Voluntary and Community Sector Assembly. Annual Assembly 2017

Transcription

1 Voluntary and Community Sector Assembly Annual Assembly 2017

2 Welcome Rachel Wintle, VCSA Board Chair Introduction Housekeeping Agenda

3 Achievements 2016/17 Representation on working groups Social Prescribing STP and Health Partnerships Big Conversation 2016/17 Change and Compact Group Town and Parish Councils Campaign Work Social Inclusion Work

4 2016/17 The VCS Assembly Board Our Vision and Values Making a difference

5 Quick Fire Updates from Key Partners

6 Shropshire Association of Local Councils (SALC) David Beechey, Chair

7 Marches Local Enterprise Partnership (LEP) Sonia Roberts, Voluntary, Community and Social Enterprise Sector Representative on the Marches LEP Board

8

9

10 Growth Hubs Growth Hubs are local public/private secotr partnerships led by the Local Enterprise Partnerships (LEPs). They join up national and local business support so it is easy for businesses to find the help they need. There is a networking of 39 hubs. Both the website and the Business Support Helpline also offer advice about starting up a business and can direct business to more support. Businesses can call to speak to a business support advisor (9am 6pm Monday to Friday). LEP Overlaps Black Country 2. Buckinghamshire Thames Valley 3. Cheshire & Warrington 4. Coast to Capital 5. Cornwall & the Isles of Scilly 6. Coventry & Warwickshire 7. Cumbria 8. Derby, Derbyshire, Nottingham & Nottinghamshire 9. Dorset 10. Enterprise M3 11. Gloucestershire 12. Greater Birmingham & Solihull 13. Grt. Cambridge Grt. Peterborough 14. Greater Lincolnshire 15. Greater Manchester 16. Heart of the South West 17. Hertfordshire 18. Humber 19. Lancashire 20. Leeds City Region 21. Leicester & Leicestershire 22. Liverpool City Region 23. London 24. New Anglla 25. North East 26. Northamptonshire 27. Oxfordshire 28. Sheffield City Region 29. Solent 30. South East 31. South East Midlands 32. Stoke-on-Trent & Staffordshire 33. Swindon & Wiltshire 34. Tees Valley Unlimited 35. Thames Valley Berkshire 36. The Marches 37. West of England 38. Worcestershire 39. York, North Yorks & East Riding MARCHES GROWT H HUB

11 Midlands Engine What is the Midlands Engine? The Midlands Engine initiative looks to make the West and East Midlands an engine for growth for the UK economy. It is being backed by business,local authorities and 11 Local Enterprise Partnerships including The Marches LEP. The Midlands Engine initiative looks to make the West and East Midlands an engine for growth for the UK economy. It is being backed by business, local authorities and 11 Local Enterprise Partnerships including The Marches LEP. The Midlands Engine Strategy is about making the Midlands a powerful engine for economic growth. Stretching from Shropshire to Lincolnshire, with the M1, M6, and most of our major railways lines running through it, the Midslands sits at the very heart of the UK economy. Building on the modern Industrial Strategy, the Midlands Engine Strategy sets out the actions being taken to address productivity barriers across the Midlands, enabling businesses to create more jobs, export more goods and services, and grow their productivity. Graham Wynn sits on the Midlands Engine Strategic Board representing The Marches LEP.

12 Hello there I Log In I Contact Enterprise Zone Skylon Park in Hereford is the designated Enterprise Zone of the Marches LEP. With a unique defence and security sector focus, building on Hereford s association with UK special forces as the home of the SAS, it offers a highquality business space in a parkland setting. The 72-hectare site has undergone a multi-million investment in infrastructure, including site clearing, road building and the introduction of superfast broadband. Five investors are already onsite, with four of the developments being delivered by local contractors, creating more than 100,000 sq ft of business space. Latest from Marches LEP SME manufacturers urged to have their say in the next Nationa l Manufacturing Barometer 24th April 2017 Small to Medium sized manufacturers (SMEs) in the UK are being urged to take part in the next National Manufacturing...Read More Further potential investors including pioneering and innovative enterprises from the advanced engineering, food and drink and sustainable technologies sectors, growing together to create a vibrant and dynamic business community. Companies are invited to create their own place within the Masterplan of Skylon Park, giving flexibility for a space which best suits their operations in a central UK and European location.. It is also within an hour and half drive of the international airports and Birmingham, Bristol and Cardiff. The 72 ha site already benefits from the Rotherwas access road, giving the estate quick and easy access to the A49, M50 and the rest of the motorway network. Enterprise Zone atthe Rotherwas Estate Organisations join forces for the first time for THE Business Event th April2017 Shropshire's business support organisations are joining forces for the first time in 2017 for an unmissable event aimed at helping...read More» Newsletter Archive

13 European Structural and Investment Fund The Marches region has been allocated approximately 95 million of EU funding for projects being developed and delivered between 2014 and The Marches LEP has developed a European Structural and Investment Fund (ESIF) strategy which sets out priority areas where this funding should be directed. The European Regional Development Fund,European Social Fund and European Agricultural Rural Development Fund form the totalallocation and key areas which funded projects must support are: Research and Innovation SME Competitiveness ICT Low Carbon Economy Environment Employment and Skills Social Inclusion An ESIF committee has been appointed to oversee the programme and projects for an initial three year term. The committee will have a strategic role and be involved in prioritising investments. It includes representatives from the business,education and skills,rural and voluntary and community sectors, the three local authorities and a representative from the LEP. Some of this funding is already available for business support,and details of these schemes can be found on the Marches Growth Hub.

14

15 Herefordshire Group Training Association (HGTA) Capital works will be completed by 31 March2017. Project funding Growth Deal funds: 83,267 and other public funding of 83,267. Hereford and Ludlow College Capital works will be completed by 31 March2017. Project funding Growth Deal funds: 197,400 and other public funding of 394,800. SBC Training Capital works will be completed by 31 st March Project funding Growth Deal funds: 50,000 and private sector leverage of 100,000. Marches Centre of Manufacturing & Technology CIC Capital works will be completed by 31 March2017. Project funding Growth Deal funds: 1,922,095 and private sector leverage of 823,756. Hereford and Ludlow College/HGTA Capital works will be completed by 31 March Project funding Growth Deal funds: 464,763, private sector leverage: 122,100 and other public funding of 77,084. Shrewsbury Colleges Group Capital works will be completed by 31 March2017. Project funding Growth Deal funds: 425,166 and other public funding of 182,214.

16 Infrastructure Major infrastructure projects funded via the LEP's Growth Deal with Government are under wayin Herefordshire,Shropshire and Telford & Wrekin. Telford & Wrekin Infrastructure Projects Shrop shire Infrastructure Projects Herefordshire Infrastructure Projects GROWTH DEALS As wellas the infrastructure projects,the Government made a commitment in the Marches Growth Deal to working with the LEP and its partner,telford & Wrekin Council, to develop a way in which the sale of Homes and Community Agency land could benefit the local area. For more on this, click on the link below 44m HCA Land Deal A further key infrastructure project is the development of the LEP's designated Enterprise Zone at Skylon Park.

17 Strategic Economic Plan Accelerating Growth through Opportunity

18 Shropshire Council Clive Wright, Chief Executive

19 Helen Rice CEO, Advising Communities

20 Advising Communities The Changing Landscape Finding opportunities in a difficult funding environment

21 Sector Overview Voluntary sector funding stagnated over the last 5 years Significant redistribution from small large organisation Smaller organisations have a capacity crunch making it really hard to adapt Significant barriers for charities seeking to engage with public service contracting Government grants at an all time low Significant growth in income from individuals is because of fees charged by organisations not donations

22 What are seeing organisationally Year on year rises in demand for services A need to work in much closer partnerships to resolve problems for our clients Support from Local Authorities and other public bodies reduce Staffing resourcing is stretching with more complex clients needs Increased innovations around the development of our brand and Use of technology to meet demand increasing

23 Adult social care crisis Local Authority funding, due to it s decline and changes in demographics and needs, mean that future local authority budgets will largely be reallocated as follows 80% of funding for adult social care and 20% of children s young people s services Commissioning in LA s centralising to one unit in adult and children s services there wont be money for anything else! It is now an acute service with very little appetite for wider prevention work.

24 Health and Wellbeing The development of the wellbeing agenda is shifting many VCS agencies into this space The early action commission identifying the need for community services to take pressure away from acute services Health and wellbeing outcomes are coming into the VCS space bringing challenge and opportunity We developed a wider supporting Wellbeing Service deliver a take charge model wide a wide range of action planning models similar to a patient activation measure

25 What skills do we need Research Sociability Creativity Opportunistic Self motivated Business development Charm. People give to who they like People work with who they like

26 Analysis What do we have to give? What opportunities do we have in the market? Digital developments Using expertise in a different way Filling a gap in the market Why are we needed? How can we transform ourselves? In what we do how we do it.. To whom we do it. Can we cross subsidise?

27 Our story 1. Utilised our expertise to grow local regional national Events management Facilitation skills Finance function to share 2. Analysed the market and developed services that we could sell Paid for Immigration and Employment services Multilingual London 3. Opportunistically took over services that could help us grow and met the need and the development of our services to organisation

28 Refreshments and Networking

29 Ann Harris, Big Lottery Fund

30 Supporting great ideas Big Lottery Fund: Funding Priorities Ann Harris May 2017

31 Overview Funding opportunities and the current funding environment Big Lottery Fund priorities and our direction of travel in the way we work and fund What sort of information BIG is looking for and how to link it together to make a strong case for funding

32 Big Lottery Fund is the largest community funder in the UK. Last year we distributed 700m to 12,000 projects, using money raised by National Lottery players. Most of our grants go to local charities, run by volunteers and whether the grant is for 500, or 5m, our funding is used by communities across the UK to support amazing projects led by local people.

33 Our Responsive Funding Programmes Small Grants Awards for All England ,000 for 12 months 1 stage application decision in 8 weeks Medium/Large Grants Reaching Communities Revenue 10,000 up to 500,000 (includes small capital projects up 1 5 years to 100,000) 2 stage application decision in 9 months We are in a process of transition, so keep an eye on our website!

34 Our guiding principles We undertook a wide consultation and many conversations during 2014: You told us that people should take the lead in improving their lives and communities So our approach will focus on what matters to communities, not what s the matter with them We want to fund project ideas which draw out the potential and harness the local knowledge, skills and energy within local communities

35 Enabling people in communities to take the lead How we work with others: -Listening to peoples ideas - Simple, responsive processes - Good judgements using our knowledge How the people we support work with their communities: - What matters to people - Working together to create the biggest impact for communities

36 So - what will all this look like? - Simpler guidance for Reaching Communities which reflects our new priorities - RC buildings has now closed - Online applications for Awards for All hopefully by Summer Developing funding programmes and opportunities - Local, more flexible ways of working so that we find the best ideas in communities - More conversational, collaborative working and supporting local partnerships to tackle social problems together

37 Putting people in the lead Relationships We are interested in project ideas that support Places and spaces Early action

38 Our funding priorities are interconnected Relationships Places and spaces Early action

39 Why is providing evidence of need so important? High demand for limited resources Prove that you understand the community and their needs Prove that you haven t made assumptions Show the scale of the issues your project will address Prove why your project is the best way of meeting the need you have identified

40 How much evidence do you need to provide? Depends on: The scale of the problem and Capacity of your organisation How much funding you are applying for... the important thing is to make a strong case

41 Research services in your area Is other work being done locally to support your beneficiaries? Will your project fill a gap in services? Does it support local priorities? Are there any similar projects in your area? What has BIG funded in your area already?

42 Involve your beneficiaries Taking part in surveys and focus groups Contributing to project planning and design Participating in day to day running Represented on steering group / project board Included in reviews and evaluations of project success

43 Partnership working Consultation with other stakeholders and organisations Working with other organisations to enhance your project activities/idea Eradicating duplication

44 Support and Guidance Available Programme Guidance Notes and webinars Good Practice Guides e.g. equalities, involving young people Case studies of successful projects BIG Advice Line: enquiries:

45 Any Questions?

46 VCSA Board 2017/18

47 Voluntary and Community Sector Annual Assembly Chris Child Vice Chair

48 Value of the sector Independence of perspective and purpose Relationship builders Keeping it real Representing all interests and communities Encourages resilience and efficiency

49 Why an Assembly? Voice Representation

50 The Board What is it s purpose? The mouthpiece? The brain? How does it work? Who is needed?

51 Issues we ve identified Board meetings tending to be overwhelmed with items resulting from national policy / cuts Health and social care agenda dominates Many say not relevant to them - reactive approach Variation in awareness / interest in work of Board Limited resources no finances and limited time

52 Issues we ve identified Some forums of interest are not meeting / have disbanded so their area of interest is not represented on the Board Vs Some forums of interest are still active and feel strongly about maintaining their representation on VCSA Board

53 Voice / Representation What does this mean to you and your organisation? How would you like VCSA Board to represent you? What would help you to spread the word about the Assembly and encourage membership? How do we continue to represent the diversity of interests across the sector where forums don t exist? What would a diverse Board look like? What qualities and understanding is needed to represent the sector?

54 The Value of the sector Independence of perspective Relationship builders Brokering better ways of working Keeping it Real Representing all interests and communities Impact especially on vulnerable Resilience / Efficiency Affordable / creative solutions

55 Opportunities? Brokerage New Council and Councilors University Board membership eg Health & Wellbeing Impact / Vulnerable Communities Data Protection and Welfare Reform Social Value Charter Campaigning Affordable / Creative Solutions Change and Compact Group Shropshire Provider Consortium

56 Group Work Anything you ve heard which you particularly like? Anything you would like to change or add? Anything new or different? What do you think are the priorities for the Assembly in the next 12 months? Any other questions / comments post it notes (or ask during discussion)

57 .and finally Try something new Co opt 2 or 3 new independent Assembly Board members over the summer. We want to hear from people with a passion for community, voluntary and social enterprise sector, could represent small charities or Trustees or could be totally independent and not represent anyone but be a champion for the sector. We want people to challenge us to see if their perspective can bring anything to the Board and the way we do things.