NACCC has four strategic objectives which were agreed by the board and the chief executive for in 2019. These will be implemented during the period 2019-2022.
These are to:
- Build further the quality and effectiveness in our volunteer–run operations.
- Engage key stakeholders demonstrating the need for continued child contact services in all parts of the UK, and support its effective delivery.
- Identify and develop the effective use of resources, structure and ways of working to meet the needs of the new strategy.
- Develop and execute a focused communication/ engagement approach to strengthen our reputation as the ‘go to’ place for child contact issues, and so ensure continuing external support and funding.
Key achievements over 2019-20
Raising political and public awareness
- CEO has visited MPs and MPs have visited child contact centres (pre-lockdown)
- The APPG has continued with a new Chair and suggested amendments to the DV Bill
- Worked with third-party to implement a stakeholder awareness campaign with improved social media presence and short term media boost.
- Maintained strong relationships with the Ministry of Justice, Cafcass and the President of the Family Division.
- Membership increased in the period from 333 to 342 centres (comprising of 160 supported centres, 23 supervised centres, 137 supported and supervised centres and 22 candidates and other centres)
- Child contact centre inspections by the Family Justice Young People’s Board continued (pre-lockdown) with mainly 4* and 5* ratings
- Funding sourced from the People’s Postcode Lottery for online tools and resources for children of separated parents.
- International work has expanded supporting the child contact centre movement in Singapore, Japan and Taiwan.
- Achieved QEL and QEL+ for training and qualifications.
- Delivered training to 1,300 staff and volunteers.
- CEO as part of the Private Law Working Group worked alongside NYAS and Exeter University to put together tools for children going through separation and divorce.
Developments as a result of Covid19
- Used national press to give support and information to families re contact issues.
- Development of resources and website information for both child contact centres and families re use of virtual contact.
- Liaised with MOJ, Cafcass and President of Family Division to ensure consistent messages being given re contact.
- 30 centres took part in online training.
- National Centre for Domestic Violence deliver virtual training to 350 staff and volunteers.
Ongoing services provided
- National standards for supported child contact centres and enhanced national standards for supervised child contact centres developed and updated to provide quality assurance.
- Implementation of associated accreditation process for centres to demonstrate their quality.
- Ongoing individual and group training related to contact centre activity and standards.
- Establishment of protocols and relationships with key referrers: judiciary, family lawyers and Cafcass.
- Website information supported by an information line with a Disclosure & Barring Service umbrella service for members.
- Safeguarding advice line for members and online Safe Referral System provided for parents perhaps without legal representation to make a secure self referral. This is used by over 50 accredited centres providing supported contact.
- Recognition and funding by central government.
- Lobbying of key decision-makers.