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:

  1. Build further the quality and effectiveness in our volunteer–run operations.
  2. Engage key stakeholders demonstrating the need for continued child contact services in all parts of the UK, and support its effective delivery.
  3. Identify and develop the effective use of resources, structure and ways of working to meet the needs of the new strategy.
  4. 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 increase

  • 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)

Other developments

  • 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.