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Sonia Roberts Unlocking the Voice of the Voluntary Sector
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Sonia Roberts Unlocking the Voice of the Voluntary Sector

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    • 1. Unlocking the Voice of the Voluntary Sector Sonia Roberts Chair VCSA Shropshire
    • 2. SHROPSHIRE Whitchurch Oswestry Market Drayton Shrewsbury Bridge North Ludlow
    • 3. VOLUNTARY SECTOR IN SHROPSHIRE• Few Larger voluntar y organisations• Higher then average number of VCS organisations• Half the organisations have income £10k or less• 60% don’t have public funding• Star t up is 2/3rds national average, lower then average dissolvement demonstrating stability and resilience
    • 4. RESEARCH Build the capacity of the sector involving voluntary community and social enterprises Address organizational development needs to enable them to under take community action or delivery local services GET ORGANISED
    • 5. WE GOT ORGANIZED
    • 6. VCSA BOARD Common Interest Shared opportunities Thematic links
    • 7. RAISED AWARENESSLocal Strategic par tnershipHealth and Well being BoardChildrens and Young Peoples SummitEconomic Strategies GroupBusiness Development BoardsClinical Commissioning Group 8
    • 8. REGIONAL, NATIONAL VOICE 9
    • 9. CHANGES Benefits Localism System Bill Community Rights Personalisation Social Housing NHS Reform 10
    • 10. CHALLENGES IN THE UKCultural Changes New Roles and ResponsibilitiesPrivatisation of public ser vices Perception that public provision has in many cases failed to deliver quality services. Sufficient numbers of people possess the time, energy and skill to manage or deliver local services within each locality. Economic antagonism between public provision and voluntary action. Welfare provision and state services undermine self-help. It is more important that services are community-run than that they are equitable across the country. The tension between local control and the free market
    • 11. CHALLENGES - SHROPSHIREPrivatisation of public ser vices Cultural Changes New Roles and ResponsibilitiesPrivatisation of public ser vices Perception that public provision has hampered growth in some areas of the sector, in many cases failed to deliver cost effective services. Sufficient numbers of people possess the time, energy and skill to manage or deliver local services within each locality. Economic antagonism between public provision and voluntary action. Welfare provision and state services undermine self-help. It is more important that services are community-run than that they are equitable across the county. The tension between local control and the free market
    • 12. CHALLENGEShropshire is one of the most sparsely populated counties in England, which can make it more challenging to provide cost ef fective ser vices to local residents
    • 13. FINDING THE OPPORTUNITIESDevelop joint working with LAExtended Par tnershipsVehicle to recognize the sector as ser vice delivers 14
    • 14. PHASE 1 - TRANSITION Task and Finish Groups
    • 15. PHASE 1 – PROTOCOLS , PROCESS ANDPROCEDURES
    • 16. PHASE 2 – EXTENDED PARTNERSHIPS• Business Sector• Parish and Town Councils• Clinical Commissioners
    • 17. PHASE 2 - BUSINESS PARTNERS 18
    • 18. PHASE 2 – PARISH AND TOWN COUNCILSPLACE BASED INTERVENTIONLOCAL JOINT COMMITTEESFOCUS LOCAL LEARNINGFAMILIES SOLUTIONS - PROJECT
    • 19. PHASE 2 – CLINICAL COMMISSIONERSCo Co – Project E:Long Term Conditions Workshop Februar y 2012.pptxCCC – Community Care Coordinators
    • 20. PHASE 3 –VCSA SERVICE DELIVERY VEHICLEStrengthen the VCSA board, FoI and membershipDevelop a trading arm for the sectorE:Have your say (D)VCSA - Have Your Say Workshop.mp4
    • 21. ROLES 22
    • 22. SHROPSHIRE PROVIDERS CONSORTIUM VCS Assembly SPC     • Tendering on behalf of third sector Firewall   • Quality monitoring and evaluation     • Research • Training and professional • Voice of the sector development• Consultation • Finance• Pre-engagement of  • Project management services • Service delivery• Service evaluation• Lobbying Procurement Joint Needs Assessment  (JSNA) GP Consortia Commissioners Private companies Individuals
    • 23. OVERCOMING BARRIERS – MANAGING EXPECTATIONS Leadership Par tnership Clear Roles and Functions Training and Suppor t