the STAND TO project worker for their hard work during this difficult time. A full STAND TO report will be included in this Annual Report

Lastly a big thank you to our board of trustees who have supported me and the staff team so well throughout the year. They offer a high level of support, skill and knowledge and all of this provided in their own time. I thank Neil for his time, tolerance, patience and support throughout a very challenging year.

Elaine Handley - DAAS Service Manager



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DAAS DRP Year to date Key activity summary. (Further detail on IBA training and outcomes, will be included in the Training team report)

DAAS DRP Year to date Key activity summary. (Further detail on IBA training and outcomes, will be included in the Training team report) (Fig ii)

Q1 Q2 Q3 Q4 Y to date target Numbers trained in IBA for alcohol and drugs full day

197 156 138 122 613 500

Numbers trained non evaluated training and short talks

26 132 64 184 406 N/T

Numbers trained sub misuse families 31 29 0 0 60 N/T % trained with increased confidence to make BI

89% 89% 93% 94% Av.92% 85%

Promotional events attended by DAAS 6 6 8 4 24 Number of total referrals through HUB 879 860 833 545 3,117 Number of phone calls to HUB 1,729 2,418 2,389 2,221 8,757 Number of referrals received into DAAS counselling service

64 92 103 116 375

Number of counselling sessions offered 68 371 396 573 1408 % number of counselling sessions attended

65% 64% 56% 61% 62%

Number of CRAFT referrals into DAAS counselling

27 25 22 13 87

Number of CRAFT sessions provided by DAAS 31 64 40 60 195

%Successful completions CRAFT 94% 100% 89% 90% 94%

HUB Referral Data: Year to date 2017/2018 Fig (iii)

Numbers of DRP referrals processed through HUB

Drug users Referred to DRP

Alcohol users Referred to DRP

HUB BI’s provided to substance users and carers

HUB BI’s provided to professionals

CRAFT referrals To DAAS

Referrals to DAAS counselling service

Referrals to STAND TO

Criminal Justice referrals DRP

Amber valley 147 351 38 3 15 87 6 46

Bolsover 107 212 5 0 10 14 8 23

Chesterfield 238 382 37 0 14 65 25 78

Derbyshire Dales 44 134 4 0 7 26 4 9

Erewash 167 355 16 4 16 86 7 50

Glossop/HPeak 110 254 12 1 10 52 6 26

N.E. Derbyshire 97 209 2 0 11 13 9 15

South Derbyshire 95 171 2 0 4 32 5 20

Out of area/nk 5 5 232 Area n/k

42 Area n/k

0 0 0 3

No fixed abode 26 8 0 0 0 0 0 13

TOTAL 1036 2081 402 50 87 375 70 283

HUB Referral Data: Year to date 2017/2018

DAAS DRP Year to date Key activity summary. (Further detail on IBA training and outcomes, will be included in the Training team report) (Fig ii)

Q1 Q2 Q3 Q4 Y to date target Numbers trained in IBA for alcohol and drugs full day

197 156 138 122 613 500

Numbers trained non evaluated training and short talks

26 132 64 184 406 N/T

Numbers trained sub misuse families 31 29 0 0 60 N/T % trained with increased confidence to make BI

89% 89% 93% 94% Av.92% 85%

Promotional events attended by DAAS 6 6 8 4 24 Number of total referrals through HUB 879 860 833 545 3,117 Number of phone calls to HUB 1,729 2,418 2,389 2,221 8,757 Number of referrals received into DAAS counselling service

64 92 103 116 375

Number of counselling sessions offered 68 371 396 573 1408 % number of counselling sessions attended

65% 64% 56% 61% 62%

Number of CRAFT referrals into DAAS counselling

27 25 22 13 87

Number of CRAFT sessions provided by DAAS 31 64 40 60 195

%Successful completions CRAFT 94% 100% 89% 90% 94%

HUB Referral Data: Year to date 2017/2018 Fig (iii)

Numbers of DRP referrals processed through HUB

Drug users Referred to DRP

Alcohol users Referred to DRP

HUB BI’s provided to substance users and carers

HUB BI’s provided to professionals

CRAFT referrals To DAAS

Referrals to DAAS counselling service

Referrals to STAND TO

Criminal Justice referrals DRP

Amber valley 147 351 38 3 15 87 6 46

Bolsover 107 212 5 0 10 14 8 23

Chesterfield 238 382 37 0 14 65 25 78

Derbyshire Dales 44 134 4 0 7 26 4 9

Erewash 167 355 16 4 16 86 7 50

Glossop/HPeak 110 254 12 1 10 52 6 26

N.E. Derbyshire 97 209 2 0 11 13 9 15

South Derbyshire 95 171 2 0 4 32 5 20

Out of area/nk 5 5 232 Area n/k

42 Area n/k

0 0 0 3

No fixed abode 26 8 0 0 0 0 0 13

TOTAL 1036 2081 402 50 87 375 70 283



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DAAS Counselling Service Outcomes:

PHQ9 and GAD7 scores entry and at exit:

GAD 7 under 5 no anxiety 5-10 mild anxiety 10-15: Moderate anxiety. 15+ severe anxiety

PHQ9: mild depression. 5-10, 10-15 moderate depression 15-20 moderately severe 20 + severe depression

DAAS Counselling Service Outcomes: PHQ9 and GAD7 scores entry and at exit: GAD 7 under 5 no anxiety 5-10 mild anxiety 10-15: Moderate anxiety. 15+ severe anxiety PHQ9: mild depression. 5-10, 10-15 moderate depression 15-20 moderately severe 20 + severe depression Fig (iv)

Q2 Q3 Q4 Year to date average Anxiety levels Start End Start end start end start end change GAD7 average score.

16 12 16.5 10 14 10 15.5 10 5.5

PHQ 9 average score.

17 14 16.5 12 16 11 16.75 12 4.75

PHQ 9 and GAD7 summary year Q2-Q4 to date: Fig (v)

Numbers entering counselling with severe anxiety

46 Numbers leaving counselling with severe anxiety

12

Numbers entering counselling with moderate anxiety

18 Numbers leaving with moderate anxiety 14

Numbers entering counselling with no/mild anxiety

5 Numbers leaving counselling with no/mild anxiety

24

Numbers entering counselling with severe depression

24 Numbers leaving counselling with severe depression

6

Numbers entering counselling with moderately severe depression

20 Numbers leaving counselling with moderately severe depression

7

Numbers entering counselling with moderate depression

14 Numbers leaving counselling with moderate depression

5

Numbers entering counselling with mild depression

11 Numbers leaving counselling mild depression

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% clients entering treatment in* “caseness” GAD7

77% Numbers leaving treatment in full recovery GAD7

52%*

% clients entering treatment in “caseness “PHQ9

75% Numbers leaving treatment in partial recovery GAD7

30%*

Numbers leaving treatment in full recovery PHQ9

52%*

Numbers leaving treatment in partial recovery PHQ9

17%*

Average of 25% not in caseness at referral so do not qualify for full or partial recovery. Av 10% did not complete, or dropped out. *caseness is the IAPT definition of anxiety and depression levels indicating a requirement for talking therapies.

PHQ 9 and GAD7 summary year Q2-Q4 to date:

DAAS Counselling Service Outcomes: PHQ9 and GAD7 scores entry and at exit: GAD 7 under 5 no anxiety 5-10 mild anxiety 10-15: Moderate anxiety. 15+ severe anxiety PHQ9: mild depression. 5-10, 10-15 moderate depression 15-20 moderately severe 20 + severe depression Fig (iv)

Q2 Q3 Q4 Year to date average Anxiety levels Start End Start end start end start end change GAD7 average score.

16 12 16.5 10 14 10 15.5 10 5.5

PHQ 9 average score.

17 14 16.5 12 16 11 16.75 12 4.75

PHQ 9 and GAD7 summary year Q2-Q4 to date: Fig (v)

Numbers entering counselling with severe anxiety

46 Numbers leaving counselling with severe anxiety

12

Numbers entering counselling with moderate anxiety

18 Numbers leaving with moderate anxiety 14

Numbers entering counselling with no/mild anxiety

5 Numbers leaving counselling with no/mild anxiety

24

Numbers entering counselling with severe depression

24 Numbers leaving counselling with severe depression

6

Numbers entering counselling with moderately severe depression

20 Numbers leaving counselling with moderately severe depression

7

Numbers entering counselling with moderate depression

14 Numbers leaving counselling with moderate depression

5

Numbers entering counselling with mild depression

11 Numbers leaving counselling mild depression

11

% clients entering treatment in* “caseness” GAD7

77% Numbers leaving treatment in full recovery GAD7

52%*

% clients entering treatment in “caseness “PHQ9

75% Numbers leaving treatment in partial recovery GAD7

30%*

Numbers leaving treatment in full recovery PHQ9

52%*

Numbers leaving treatment in partial recovery PHQ9

17%*





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Evaluation – CRAFT family member’s outcomes Evaluation – CRAFT family member’s outcomes Fig (vi)

Q1-Q4 Score out of 8AV Before Av After difference

Improved:

Question 1Understanding physical effects drugs/alcohol 4.64 7.91 3.27

Question 2Understanding psychological effects drugs/alcohol 4.73 7.91 3.18

Question 3 Relationship with other family members 4.82 6.91 2.09

Question 4 Social Functioning 4.27 6.55 2.77Question 5 Relationship with substance user 3.64 6.27 2.64

Overall average 4.37 6.91 2.55Question 6 Substance misuser in treatment. 1 6 5*

*9 substance misusers are known to have entered treatment following family member CRAFT.

CRAFT programme Q2- Q4

Qualitative outcomes: CRAFT questionnaires

Can’t recommend this enough

Feel that I am more in control of my life

Feel much healthier and happier

My son has now accessed DRP and is in treatment and doing well

Qualitative Outcomes: DRP counselling questionnaires

Counselling has been amazing, never thought it would make such a difference Everyone very helpful and skilled Great service would definitely recommend to others My counsellor was fantastic, never judged really understood I would definitely recommend her to anyone I feel much better, both anxiety levels and low mood have improved. I feel healthier and happier and more motivated to maintain changes




Evaluation – CRAFT family member’s outcomes Fig (vi)


Improved:















Evaluation – CRAFT family member’s outcomes Fig (vi)


Improved:


















14

Fig (vii)

DAAS Customer Satisfaction 2017/18

Question/Statement AgreeNot Sure Disagree N/A

Not Given

Feel more in control of drug/alcohol use 76% 7% 7% 6% 6%Have become more aware of blocks to recovery from drug/alcohol use 80% 12% - 4% 4%Counselling has helped to change alcohol/drug habits and patterns 85% 7% 3% 6% 2%Feel more able to identify times when more likely to drink/use drugs 85% 15% -

-

-

Feel less anxious 57% 20% 3% 10% 10%Feel less depressed 54% 20% 4% 12% 10%Feel in more control of life 65% 26% 2% 2% 5%

The venue was appropriate for purpose 92% 2% 2% 3% -

Greeting from reception staff was friendly and helpful 100% - -

-

-

Information sheets/self-help tools useful 73% 7% 2% 12% 6%Confidence to remain on track with recovery has increased since receiving counselling support 74% 12% 7% 4% 3%

You had sufficient sessions 77% 11.50% 11.50% -

-

You would feel able to return to counselling if you were experiencing further problems and how to arrange 96% - 4%

-

-

You would recommend the counselling service as a way to support your recovery 93% 3% 4%

-

Informed and understand information is protected and maybe shared if risk 74% 10% 5%

- 11%



15

Derbyshire Alcohol Advice Service Veteran Project

During the last year we were fortunate to have Andy Wicks on board as Project Development Officer, who was not only a veteran but had experience of setting up and working with a similar alcohol support project. Andy had to return home to Norfolk but would like to pass on “a big thank you to his team and to staff at DAAS & our DRP partners for their kindness and the passion which everyone has within the organisation.”STAND TO is grateful to have received continuing funding from Lloyds Bank Foundation which has supported an alcohol worker post to work in and around Derbyshire. New grants from the Royal British Legion for our STAND TO CRAFT strand working with the families of our Veterans, from Derbyshire Police Crime Commissioner to support veterans with anger management issues in Bolsover and the surrounding area together with a contribution from Derbyshire County Council.This funding has enabled us to recruit additional new team members, Andy Hazard ex-army who has experienced some of the issues faced by service personnel during their career, Christina who had previously worked with veterans who then replaced by Jane and has a wealth of experience both within the armed forces community and supporting clients with alcohol misuse issues.We have also been very privileged to receive a substantial National Lottery Reaching Communities Grant which commenced in Nov 2017 making our STAND TO veteran project sustainable for the next three years. Helping us to expand the team further by recruiting a much needed administrator Gemma who joined us and has already proved herself to be an asset. Another valuable resource for the service was the introduction of a new initiative to purchase from Derbyshire Healthcare NHS Foundation Trust and trial a number of clinical hours for a dedicated substance misuse nurse, Caroline, which has already had a huge impact enabling us to fast track clients into treatment for home detox and relapse prevention medication when identified. We have achieved a great deal over the last year for such a small team, both in raising the profile of STAND TO through numerous promotional events across the County i.e. Poolsbrook Armed Forces weekend, professional networking opportunities and public awareness displays to inform members & local communities of the service but also increasing the number of veteran referrals and beneficiaries as a result. We have had a total rebranding and new promotional materials with input from the team and our clients, which we feel reflect a more prominent military style approach for easier recognition and includes a new banner, leaflets, merchandise with plans to expand our social media presence.Recently we have commenced two new support groups named by clients “the MESS” (Mutual Ex Services Support); one in Chesterfield office and the other is held at Growing Lives at Ilkeston. These supportive meetings are proactively designed to engage with and bring together our Veteran community helping those with isolation and self-esteem issues.Part of supporting a client’s recovery is about helping them to feel part of the civilian community which led us to organise some social events, a fishing trip to Ladybower reservoir this was an amazing day bringing together strangers from around the county united with the same common bond and esprit de corps. This proved a great success and everyone took home a trout for their tea. For the future we plan to hold an abseiling event for clients and any interested parties who would like to join us with ABF The Soldiers’ Charity and continue developing close working partnerships to help engage with veteran communities.Over that last year as a result of the collective support we have received from funders we have been able to support a further 73 Veterans and over 110 beneficiaries from within Derbyshire with new referrals being received every week from across the County, the majority being from within Chesterfield. Findings have shown that whilst a high percentage of those referred to service either by self or third party agencies were male the exact opposite was found and that it was predominately females who accessed our CRAFT families’ project to support affected others.

Derbyshire Alcohol Advice Service Veteran Project During the last year we were fortunate to have Andy Wicks on board as Project Development Officer, who was not only a veteran but had experience of setting up and working with a similar alcohol support project. Andy had to return home to Norfolk but would like to pass on “a big thank you to his team and to staff at DAAS & our DRP partners for their kindness and the passion which everyone has within the organisation.” STAND TO is grateful to have received continuing funding from Lloyds Bank Foundation which has supported an alcohol worker post to work in and around Derbyshire. New grants from the Royal British Legion for our STAND TO CRAFT strand working with the families of our Veterans, from Derbyshire Police Crime Commissioner to support veterans with anger management issues in Bolsover and the surrounding area together with a contribution from Derbyshire County Council. This funding has enabled us to recruit additional new team members, Andy Hazard ex-army who has experienced some of the issues faced by service personnel during their career, Christina who had previously worked with veterans who then replaced by Jane and has a wealth of experience both within the armed forces community and supporting clients with alcohol misuse issues. We have also been very privileged to receive a substantial National Lottery Reaching Communities Grant which commenced in Nov 2017 making our STAND TO veteran project sustainable for the next three years. Helping us to expand the team further by recruiting a much needed administrator Gemma who joined us and has already proved herself to be an asset. Another valuable resource for the service was the introduction of a new initiative to purchase from Derbyshire Healthcare NHS Foundation Trust and trial a number of clinical hours for a dedicated substance misuse nurse, Caroline, which has already had a huge impact enabling us to fast track clients into treatment for home detox and relapse prevention medication when identified. We have achieved a great deal over the last year for such a small team, both in raising the profile of STAND TO through numerous promotional events across the County i.e. Poolsbrook Armed Forces weekend, professional networking opportunities and public awareness displays to inform members & local communities of the service but also increasing the number of veteran referrals and beneficiaries as a result. We have had a total rebranding and new promotional materials with input from the team and our clients, which we feel reflect a more prominent military style approach for easier recognition and includes a new banner, leaflets, merchandise with plans to expand our social media presence.



16

Recently we have commenced two new support groups named by clients “the MESS” (Mutual Ex Services Support); one in Chesterfield office and the other is held at Growing Lives at Ilkeston. These supportive meetings are proactively designed to engage with and bring together our Veteran community helping those with isolation and self-esteem issues.

Part of supporting a client’s recovery is about helping them to feel part of the civilian community which led us to organise some social events, a fishing trip to Ladybower reservoir this was an amazing day bringing together strangers from around the county united with the same common bond and esprit de corps. This proved a great success and everyone took home a trout for their tea. For the future we plan to hold an abseiling event for clients and any interested parties who would like to join us with ABF The Soldiers’ Charity and continue developing close working partnerships to help engage with veteran communities.

Over that last year as a result of the collective support we have received from funders we have been able to support a further 73 Veterans and over 110 beneficiaries from within Derbyshire with new referrals being received every week from across the County, the majority being from within Chesterfield. Findings have shown that whilst a high percentage of those referred to service either by self or third party agencies were male the exact opposite was found and that it was predominately females who accessed our CRAFT families’ project to support affected others.

Significant differences within the STAND TO client group were seen in the higher levels of weekly units consumed at entry to Service. STAND TO clients typically presented drinking between 41 – 100 units weekly with a small % of clients consuming over 300+.

0

5

10

15

20

25

30

18 - 24 25 - 34 35 - 44 45 - 54 55 - 64 65 - 80 80 +

STAND TO referrals by age rangeApril 2017 to March 2018

8% 8%

25%

10%20%

12%10% 7%

STAND TO referrals by locality April 2017- 2018

AMBER VALLEY

BOLSOVER

CHESTERFIELD

DERBYSHIREDALESEREWASH

HIGH PEAK

NORTH EASTDERBYSHIRESOUTHDERBYSHIRE

Significant differences within the STAND TO client group were seen in the higher levels of weekly units consumed at entry to Service. STAND TO clients typically presented drinking between 41 – 100 units weekly with a small % of clients consuming over 300+.

Veteran feedback “Having a project worker has given me a focus and drive to stay abstinent”. “The service is brilliant thank you”. “Without the input you have put in me I don’t know what I would have done”. “Having someone to talk to has boosted my confidence and self esteem”. “The longer I remain sober the more my confidence increases”. “I think STAND TO and there support workers are doing a fantastic job. Both my confidence and self esteem have improved massively thanks to my project worker. I gained the strength to say No! I’ve had enough and to pass on the offer of alcohol. All this has led to a promotion with the company I’m working for. My Project worker has been great in supporting me and my wife through a difficult time”.

Together with our clients we would like to thank everyone for their valuable ongoing support as it wouldn’t have been possible to deliver the STAND TO service without it and we look forward to continuing and developing our partnerships over the coming years.

Alison Corbett – Project Management Support Officer

19%

50%

25%6%

STAND TO clients dischargedApril 2017 - March 2018

Controlled drinking

Alcohol Free

Reduced drinking

Not Known

No of Alcohol

Units Consumed

Weekly

No. of Clients on Entry

No. of Clients on

Exit

0 5 37 1 - 14 2 5

15 - 28 5 3 29 - 40 4 2

41 - 100 17 5 101- 300 24 8

301- 500+ 3 1

Veteran feedback “Having a project worker has given me a focus and drive to stay abstinent”.“The service is brilliant thank you”.“Without the input you have put in me I don’t know what I would have done”.“Having someone to talk to has boosted my confidence and self esteem”.“The longer I remain sober the more my confidence increases”.“I think STAND TO and there support workers are doing a fantastic job. Both my confidence and self esteem have improved massively thanks to my project worker. I gained the strength to say No! I’ve had enough and to pass on the offer of alcohol. All this has led to a promotion with the company I’m working for. My Project worker has been great in supporting me and my wife through a difficult time”.

Veteran feedback “Having a project worker has given me a focus and drive to stay abstinent”. “The service is brilliant thank you”. “Without the input you have put in me I don’t know what I would have done”. “Having someone to talk to has boosted my confidence and self esteem”. “The longer I remain sober the more my confidence increases”. “I think STAND TO and there support workers are doing a fantastic job. Both my confidence and self esteem have improved massively thanks to my project worker. I gained the strength to say No! I’ve had enough and to pass on the offer of alcohol. All this has led to a promotion with the company I’m working for. My Project worker has been great in supporting me and my wife through a difficult time”.



19%

50%

25%6%

STAND TO clients dischargedApril 2017 - March 2018

Controlled drinking

Alcohol Free

Reduced drinking

Not Known

No of Alcohol

Units Consumed

Weekly

No. of Clients on Entry

No. of Clients on

Exit

0 5 37 1 - 14 2 5

15 - 28 5 3 29 - 40 4 2

41 - 100 17 5 101- 300 24 8

301- 500+ 3 1





17

Veteran Families Affected by Substance Misuse Pilot ProjectCRAFT © programme (Community Reinforcement Family Training)

With the help of a grant from the Royal British Legion, we were able to fund a part-time STAND TO Alcohol Key Worker position to undertake a research pilot over a 12 months period. Their role was to promote and host four family alcohol awareness raising workshops across Derbyshire county and provide three initial one-one sessions with affected families.

Whilst the pilot has shown that families are reluctant to take part in the workshops possibly due to stigma and fear, feedback from those who did attend stated they had found them very useful and reassuring to meet other families who were in similar situations.

Project outcomes achieved;

Veteran family members gain increased awareness and improved knowledge of alcohol impact and dependency in their loved ones.

Families’ who completed the CRAFT programme had improved confidence in using effective behavioural and motivational strategies for interacting with their drinking family member to maximise engagement.

Families had improved emotional health and well-being through adopting self-care management skills and domestic violence precautions.

In addition as a direct result of the the engagement of their family member with the CRAFT project we have seen increased numbers of veterans going on to access treatment from the STAND TO alcohol misuse support service.

Veteran Families Affected by Substance Misuse Pilot Project CRAFT © programme (Community Reinforcement Family Training)

Funded by








Project feedback has been very encouraging…

77% of participants reported a better understanding of the physical and psychological effects of alcohol on individuals. 72% reported their relationships with the substance user had improved with 60% personally feeling better and more able to function as a result of the counselling/support they had received.

The help and support from The Royal British Legion to fund this pilot project has been invaluable in enabling us to support the families of veterans affected by alcohol misuse. Helping to create lifelong changes not only for the family members’ own personal health and wellbeing but by providing a greater understanding of alcohol addiction and the support they are able to offer their loved ones to help overcome it.

Report Jane Lawther - STAND TO CRAFT Worker

Funded by

Veteran Families Affected by Substance Misuse Pilot Project CRAFT © programme (Community Reinforcement Family Training)

Funded by











Report Jane Lawther - STAND TO CRAFT Worker




Jane Lawther - STAND TO CRAFT Worker



18

STAND TO Anger Management Project 2017 – 2018

A dedicated project providing support to ex-armed forces living in Bolsover district/area with alcohol problems to reduce the incidence of anger/violence and associated harm. Evidence linking alcohol induced crime and harm with service men is documented by the findings that 9.1% of the UK prison population had a “Service” history, equating to 8,500… involved in the criminal justice system (Source britishlegion.org.uk/media/2280)

Early interventions aimed to reduce offending or further re –offending with the opportunity to liaise with a number of partner agencies/services providing advice, signposting, information and awareness raising for veteran support services in the community. Facilitate opportunities for veterans to make positive changes, improve their lives, and link with other veterans to share common issues and problems which are specific to ex-armed forces personnel.

Overall the project has been very successful, with interventions and referrals having significant life changing results for some clients. Homelessness has been averted in some cases and other veterans facing financial hardship had their rent/mortgage arrears cleared with support from SSAFA and the Royal British Legion grants.

Average alcohol unit consumption of 72 per week on entry has reduced to 28 units on exit.

The highest recorded units on entry were 364 units per week consumed.

Key outcomes achieved by the 36 Veterans and 72 dependents who engaged with the project:

• Reduced alcohol levels leading to improved physical and psychological health

• Improved relationships with families and friends

• Improved social networks and reduced feelings of isolation

• Increased self management of anger and awareness of the relationship between alcohol and anger.

Customer Feedback received was very positive:

• 100% of veterans felt it was important that STAND TO worker has Ex Forces knowledge.

• 86% had an increased awareness of risks to physical/emotional health and of how alcohol affects daily life.

• 86% felt their confidence to self manage their drinking and or remain abstinent has increased.

Veteran A) “this journey has been challenging and will continue however, i am a lot stronger mentally to handle difficult situations with the tools my caseworker has given me. it has been worth all the hard work and am looking forward to a positive future”

Veteran B) “getting in touch with stand to was one of the hardest and best moves i have ever made. i was at an all time low in my life and was in a mess with finances and my health. i was binge drinking as well to try and escape from all my problems. they referred me to the British Legion to help me with my financial situation which took a massive burden off my shoulders. i was referred to Talking Mental Health Derbyshire, i was suffering with anxiety and depression. i was also diagnosed with PTSD after 20 years of leaving the forces.”

Andy Hazard - STAND TO Alcohol Worker

Funded by

STAND TO Anger Management Project 2017 – 2018 Funded by

A dedicated project providing support to ex-armed forces living in Bolsover district/area with alcohol problems to reduce the incidence of anger/violence and associated harm. Evidence linking alcohol induced crime and harm with service men is documented by the findings that 9.1% of the UK prison population had a “Service” history, equating to 8,500… involved in the criminal justice system (Source britishlegion.org.uk/media/2280) Early interventions aimed to reduce offending or further re –offending with the opportunity to liaise with a number of partner agencies/services providing advice, signposting, information and awareness raising for veteran support services in the community. Facilitate opportunities for veterans to make positive changes, improve their lives, and link with other veterans to share common issues and problems which are specific to ex-armed forces personnel. Overall the project has been very successful, with interventions and referrals having significant life changing results for some clients. Homelessness has been averted in some cases and other veterans facing financial hardship had their rent/mortgage arrears cleared with support from SSAFA and the Royal British Legion grants. Average alcohol unit consumption of 72 per week on entry has reduced to 28 units on exit. The highest recorded units on entry were 364 units per week consumed. Key outcomes achieved by the 36 Veterans and 72 dependents who engaged with the project:

• Reduced alcohol levels leading to improved physical and psychological health • Improved relationships with families and friends • Improved social networks and reduced feelings of isolation • Increased self management of anger and awareness of the relationship between alcohol

and anger.

Customer Feedback received was very positive: • 100% of veterans felt it was important that STAND TO worker has Ex Forces knowledge. • 86% had an increased awareness of risks to physical/emotional health and of how

alcohol affects daily life. • 86% felt their confidence to self manage their drinking and or remain abstinent has

increased. Veteran A) “this journey has been challenging and will continue however, i am a lot stronger mentally to handle difficult situations with the tools my caseworker has given me. it has been worth all the hard work and am looking forward to a positive future” Veteran B) “getting in touch with stand to was one of the hardest and best moves i have ever made. i was at an all time low in my life and was in a mess with finances and my health. i was binge drinking as well to try and escape from all my problems. they referred me to the British Legion to help me with my financial situation which took a massive burden off my shoulders. i was referred to Talking Mental Health Derbyshire, i was suffering with anxiety and depression. i was also diagnosed with PTSD after 20 years of leaving the forces.

Andy Hazard - STAND TO Alcohol Worker



19

DAAS Resilience Building Strategy

Following on from last year’s Annual Report where we acknowledged the generous support of over 400K from The Big Lottery Reaching Communities Fund, we were able to continue delivering the much needed STAND TO Veteran Alcohol Support project for a further 3 years. Additional Reaching Communities funding was made available to enable us to look at resilience building for our organisation as a whole and its future development.

The first stage was to undertake an organisational strength review where we enlisted the help of an external consultant Neil Potentier and an Action Plan was agreed.

Next, in January 2018 a business away day was held where all Trustees and employees were invited and given the opportunity to take part in a series of workshops; SWOT analysis, PESTEL analysis and potential development areas. We reflected on DAAS’s previous track record with regards to what worked well, what didn’t and why. As a result of the workshops we identified existing strengths and areas to build capabilities through increasing our organisational skills, knowledge and confidence to deliver more effective and sustainable projects.

Following numerous enthusiastic discussions Neil left armed with the flip charts to make sense of our inspired innovations and collective thoughts to produce a summary of the workshops analysis and collate a list of the development opportunities identified for each of the 4 operational delivery strands within DAAS; HUB, Training, Counselling and STAND TO.

February saw the Management Team, conducting a VRIO (value, rarity, imitability, and organisation) and ROI (Return on Investment) exercises on the range of opportunities identified to establish a list of new priority objectives for each operational strand and those for long term considerations. These were then presented to and agreed by the board of Trustees in March 2018 as detailed.

New Priorities Identified for 2018 onwards…

Training Team - Explore the viability of providing accredited qualifications for the portfolio of courses available and logistics of providing an online learning platform.

Hub Team - Provide HUB workers the opportunity to gain NVQ in Information, Advice & Guidance (7 currently working towards), Explore obtaining MATRIX Standard quality award for the service.

Counselling Team – Gain for the service British Association for Counselling and Psychotherapy (BACP) Accreditation.

STAND TO Team – Purchase and install a new bespoke client database and establish a network of veteran self help groups “The MESS” (Mutual Ex-Services Support)

The Action Plan is still work in progress, whilst ensuring we continue to provide a high quality service across all strands on existing contracts, to develop our capabilities in line with our diversification strategy over the coming year. We look forward to sharing our progress with you this time next year!

Alison Corbett - Project Management Support Officer

DAAS Resilience Building Strategy

Following on from last year’s Annual Report where we acknowledged the generous support of over 400K from The Big Lottery Reaching Communities Fund, we were able to continue delivering the much needed STAND TO Veteran Alcohol Support project for a further 3 years. Additional Reaching Communities funding was made available to enable us to look at resilience building for our organisation as a whole and its future development.

The first stage was to undertake an organisational strength review where we enlisted the help of an external consultant Neil Potentier and an Action Plan was agreed.

Next, in January 2018 a business away day was held where all Trustees and employees were invited and given the opportunity to take part in a series of workshops; SWOT analysis, PESTEL analysis and potential development areas. We reflected on DAAS’s previous track record with regards to what worked well, what didn’t and why. As a result of the workshops we identified existing strengths and areas to build capabilities through increasing our organisational skills, knowledge and confidence to deliver more effective and sustainable projects.

Following numerous enthusiastic discussions Neil left armed with the flip charts to make sense of our inspired innovations and collective thoughts to produce a summary of the workshops analysis and collate a list of the development opportunities identified for each of the 4 operational delivery strands within DAAS; HUB, Training, Counselling and STAND TO. February saw the Management Team, conducting a VRIO (value, rarity, imitability, and organisation) and ROI (Return on Investment) exercises on the range of opportunities identified to establish a list of new priority objectives for each operational strand and those for long term considerations. These were then presented to and agreed by the board of Trustees in March 2018 as detailed.

New Priorities Identified for 2018 onwards… Training Team - Explore the viability of providing accredited qualifications for the portfolio of courses available and logistics of providing an online learning platform. Hub Team - Provide HUB workers the opportunity to gain NVQ in Information, Advice & Guidance (7 currently working towards), Explore obtaining MATRIX Standard quality award for the service. Counselling Team – Gain for the service British Association for Counselling and Psychotherapy(BACP) Accreditation. STAND TO Team – Purchase and install a new bespoke client database and establish a network of veteran self help groups “The MESS” (Mutual Ex-Services Support) The Action Plan is still work in progress, whilst ensuring we continue to provide a high quality service across all strands on existing contracts, to develop our capabilities in line with our diversification strategy over the coming year. We look forward to sharing our progress with you this time next year! Alison Corbett - Project Management Support Officer



20

Clinical Governance Report 2017 -18

This was a very busy year for everyone in DAAS maintaining a strong clinical focus whilst navigating all the changes and challenges relating to the launch of the new Derbyshire Recovery Partnership (DRP) and the changes in Information Governance (IG) and GDPR. The excellent partnership working between DAAS and DRP managers made for a very positive first year.

We embarked on a programme of standardising our compliance with IG under a new framework. Within this framework my role as Clinical Governance Lead and Caldicott Champion ensured a focus on providing a high quality, safe and effective service and by adherence to the Caldicott principles made sure that PID (Personal Identifiable Details) are protected and only used when appropriate. The achievement of this has been helped greatly by setting up DAAS’s own Information Governance working group.

The organisational development plan was revised to incorporate the additional training elements of the commissioned service with all staff participating in training sessions e.g. IG and individual team specific training e.g. risk management and SystmOne database.

As part of the IG auditing team findings reflected that staff were confident in their understanding, implementation and personal responsibilities around client data storage and use. Existing procedures were revised and new learnings embedded alongside training in SystmOne.

To maintain a quality service across all DAAS contracts and projects we place a high priority on maintaining the key components of clinical governance:

• Staffing and staff management

• Risk management

• Clinical audit

• Education and training

• Clinical effectiveness

• Clinical information

• Client, carer and public involvement

Our management open door policy means that support is always available for staff to seek clarification, raise any issues and concerns along with recommendations for improvements.

To evaluate our clinical work we utilise client satisfaction questionnaires to measure the effectiveness, highlight areas for development and identify possible ongoing client needs and additional support. Any feedback from clients be it formal or informal relating to complaints or compliments is shared with the relevant DAAS teams and Partnership members and addressed in line with procedures.

In addition to our DAAS policies and procedures, we are able to draw on the Derbyshire Healthcare NHS Foundation Trust (NHS) safeguarding team and Caldicott Guardian for any additional support and guidance. On occasions this extra support has been invaluable to ensure the counselling and hub teams work in line with DRP to provide a consistent and safe service delivery. To strengthen our existing emailing policy we have incorporated the secure NHS email system ensuring confidential communication between professionals and DRP.

Hub

Following the initial training in SystmOne and the implementation of procedures, clinical audits were undertaken to assess ongoing individual training needs and areas for development. This process made sure the team felt confident and that clients received a consistent and responsive service. The quality of the information and advice was maintained through ongoing discussion and sharing case scenarios at team meetings.

Clinical Governance Report 2017 -18

This was a very busy year for everyone in DAAS maintaining a strong clinical focus whilst navigating all the changes and challenges relating to the launch of the new Derbyshire Recovery Partnership (DRP) and the changes in Information Governance (IG) and GDPR. The excellent partnership working between DAAS and DRP managers made for a very positive first year.

We embarked on a programme of standardising our compliance with IG under a new framework. Within this framework my role as Clinical Governance Lead and Caldicott Champion ensured a focus on providing a high quality, safe and effective service and by adherence to the Caldicott principles made sure that PID (Personal Identifiable Details) are protected and only used when appropriate. The achievement of this has been helped greatly by setting up DAAS’s own Information Governance working group.

The organisational development plan was revised to incorporate the additional training elements of the commissioned service with all staff participating in training sessions e.g. IG and individual team specific training e.g. risk management and SystmOne database.

As part of the IG auditing team findings reflected that staff were confident in their understanding, implementation and personal responsibilities around client data storage and use. Existing procedures were revised and new learnings embedded alongside training in SystmOne.

To maintain a quality service across all DAAS contracts and projects we place a high priority on maintaining the key components of clinical governance:

• Staffing and staff management • Risk management • Clinical audit • Education and training • Clinical effectiveness • Clinical information • Client, carer and public involvement

Our management open door policy means that support is always available for staff to seek clarification, raise any issues and concerns along with recommendations for improvements.

To evaluate our clinical work we utilise client satisfaction questionnaires to measure the effectiveness, highlight areas for development and identify possible ongoing client needs and additional support. Any feedback from clients be it formal or informal relating to complaints or compliments is shared with the relevant DAAS teams and Partnership members and addressed in line with procedures.

In addition to our DAAS policies and procedures, we are able to draw on the Derbyshire Healthcare NHS Foundation Trust (NHS) safeguarding team and Caldicott Guardian for any additional support and guidance. On occasions this extra support has been invaluable to ensure the counselling and hub teams work in line with DRP to provide a consistent and safe



21

Due to the infrequency of the need for reporting risk at the Hub this was undertaken by Carita or me using the new NHS DATIX system with a plan in place to train staff.

Strong communication across Partnership managers and the NHS Data team ensured that where identified, amendments were made to improve internal pathways.

Counselling (including CRAFT Family work)

DAAS ensures all counsellors are members of the British Association for Counsellors and Psychotherapists (BACP) as a minimum which means they work to a recognised code that requires them to maintain their professional registration and continually reflect on their practice which is monitored through internal audits. We are working towards achieving the recognised BACP accreditation for the organisation to reflect the professional standard of the provision.

We utilise the GAD7 and the PHQ9 both recognised outcome tools for anxiety and depression and with the benefit from Bev Miller, a member of the DAAS Committee, who has extensive experience of the tools, we evaluated the data to show the effectiveness of the service provision. Early findings indicate that clients are responding well to the counselling.

Whilst many of our client cases are managed within the counselling provision, for those clients who present with more complex issues, the counsellors liaise closely with the Key Workers and if required the case is discussed at the Multi-Disciplinary Meeting (MDM).

Our volunteers whilst not qualified counsellors adhere to the same policies and procedures in place and all their activities undertaken are monitored and supervised by designated qualified, experienced counsellors Angiolina and Mary.

Following consultation with the NHS analyst team and the counselling team new processes were implemented relating to IG and the referral process which helped to streamline working practices to make the service more effective and efficient.

STAND TO

With the expansion of the STAND TO team and growth of the project we developed the auditing processes with a view to sourcing a bespoke new client database in the following year. STAND TO implemented IG in a balanced way to ensure that client information was stored confidentially whilst not hindering the delivery of outreach and often home-visiting service.

We continued to develop the links with veteran support organisations ensuring where appropriate 3rd party agreements were in place and that all information shared was in-line with IG.

STAND TO clinical effectiveness was assured through individual supervision and regular review meetings with additional guidance and support from me as needed. Risk was managed through adherence to DAAS existing policies and through knowledge of referral pathways for support such as MARAC (Multi Agency Risk Assessment Conference) for the high risk cases of domestic violence and abuse, IAPT (Improving Access to Psychological Therapies) and DRP for high level drinkers. During the course of the year STAND TO enhanced their clinical robustness through purchasing a number of clinical hours from the NHS to provide a dedicated substance misuse nurse and undertook trauma training.

Thank you to everyone in DAAS for their commitment and perseverance in what has been a year of many changes yet still managing to prioritise clients’ needs and be supportive of other colleagues.

Alison Scott - Clinical Governance and Deputy Manager



22

News from the DAAS HUB (Single Point of Access)

April 2017-2018 has been the most challenging year to date for the HUB but also the most rewarding. The transition to Derbyshire Recovery Partnership came with many changes however it has enabled the team to develop new skills and expand their knowledge. The HUB have demonstrated just how versatile and multi skilled they can be from learning a new client database along with changes to every procedure we have in place and still continuing to deliver brief motivational interventions to every caller. Not only did the HUB experience a complete change of support available to clients, new procedures and equipment, they were also moved to different locations during periods of extensive equipment problems.

During this year there’s been a continuous focus in developing and updating policies to reflect new practices whilst the service beds in. For example developing a structured pathway for DAAS counselling, CRAFT and criminal justice referrals to ensure there are smooth pathways in place for clients and professionals. The HUB have also been responding to those who are no longer supported by Derbyshire Recovery Partnership i.e. misuse of prescribed and over the counter medication and corresponding with GPs about this.

The HUB staff have been very supportive of each other during this time of so much change and the bond within the team feels stronger than ever. The HUB have developed great connections with the other organisations within the partnership which resulted in excellent partnership working. For example we were involved in a pilot with Intuitive Thinking Skills to deliver Intuitive Recovery courses specifically for clients who contact the HUB. The success of this led on to further dates and now Dents Chambers is a regular base for both Intuitive Recovery and Skills Tu Employment courses.

Over the past year not only have we seen changes within the service but also the staff on the HUB team. We said farewell to Jenny, Ann and Andy who were cherished members of the HUB team and wish them well in their endeavours. In June 2017 we welcomed Sue in to the team who had previous experience of the drugs service and client database. Sue’s previous experience has been a huge benefit and she continues to provide great humour to the working day. In January 2018 we welcomed Gemma, whose passion for supporting others in need successfully secured her a dual role within DAAS working on both the HUB and STAND TO veteran project.

A huge thank you is needed for Adrian, Management and the DAAS Counselling team. Whilst the HUB were experiencing equipment difficulties the demand to ensure referrals were actioned promptly was becoming increasingly difficult. During the initial transition on to the new database Adrian and members of both the Management and Counselling Team provided valuable support ensuring all callers continued to receive brief motivational interventions. Without the additional support in place this difficult transition would have been extremely challenging. So thank you again from all of us on the HUB!

I’d also like to take this opportunity to thank each member of the HUB team for their continued hard work and perseverance during our first year. Despite increased workload and pressure, the HUB have continued to be positive and enthusiastic which has created a great working environment.

What a year it’s been, well done HUB team!

Carita Shaw - HUB Manager

News from the DAAS HUB (Single Point of Access) April 2017-2018 has been the most challenging year to date for the HUB but also the most rewarding. The transition to Derbyshire Recovery Partnership came with many changes however it has enabled the team to develop new skills and expand their knowledge. The HUB have demonstrated just how versatile and multi skilled they can be from learning a new client database along with changes to every procedure we have in place and still continuing to deliver brief motivational interventions to every caller. Not only did the HUB experience a complete change of support available to clients, new procedures and equipment, they were also moved to different locations during periods of extensive equipment problems.

During this year there’s been a continuous focus in developing and updating policies to reflect new practices whilst the service beds in. For example developing a structured pathway for DAAS counselling, CRAFT and criminal justice referrals to ensure there are smooth pathways in place for clients and professionals. The HUB have also been responding to those who are no longer supported by Derbyshire Recovery Partnership i.e. misuse of prescribed and over the counter medication and corresponding with GPs about this.

The HUB staff have been very supportive of each other during this time of so much change and the bond within the team feels stronger than ever. The HUB have developed great connections with the other organisations within the partnership which resulted in excellent partnership working. For example we were involved in a pilot with Intuitive Thinking Skills to deliver Intuitive Recovery courses specifically for clients who contact the HUB. The success of this led on to further dates and now Dents Chambers is a regular base for both Intuitive Recovery and Skills Tu Employment courses.

Over the past year not only have we seen changes within the service but also the staff on the HUB team. We said farewell to Jenny, Ann and Andy who were cherished members of the HUB team and wish them well in their endeavours. In June 2017 we welcomed Sue in to the team who had previous experience of the drugs service and client database. Sue’s previous experience has been a huge benefit and she continues to provide great humour to the working day. In January 2018 we welcomed Gemma, whose passion for supporting others in need successfully secured her a dual role within DAAS working on both the HUB and STAND TO veteran project. A huge thank you is needed for Adrian, Management and the DAAS Counselling team. Whilst the HUB were experiencing equipment difficulties the demand to ensure referrals were actioned promptly was becoming increasingly difficult. During the initial transition on to the new database Adrian and members of both the Management and Counselling Team provided valuable support ensuring all callers continued to receive brief motivational interventions. Without the additional support in place this difficult transition would have been extremely challenging. So thank you again from all of us on the HUB!

I’d also like to take this opportunity to thank each member of the HUB team for their continued hard work and perseverance during our first year. Despite increased workload and pressure, the HUB have continued to be positive and enthusiastic which has created a great working environment. What a year it’s been, well done HUB team! Carita Shaw HUB Manager



23

Counselling Report

The first year of service within Derbyshire Recovery Partnership (DRP) providing both counselling and CRAFT (Community Reinforcement and Family Training) support for clients was very successful despite its’ challenges with adopting new procedures and navigating many IT issues.

The counselling is an integral part of the recovery journey for many clients facing issues with substances and provides a safe, confidential and non-judgemental space for clients to deal with difficult emotions, explore underlying issues that may be preventing longer term recovery and supports them to make changes. DAAS is an organisational member of the BACP (British Association for Counselling and Psychotherapy) and we are in the process of seeking organisationl accreditation with much of the work for this undertaken this year.

During the first quarter the referrals were low as expected whilst Phoenix Futures Key Workers were undertaking training and managing new caseloads. As time progressed, referrals increased but frustrations with IT persisted. Together with Derbyshire Healthcare NHS Foundation Trust (NHS) and DAAS’s IT support services, we have continued to resolve the ongoing problems. Counsellors adapted well and worked with a temporary in-house reporting system and Gemma from the Hub team supported the team inputting data on to client records. During this year referral pathways were revised and new reporting templates designed with some work still continuing into the following year.

The team received 375 referrals during the year from across Derbyshire and provided client sessions out of DRP bases and in the community. The lack of available and suitable room space in the High Peak was a problem initially however clients were still seen and we did manage to secure two appropriate venues eventually. Counsellors and Key Workers maintained excellent links and ongoing communications by phone and face to face where possible and once IT issues resolved client appropriate information was shared on the NHS database.

The counselling outcomes were measured using feedback from client questionnaires and the recognised outcome tools for anxiety and depression (GAD7 and PHQ9). The first year has proven to be very positive as referenced in the Service Managers Activity Report reflecting the benefit to clients. Early reviews indicated a high proportion of non-attendance at first session. The Counsellors and Key Workers continue to work together to encourage engagement, discuss suitability of referrals, offer 3 ways and defer referrals to a later date where appropriate.

The established networks with local support services helped to enhance the referral process and signposting to address client identified need such as specialist counselling for sexual abuse and domestic violence and to recovery projects.

Sadly we said goodbye to Liam this year, a warm welcome to Tanya and thank you to Jane who supported in the south temporarily. A huge thank you goes to all the counsellors for all their hard work and achievements throughout the year.

Alison Scott - Clinical Governance and Deputy Manager



24

Volunteer Counselling

The past year has been a huge success for student counsellors volunteering for DAAS. We currently have 7 student volunteers and 1 qualified volunteer working towards a diploma or degree in counselling. The students came to us from a variety of established training providers; Academy SPACE Counselling in Sheffield, Sheffield College and Leeds University.

The process for a student to volunteer for DAAS is robust and thorough. If successful the student will be allocated a DAAS Supervisor (if they do not have an external one) and Mentor. The next stage is DBS clearance and attending training; DAAS Alcohol Awareness and Brief Interventions, Substance Misuse, Information Governance, Safeguarding and other mandatory training as required such as Health and Safety before they can work with clients.

The volunteers attend Group supervision every 6 weeks facilitated by either Angiolina or Mary the volunteer coordinators. This is an opportunity for the volunteer counsellors to air and share worries and successes in their client work helping them develop their practice and also for the coordinators to see how they are progressing with the client work enabling mentors to provide additional support and training if required to enhance their client work.

The mentor’s role is to select suitable clients from the waiting list and be on hand for any type of queries, admin and general support around booking in clients and working safely. The Supervisor’s role is to have 1-1 meetings and discuss their client work, discussing best ways to work with clients, being a support to the volunteer keeping them and clients safe.

Where possible volunteers work from DRP bases so they have onsite support from DAAS or DRP workers. Where this is not possible they are supported on the phone and with regular face to face contact. Volunteers work from: Dents, Erewash House Ilkeston base and Long Eaton library. Our qualified volunteer counsellor, who is working toward her BACP accreditation, provides sessions at the Polygon Centre in Alfreton Amber Valley.

The Supervisors and Mentors, Angiolina and Mary work hard with the volunteers not only in a supportive role but logging client appointments on the NHS database SystmOne, updating the appointment calendar, liaising with keyworkers, managing risk and sending appointment letters on behalf of the volunteers.

Collectively the volunteer counsellors undertake on average 20 face to face client hours per week and in addition to the admin and all the support the mentors and supervisors provide, this makes for a very robust, safe and worthwhile service provision within DAAS providing added value to DRP.

We would like to say a big thank you to all our Volunteers, they work extremely hard, they are all very professional and a pleasure to work with.

Angiolina Leo – Volunteer Coordinator (South). DAAS Counsellor, mentor and supervisor. Mary Kellary - Volunteer Coordinator (North). DAAS Counsellor, mentor and supervisor.



25

The Training Team

Hello from Carita, Ross, Teresa, Jane and Issy

This year provided a fresh challenge for the Training Team with the transition from an Alcohol Service to a Drug and Alcohol Service meaning we were now delivering courses on Substance Awareness as well as Alcohol Awareness. Although much of the preparation had been done by Carita and Teresa previously, this year saw the course rolled out as part of our programme of training.

Our courses are free to anyone who works within social, health or community settings and continue to be very popular. We exceeded our targets this year by delivering evaluated training to 613 learners and had 436 attendees on short talks. The large number of short talk attendees reflected the need to inform people about the new integrated Derbyshire Recovery Partnership service (DRP)

The feedback from our training is consistently excellent with learners not only enjoying the courses but also reporting a significant increase in their ability to carry out a brief intervention and knowing how to refer into service.

Training Now Offered • Alcohol Awareness and Brief Interventions • Substance Awareness and Brief

Interventions • Working with High Risk Drinkers • Working with Families affected by

substance misuse • Short Service Talks • QUEST sessions for GP’s and Dentists

*We can tailor the above courses to fit the services needs

0

2

4

6

8

10

Before Training After Training 3 months after

Confidence to Carry Out a Brief Intervention

(Self Assessed Score)

0

2

4

6

8

10


Knowing How to Refer to Services(Self Assessed Score)

The Training Team Hello from Carita, Ross, Teresa, Jane and Issy This year provided a fresh challenge for the Training Team with the transition from an Alcohol Service to a Drug and Alcohol Service meaning we were now delivering courses on Substance Awareness as well as Alcohol Awareness. Although much of the preparation had been done by Carita and Teresa previously, this year saw the course rolled out as part of our programme of training. Our courses are free to anyone who works within social, health or community settings and continue to be very popular. We exceeded our targets this year by delivering evaluated training to 613 learners and had 436 attendees on short talks. The large number of short talk attendees reflected the need to inform people about the new integrated Derbyshire Recovery Partnership service (DRP) The feedback from our training is consistently excellent with learners not only enjoying the courses but also reporting a significant increase in their ability to carry out a brief intervention and knowing how to refer into service.

Training Now Offered • Alcohol Awareness and Brief Interventions • Substance Awareness and Brief

Interventions • Working with High Risk Drinkers • Working with Families affected by

substance misuse • Short Service Talks • QUEST sessions for GP’s and Dentists

*We can tailor the above courses to fit the services needs

0

2

4

6

8

10


Confidence to Carry Out a Brief Intervention

(Self Assessed Score)

0

2

4

6

8

10


Knowing How to Refer to Services(Self Assessed Score)

The Training Team Hello from Carita, Ross, Teresa, Jane and Issy This year provided a fresh challenge for the Training Team with the transition from an Alcohol Service to a Drug and Alcohol Service meaning we were now delivering courses on Substance Awareness as well as Alcohol Awareness. Although much of the preparation had been done by Carita and Teresa previously, this year saw the course rolled out as part of our programme of training. Our courses are free to anyone who works within social, health or community settings and continue to be very popular. We exceeded our targets this year by delivering evaluated training to 613 learners and had 436 attendees on short talks. The large number of short talk attendees reflected the need to inform people about the new integrated Derbyshire Recovery Partnership service (DRP) The feedback from our training is consistently excellent with learners not only enjoying the courses but also reporting a significant increase in their ability to carry out a brief intervention and knowing how to refer into service.



26

During the courses we also give learners a variety of DRP tools and promotional material. This is a great way to equip learners with information to help them in their roles but is also is a valuable way to promote our service. See below graph illustrating our most popular promotional material are our leaflets and the Alcohol Unit Calculator wheels.

Alcoholand YouBooklet

Leafletsabout the

Service

Wheel UnitBeakers

Website None0%

20%

40%

60%

Which brief intervention tools have you used?


In July we welcomed Ross to the training team. Ross started with a dual role at DAAS working on both the training team and within the Thriving Communities project. Ross is a confident trainer and transitioned swiftly from shadowing Carita and Teresa to delivering courses himself. He is a great addition to the team and has continued to thrive within his role delivering training and short talks to professionals across Derbyshire. Early in his role, Ross was keen to improve our social media platforms and training booking systems for training and has been developing these over the last year. Welcome to the team Ross! This year Teresa trialled a Substance Misuse Training course specifically for managers at CPL Industries. This course, aimed at people who may manage workers affected by substance misuse; aimed to facilitate early identification of difficulties and provision of appropriate support. During 2018-2019, as part of our diversification strategy, the training team are looking to both increase and expand access to our training and the range of courses available to both existing and new markets.

In July we welcomed Ross to the training team. Ross started with a dual role at DAAS working on both the training team and within the Thriving Communities project. Ross is a confident trainer and transitioned swiftly from shadowing Carita and Teresa to delivering courses himself. He is a great addition to the team and has continued to thrive within his role delivering training and short talks to professionals across Derbyshire. Early in his role, Ross was keen to improve our social media platforms and training booking systems for training and has been developing these over the last year.

Welcome to the team Ross!

This year Teresa trialled a Substance Misuse Training course specifically for managers at CPL Industries. This course, aimed at people who may manage workers affected by substance misuse; aimed to facilitate early identification of difficulties and provision of appropriate support.

During 2018-2019, as part of our diversification strategy, the training team are looking to both increase and expand access to our training and the range of courses available to both existing and new markets.


Leafletsabout the

Service

Wheel UnitBeakers

Website None0%

20%

40%

60%





Leafletsabout the

Service

Wheel UnitBeakers

Website None0%

20%

40%

60%






27

Thriving Communities Project

I was offered the opportunity to run a one year Alcohol awareness project tied to Derbyshire County Council’s (DCC) Thriving Communities Project. The Thriving Communities Project looked to find innovative yet tailored solutions to problems in 5 of Derbyshire’s most hard to engage communities. DCC realised the importance of professionals in these areas having a good grounding in alcohol awareness and support available and therefore commissioned DAAS to provide training.

Project Objectives

• To provide 10 training sessions - 2 in each locality area.

• To engage with 180 health and non-health workers.

Project outputs

• 100% of training sessions delivered - 2 in each district

• 120 (67%) local workers engaged with the project

The focus of the project was to engage people who are working regularly, on the ground within these communities. 80% came from social care, housing or health and almost 10% of attendees were active volunteers (based on our request to allow volunteers).

The outcomes were excellent with significant increases in key learning outcomes around how the training has impacted on their work and support of the communities.

I would like to thanks the Management team at DAAS for their support in this exciting project and also the Training Team on getting me up to speed in the internal processes and the course content. The outcomes would not have possible without this help.

Ross Burnage – Thriving Communities Project Worker

35%

19%15%

11%

8%

12%

Social Services, MAT ,

Housing Association Staff

Nurses, Mental Health

Job Centre, Local Council,Charities (paid staff)Unpaid for Charities,organisations (excl Students)Police and Fire Brigade


I was offered the opportunity to run a one year Alcohol awareness project tied to Derbyshire County Council’s (DCC) Thriving Communities Project. The Thriving Communities Project looked to find innovative yet tailored

solutions to problems in 5 of Derbyshire’s most hard to engage communities. DCC realised the importance of professionals in these areas having a good grounding in alcohol awareness and support available and therefore commissioned DAAS to provide training.





0

5

10

BeforeTraining

After Training 3 MonthsLater

Knowing How to Refer to Specialist Support (Mode)

0

5

10

BeforeTraining

AfterTraining

3 MonthsLater

Ability to Carry out a Brief Intervention (Mode)

Funded by

Job Roles

Project Objectives

• To provide 10 training sessions - 2 in each locality area. • To engage with 180 health and non-health workers.

Project outputs

• 100% of training sessions delivered - 2 in each district • 120 (67%) local workers engaged with the project

35%

19%15%

11%

8%

12%












0

5

10

BeforeTraining



0

5

10

BeforeTraining

AfterTraining

3 MonthsLater


Funded by

Job Roles

Project Objectives


Project outputs


35%

19%15%

11%

8%

12%












0

5

10

BeforeTraining



0

5

10

BeforeTraining

AfterTraining

3 MonthsLater


Funded by

Job Roles

Project Objectives


Project outputs




28

Alcohol in the Workplace Pilot Project

The misuse of drugs and alcohol can be a serious concern in the workplace, not only for the person who is misusing the substances, but also for colleagues and the general public. Alcohol, which is estimated to cause 3 – 5 % of all absences from work, can affect productivity, performance and safety. The pilot provided a bespoke approach to offer innovative support to Derbyshire employers in highlighting the awareness of the link between staff absences, poor performance and loss of productivity that alcohol issues can have in the work place.

Project Objectives

Phase 1 – Approach employers from different sized organisations and occupational sectors to complete a self assessment questionnaire.

Phase 2 – Provide a range of follow up activities to meet individual employer needs.

Phase 3 – Deliver on-site events to increase employees’ awareness of the misuse of alcohol and available support services.

Employer’s barriers and concerns to address alcohol issues

Admitted a need to increase their awareness of alcohol issues but reluctant to engage in the project if it identified a policy was needed and that having to address any issues when raised which could potentially have wide reaching implications.

Apprehensive to addressing alcohol issues, lacked confidence in raising and discussing the topic with employees due to repercussions on the productivity in the workplace.

Concerns that raising the issue with employees may lead to unfair treatment claims.

Faced restrictions on where to physically allocate a member of staff once an issue had been identified as within such as a factory environments there are limited options to provide employees with alternative lighter duties.

Impact

The project has shown to be effective with those employers who chose not only to engage and participate in the survey but also were very keen to take full advantage of the range of support being offered.

100% of employers requested additional information to distribute internally to help raise awareness of alcohol issues in the workplace.

60% of employers were keen to promote and offer to support any unknown employees who may have issues with alcohol and hosted on site promotional events for all employees.

40% of employers who hosted promotional event then requested additional training for staff with varying levels of responsibility.

Attendees Feedback

86% stated their knowledge had increased about the alcohol guidelines.

90% of attendees reported they now had new knowledge about the risks of working under the influence of alcohol.

67% openly declared that as a direct result of the training the information provided had made them think about their own alcohol or drug use.

The project highlighted the need for employers to consider training line managers in how to address alcohol issues, to have clear policies outlining support available e.g. time off for appointments and to treat alcohol problems as a health related issue rather than a disciplinary.

A huge thank you must go to Jane for all her hard work and support managing the project.




Project Objectives Phase 1 – Approach employers from different sized organisations and occupational

sectors to complete a self assessment questionnaire. Phase 2 – Provide a range of follow up activities to meet individual employer needs. Phase 3 – Deliver on-site events to increase employees’ awareness of the misuse of

alcohol and available support services.

Employer’s barriers and concerns to address alcohol issues Admitted a need to increase their awareness of alcohol issues but reluctant to engage in

the project if it identified a policy was needed and that having to address any issues when raised which could potentially have wide reaching implications.


Concerns that raising the issue with employees may lead to unfair treatment claims. Faced restrictions on where to physically allocate a member of staff once an issue had

been identified as within such as a factory environments there are limited options to provide employees with alternative lighter duties.

Impact The project has shown to be effective with those employers who chose not only to engage and participate in the survey but also were very keen to take full advantage of the range of support being offered. 100% of employers requested additional information to distribute internally to help raise awareness of alcohol issues in the workplace. 60% of employers were keen to promote and offer to support any unknown employees who may have issues with alcohol and hosted on site promotional events for all employees. 40% of employers who hosted promotional event then requested additional training for staff with varying levels of responsibility.

Attendees Feedback 86% stated their knowledge had increased about the alcohol guidelines. 90% of attendees reported they now had new knowledge about the risks of working

under the influence of alcohol. 67% openly declared that as a direct result of the training the information provided had

made them think about their own alcohol or drug use. The project highlighted the need for employers to consider training line managers in how to address alcohol issues, to have clear policies outlining support available e.g. time off for appointments and to treat alcohol problems as a health related issue rather than a disciplinary. A huge thank you must go to Jane for all her hard work and support managing the project.




29

HMP Nottingham Prison Project

The Pathway project was an innovative partnership between DAAS and HMP Nottingham building on DAAS’s previous success with Foston and Sudbury prison work. The purpose was to design a pilot development programme which aimed to address current issues identified with staff and prisoners relating to alcohol and New Psychoactive Substances (NPS) and support a seamless pathway for referrals into Derbyshire Recovery Partnership (DRP).

Specific Aims

To increase staff and prisoners awareness of alcohol and NPS following needs identification and increase awareness of available support post discharge

To increase prison staff’s confidence and motivation to undertake brief interventions with prisoners.

To increase referrals into DRP particularly focussing on alcohol

Summary

The half day training provided in house for the Healthcare team was well received and endorsed as being suitable and useful for prison staff. Unfortunately the programme was not rolled out due to; prison internal procedures, difficulties getting on to their organised training plan and other priorities to reflect the prison’s needs post inspection.

Numbers of prisoner seen were low but those who attended the 1:1 sessions gave some very positive feedback and there was strong evidence that the work was beneficial. On a number of occasions there were comments such as ‘this is not what I was expecting and this is just what I need’.

DAAS workers, Mary and Angiolina, are trained counsellors and their style of intervention came from a counselling ethos and this together with the tools and techniques shared with the prisoners was well received. All these factors, together with workers being independent of the prison helped the prisoners feel heard and able to open up and address some blocks to recovery.

Impact

DAAS key workers had increased awareness and competency in knowledge of NPS and dealing with people affected by its misuse.

Established portfolio of bespoke training materials for delivering to both prison staff and a four week programme for prisoners developed.

Staff reported an increased awareness of the impact of prolonged use of alcohol and NPS enabling them to have a better understanding of the prisoners struggles with addiction and adopted some of the materials to use internally.

Prisoners who accessed 1:1 provision feedback stated that it was not the type of session they had been expecting and that it had been what they really needed.

The presence of DAAS and Derbyshire Recovery Partnership within the prison was valuable and has helped to improve relationships between the prison and community and the possibility of future collaborative partnership working.

Thank you to Angiolina and Mary for all their hard work on this project.

Alison Scott – Clinical Governance & Deputy Manager



Project Objectives Phase 1 – Approach employers from different sized organisations and occupational

sectors to complete a self assessment questionnaire. Phase 2 – Provide a range of follow up activities to meet individual employer needs. Phase 3 – Deliver on-site events to increase employees’ awareness of the misuse of

alcohol and available support services.

Employer’s barriers and concerns to address alcohol issues Admitted a need to increase their awareness of alcohol issues but reluctant to engage in

the project if it identified a policy was needed and that having to address any issues when raised which could potentially have wide reaching implications.


Concerns that raising the issue with employees may lead to unfair treatment claims. Faced restrictions on where to physically allocate a member of staff once an issue had

been identified as within such as a factory environments there are limited options to provide employees with alternative lighter duties.

Impact The project has shown to be effective with those employers who chose not only to engage and participate in the survey but also were very keen to take full advantage of the range of support being offered. 100% of employers requested additional information to distribute internally to help raise awareness of alcohol issues in the workplace. 60% of employers were keen to promote and offer to support any unknown employees who may have issues with alcohol and hosted on site promotional events for all employees. 40% of employers who hosted promotional event then requested additional training for staff with varying levels of responsibility.

Attendees Feedback 86% stated their knowledge had increased about the alcohol guidelines. 90% of attendees reported they now had new knowledge about the risks of working

under the influence of alcohol. 67% openly declared that as a direct result of the training the information provided had

made them think about their own alcohol or drug use. The project highlighted the need for employers to consider training line managers in how to address alcohol issues, to have clear policies outlining support available e.g. time off for appointments and to treat alcohol problems as a health related issue rather than a disciplinary. A huge thank you must go to Jane for all her hard work and support managing the project.




30

Finance Report 2017/18

The Financial year of 2017-2018 was the first year as part of the Derbyshire Recovery Partnership.

As with any new partnership and project formed the budgets for the year were a best estimate for what we felt we could achieve financially though the year.

The Managers and teams within DAAS did an excellent job of keeping within budgets and keeping financial restraints in mind when making executive decisions during the initial period.

Spending throughout the year remained at a level consistent with other years, as the chart below shows against the 2016-2017 spends they have been similar throughout.

The reduction in Salary cost during this financial year compared to previous years was due to re-organisation of the staff teams within the partnership, and the teams then within DAAS being built upon and supported giving again an even financial outturn compared to previous years. This is testament again to all the teams within DAAS to be able to achieve this during the start up of the partnership.

Successful project bids and other Income during the year totalled £136,912 making 19.8% of total income, an increase of 8.3% on last year, with further project income that was received during the year being deferred into 2018-2019 accounts ready for continuation of the projects.

Displayed overleaf are the 2017-18 spends, first of all shown as a percentage of the total income received for the year in the following pie chart.

With 74% of expenditure spent on salaries and staffing for the service shows as like in previous years, the commitment DAAS put into their staffing team to deliver front line services.

The spends shown in the bar graph compares 2017-2018 financial year to the year 2016-17 spends, which shows spending increased within a few areas such as Premises and running costs, which came from the need for further equipment and renewal of items and contracts to support DAAS and the DRP partnership.

The organisation is looking forward to the 2018-2019 financial out turn with further commitment to building resilience and the continuing diversification of the service.

Laura Cain - Finance and Business Manager

73.97%

3.56%4.84%

16.88%

0.21%

0.53%

2017-18 spendStaffing (£498,693)

Staff Expenses and Training(£24,022)Premises costs (£32,600)

Running costs (£113,748)

External training & promotionexpenses (£1,423)Governance (£3,566)

Staffing,498,693

Expenses and Training,24,022

Premises C

osts,32,600

Running C

osts,113,748

External Training,1,423

Governance,3,566

Project Funds Paid,0

551,812

36,568

25,843

105,648

1,988

3,585

35,368

£0

£100,000

£200,000

£300,000

£400,000

£500,000

£600,000

2017-18

2016-17

73.97%

3.56%4.84%

16.88%

0.21%

0.53%





Staffing,498,693


Premises C

osts,32,600

Running C

osts,113,748


Governance,3,566


551,812

36,568

25,843

105,648

1,988

3,585

35,368

£0

£100,000

£200,000

£300,000

£400,000

£500,000

£600,000

2017-18

2016-17



31

73.97%

3.56%4.84%

16.88%

0.21%

0.53%





Staffing,498,693


Premises C

osts,32,600

Running C

osts,113,748


Governance,3,566


551,812

36,568

25,843

105,648

1,988

3,585

35,368£0

£100,000

£200,000

£300,000

£400,000

£500,000

£600,000

2017-18

2016-17

Derbyshire Alcohol Advice Service • Charitable IncorporatedOrganisation Number: 1159537



CHESTERFIELD

A517

A619

A61

A6

A38

DRONFIELDBUXTON

BAKEWELLCLAY CROSS

MATLOCKALFRETON

RIPLEY

ILKESTON

BELPER

ASHBOURNE

SWADLINCOTE

DERBY*

BOLSOVER

SHIREBROOK

HEANOR

NEW MILLSCHAPEL -EN-LE FRITH

* Excludes Derby City

GLOSSOP

DAAS is now part of the Derbyshire Recovery Partnership

Working together to supportchange and recovery from

drug and alcohol use

CIO

First Floor, Dents Chamber, 81 New Square, Chesterfield, S40 1AH

Telephone: 01246 206514www.daas.uk.com

Derbyshire Alcohol Advice Service Veteran Project During the last year we were fortunate to have Andy Wicks on board as Project Development Officer, who was not only a veteran but had experience of setting up and working with a similar alcohol support project. Andy had to return home to Norfolk but would like to pass on “a big thank you to his team and to staff at DAAS & our DRP partners for their kindness and the passion which everyone has within the organisation.” STAND TO is grateful to have received continuing funding from Lloyds Bank Foundation which has supported an alcohol worker post to work in and around Derbyshire. New grants from the Royal British Legion for our STAND TO CRAFT strand working with the families of our Veterans, from Derbyshire Police Crime Commissioner to support veterans with anger management issues in Bolsover and the surrounding area together with a contribution from Derbyshire County Council. This funding has enabled us to recruit additional new team members, Andy Hazard ex-army who has experienced some of the issues faced by service personnel during their career, Christina who had previously worked with veterans who then replaced by Jane and has a wealth of experience both within the armed forces community and supporting clients with alcohol misuse issues. We have also been very privileged to receive a substantial National Lottery Reaching Communities Grant which commenced in Nov 2017 making our STAND TO veteran project sustainable for the next three years. Helping us to expand the team further by recruiting a much needed administrator Gemma who joined us and has already proved herself to be an asset. Another valuable resource for the service was the introduction of a new initiative to purchase from Derbyshire Healthcare NHS Foundation Trust and trial a number of clinical hours for a dedicated substance misuse nurse, Caroline, which has already had a huge impact enabling us to fast track clients into treatment for home detox and relapse prevention medication when identified. We have achieved a great deal over the last year for such a small team, both in raising the profile of STAND TO through numerous promotional events across the County i.e. Poolsbrook Armed Forces weekend, professional networking opportunities and public awareness displays to inform members & local communities of the service but also increasing the number of veteran referrals and beneficiaries as a result. We have had a total rebranding and new promotional materials with input from the team and our clients, which we feel reflect a more prominent military style approach for easier recognition and includes a new banner, leaflets, merchandise with plans to expand our social media presence.

Date post:	17-Oct-2020
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