Change Up local Infrastructure Development Plan
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Change Up Merton Local Infrastructure Development Plan
Investment Plan – Stage One (April 2005-March 2006)
1. Contact details for the co-ordinating organisation
The vision for Change Up in Merton
o Enable voluntary and community organisations to realise their full potential by strengthening their core functions.
o Increase the capacity of Voluntary and Community organisations to play a more central role in the delivery of local specialist services.
2. Summary of Change Up activity
In preparation for the first stage submission of the Merton Infrastructure Development Plan a number of key activities have been undertaken including:
The development of a local Change Up steering group
A local Change Up steering was established in March 2005. The membership of the steering group reflects the priority that Change Up has been given locally in recognition of the vital links it has with revised commissioning structures, the Local Strategic Partnership, the Community Plan processes and increasing emphasis on engaging with the VCS as both a local planner and provider of services. Representation includes the local authority lead on Compact Development, Cabinet member (with a lead on the voluntary and community sector), the Primary Care Trust, the Chamber of Commerce/Business Links and those voluntary organisations providing infrastructure support services (MVSC, Merton Volunteer Centre, Unity Network, Age Concern Merton, Merton CAB and Merton Carers). The steering group has played a key role in guiding the development of the Merton IDP and has been pro-active in identifying:
o Future local priorities for work with the VCS
o Ideas for future measurement of value/impact of investment in the VCS
o Wider partnership opportunities for continuing to build the infrastructure of the VCS
o How the LIDP fits with other local initiatives (to ensure synergy)
o The longer term vision for VCS activity and development in LB Merton
Involving the VCS in the development of the plan
Merton Voluntary Service Council undertook to involve the VCS in the development of the plan through a facilitated consultation event that sought to examine key funding challenges, current infrastructure activity/support, identified gaps and priorities for future investment in VCS infrastructure development. About 30 organisations participated in this event including a range of BME groups and those working with marginalised communities.
Research and mapping exercise: An independent consultant conducted 20 individual phone and face to face interviews with a cross section of Voluntary and Community Organisations (including BME groups and those working to support the capacity of the VCS). A research template was developed and sought to consult on: current uptake/use of infrastructure support services, levels of funding and funding challenges, current gaps in infrastructure support and how organisations saw these needs being met in the future.
A review of existing activity: In developing the priorities for future infrastructure development of the VCS the steering group were keen to examine what work had already been undertaken. The following were identified as either fitting with the ChangeUp programme or providing useful data/information on the needs of the sector:
o The impact of the Full Cost Recovery work (templates developed by ACEVO) now being developed and led by MVSC on future funding agreements (10 local organisations are now in receipt of training from MVSC through this pilot project).
o The review of funding agreements occurring in conjunction with Compact Development and revised local commissioning structures (with the integration of services and pooling of resources between the local authority and PCT). Changes in future commissioning priorities are taking place particularly in relation to Children’s Services and Older People’s Services. With the emphasis on prevention and community/locality based provision statutory services will be increasingly looking towards scoping local partnership opportunities with the VCS. Indications are that as part of the Funding and Procurement Code (linked to the Compact) statutory services will be looking at approximately 30% of their services being provided by local organisations.
o The research being undertaken by the Merton Volunteer Centre into the impact of volunteering locally. A report to be produced by September 2005
o Meta Data Research undertaken by Unity Network into the profile of the local BME community and availability of local services
o The development of a Capacity Checking Framework and submission of an ICT project proposal (as regional and sub regional ChangeUp initiatives) as part of the South London CVS Partnership. Merton is a member of the partnership and has played the lead role in the management of the sub regional ICT capacity building project “Superhighways.” The Capacity Checking framework is relevant to local workforce development as it assists CVS organisation development workers in assessing the “fitness for purpose” of service delivery organisations that they work with
Current infrastructure support/activity
Key findings from the consultation event and telephone interviews with Voluntary and Community organisations (50 participants in total) indicated that:
o The majority of infrastructure support accessed locally was from Merton Voluntary Service Council. The support provided by MVSC was reported to be delivered to a very high standard and feedback was overwhelmingly positive.
o Most organisations had accessed infrastructure support services from MVSC within the last year. Key services utilised included: the MVSC newsletter, information and advice on a range of issues and training services particularly in relation to fundraising and management.
o Around 50% of organisations reported accessing organisational development services from MVSC including: community accountancy, training and assistance with strategic planning
o Organisations accessed ICT support via MVSC through the Superhighways project (this was found to be of a very high standard)
o Many organisations utilised the services of MVSC for skills development for staff and trustees via the provision of training, consultancy services and the facilitation of networks and forums (such as the Chief Officers Forum)
o Organisations also valued the partnership building/brokerage services provided by MVSC and the new appointment of the Partnerships Officer
o MVSC is also seen as a key information source on issues relating to charity management, advice on policies and procedures and information about the voluntary and community sector (newsletter and directory)
o Most organisations reported having a relationship with the Merton Volunteer Centre as a key provider of support in relation to the recruitment, management and training of volunteers, co-ordination of the volunteer forum and sharing of good practice.
o Other key providers of support to organisations locally were cited as: the LB Merton, LVSC, South West London CAB, Greater London Forum for Older People, sector specific national organisations, ACEVO, LVSC and NCVO
Identified gaps in infrastructure support
The consultation and research/mapping indicated gaps in infrastructure support in the following areas:
o Governance: This was identified as a high priority with an emphasis on core governance support and training for trustees and paid staff in relation to understanding trustee roles and responsibilities as well as advice on business planning, full cost recovery, SORP compliance, etc; recruiting and training a central pool of trustees who could be placed with organisations (similar to School Governor Recruitment and Training) including people who could “trouble shoot” by offering specific short term advice to a group on financial management, IT, legal matters, etc.; attracting the right people onto boards; and developing trustees as volunteers.
o The need to create and be able to access more stable funding (particularly core funding). One of the highest priorities for organisations was to receive more support with operating in a changing funding environment and with recovering core costs through utilising Full Cost Recovery (as developed by ACEVO and implemented by MVSC). Organisations would also like to see MVSC providing more fundraising advice and developing a range of centralised services/partnerships that could save costs and generates funds for organisations (Community Chest Funds, central service for linking with the business community – a clearing house).
o Increased ICT support: ICT development was seen as key to an organisations capacity to thrive in a rapidly changing environment. More specifically organisations would like to receive support with web site management, problem solving and utilising ICT for improving access to and sharing of information.
o Strengthening Human Resource development: Organisations are keen to keep up to date with changing employment legislation and recognise the need for practical support in policy development and implementation. Some organisations proposed that a centralised low cost HR support service could be established by and managed through MVSC.
o Management and support with organisational development: Specific areas for more development and support included business planning, marketing and recruitment, risk assessment and quality assurance. Locked into community development was also the need to strengthen the co-ordination of Community Transport Services.
o Volunteer development: Organisations would like to see wider dissemination of good practice guidelines in relation to volunteering and working with organisations to develop their internal capacity to recruit and manage volunteers.
3. Stage 1 Investment Programme – April 2005 – March 2006 (how investment will advance Change Up objectives)
Embedding quality and improving reach
Financing and performance improvement
Proposal 1:Strengthening governance and building sustainable organisations
o To support the capacity of Voluntary and Community organisations in developing more sustainable funding sources through utilising the Full Cost Recovery template and guidance (produced by ACEVO)
o Further develop the capacity of existing trustees via training, support and guidance in the areas of finance management, developing the role of Chair/treasurer and implementing Charity Commission Guidance on Governance and SORP, Full Cost Recovery, meeting reporting requirements, business planning and performance management, etc.
o Consider the impact of Full Cost Recovery on the development of local funding and service agreements and influence via the compact on the potential for incorporating Full Cost Recovery as an agreed standard and mechanism for calculating core costs. Evaluate the impact of training and information on Full Cost Recovery to ensure that best practice can be disseminated more widely.
Budget
Delivery Plan
o The development of an additional resource dedicated to undertaking organisational development work across the Voluntary and Community Sector (with a focus on business planning, trustee management/training support, financial management, training on roles and responsibilities)
o Develop and implement a rolling programme of training on Full Cost Recovery, supporting organisations in becoming more sustainable
o In association with Volunteer Centre Merton and Merton Unity Network, to develop and deliver a number of discreet training courses targeted at small bme groups with a focus on encouraging volunteer development
o The production of learning support materials and publicity associated with promoting the service (hard copy and web site)
Improving face to face support (ICT development)
Proposal 2:ICT development work with the voluntary and community sector in Merton
o A local ICT development worker would further build up the capacity of local voluntary organisations to operate more efficiently and enhance their sustainability through ICT training, management of ICT systems/software, utilising ICT for promoting communications and raising the profile of services, improving access to ICT support services and practical advice.
o Whilst organisations have accessed ICT via the Superhighways project they have identified the need for more dedicated support at a local level including the development of a team of trained support volunteers.
o Applications have been submitted to Trusts to continue the present p/t ICT Support Worker and have the post full time in Merton. Initial feedback is promising however funds are required to sustain that post pending the outcome of these bids – it is the intention to reserve the contingency budget to further sustain the post if necessary.*
Budget
Delivery Plan
Sustain the highly valued post of ICT Support Worker (including the associated training programme) to be full time in Merton pending outcome of funding bid.
Modernising the infrastructure
Building sustainability and promoting joint working
Proposal 3:Developing a centralised HR support service
o Develop centralised HR support that will enable local voluntary and community organisations to share services and resources. This will also ensure that smaller organisations have the same access as other organisations to high quality HR information and advice.
o Build the confidence of small to medium sized voluntary and community organisations through strengthening their policies, procedures and systems including front line human resource management via dedicated materials, phone advice and site visits to advise on effective procedures
o Explore the feasibility of groups subscribing to a centralised HR service (this will complement the work of the SLCVS Partnership proposal)
Budget
Delivery plan:
The establishment of a dedicated HR resource based at MVSC to be made available to all Voluntary and Community organisations in the LB Merton developed in conjunction with the SLCVS proposal
4. How investment benefits smaller and more marginalised groups
The 1st Stage Investment proposals benefit smaller and more marginalised groups by responding directly to their needs as identified through wide consultation on the development of the Merton Plan.
5. Request for Change Up Funding (summary)
1st Stage Investment Plan
April 2005- July 2005Total sum sought£ 21,000
August 2005 – March 2006Total sum sought£ 21,000
6. Outcome indicators and milestones
1st Stage Investment Plan (proposals 1-4)
7. Statement
This initial Infrastructure Development Plan sets out a series of proposals to be taken forward under the 1st Stage of the local ChangeUp Programme. The proposals have been developed following extensive consultation and research with the local voluntary and community sector, are based on their priorities, and have been approved by members of the Merton Change Up Steering Group
* It should be noted that both MVSC and the Volunteer Centre are faced with deficit core budgets for 05/06 (about £20,000 in total). A bid to the
contingency budget is proposed to sustain these two key infrastructures
bodies.
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