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LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
LVSC London's Poverty Profile presentation (27 Nov 2013)
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LVSC London's Poverty Profile presentation (27 Nov 2013)

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  • The main aims of our 2013 campaign were to:
    develop an evidence base and raise awareness of the impact of the economic climate and public spending cuts on Londoners and the VCS organisations that serve them from the beginning of the 2008 UK recession;.
    further examine the specific impacts of government welfare reforms in London, many of which were only introduced in April 2013;
    make recommendations to reduce the negative impacts on the most disadvantaged Londoners; and
    offer ideas and insights to inform organisations and policymakers how they could work differently to reduce the impact of cuts on their users in future years.
  • Its less than in 2010 however an increase on last year – possibly a level of confusion about number of changes last year?
  • Not well monitored which explains the number of don’t know answers, but even so, if you exclude these answers then 39% of respondents estimated that over 40% of people they worked with were unaware of welfare reforms of benefit changes that effected them, until they were introduced.
  • Largest ever increase in demand, despite the fact that this is a cumulative increase year on year.
    Also, significantly lower confidence in the ability of organisations to cope with increasing demand
  • More than half of respondents saw a decrease in their income.
    More than a third expect to see a decrease next year
  • More than half of orgs had to use their reserves to cover their running costs.
    This is particularly concerning in addition to the low levels of reserves that organisations have
  • Continuing change every year to respond to changing needs – this despite the financial pressure.
  • Fewer redundancies this year
    Looks like one in ten orgs that completed survey have merged
    Big increase since 2011 on partnership with public sector
    Real reliance on technology for efficiency
    Nearly 50% of orgs have redesigned their services – year on year increase
    Reduction in closed services (possibly already closed?)
  • Transcript

    1. The Big Squeeze 2013: a fragile state The economic climate, Londoners and the voluntary and community groups that serve them A response to London’s Poverty Profile
    2. Introduction  Poverty Profile is a powerful reminder of the challenges facing the city – and the voluntary & community sector in London.  LVSC published our fifth annual Big Squeeze report this month – yearly snap shot of impact of recession and public spending cuts on Londoners and VCS in London.  Findings illustrate the impact of the welfare benefits changes and austerity on Londoners supported by the VCS and the VCS itself.  Online, telephone and paper survey completed by 240 respondents from at least 185 organisations
    3. Findings: impact on Londoners Trends: Has the economic or policy climate affected the communities you work with over the last year? 2009 2010 2011 2012 2013 95% 97% 97% 89% 94% “Welfare Reform has had a huge impact, resulting in increased demand for the services of groups we support and represent. At the same time, the resources available to those same groups are reducing and are harder to access. Alongside this, measures to protect employment and to enable access to it by younger people are proving ineffectual. Low wages, zero hours contracts and unpaid placements are undermining local living standards. Many more people this year are struggling to pay bills and put food on the table, and often not paying the rent to do so.”
    4. Findings: impact on Londoners Has there been a welfare reform policy or change to benefits that has particularly affected those your organisation works with? ‘Bedroom tax’ (78) Tax credit/universal benefits cap (43) Housing Benefit cap (71) Changes to council tax benefit (40) Disability benefits (61) Social Fund changes (39) Changes to benefit entitlement tests (50) Changes to Child Benefit/tax credits (33) Changes to sanctions (49)
    5. Findings: impact on Londoners Approximately what proportion of those your organisation works with were unaware of welfare reforms or benefit changes that affected them until these were actually introduced?
    6. Findings: impact on Londoners  “Lack of service provision and cuts in housing and in other areas have meant that there are more people below the poverty line, despite being in employment. This has increased the issue of in work poverty suffered by the Latin American community that are concentrated in the cleaning, catering and hospitality sectors. Cuts in legal aid have also been devastating.” (Latin American Women's Rights Service)  “Child benefit changes has pushed more parents on to job seekers allowance. causing parents more stress, pressure and fear. They don't understand how the system works. Impacting on single mothers especially. Universal credit and the bedroom tax is also causing concern amongst our community. People’s self-esteem and worth being eroded.”  “There's also been a marked increase in the number of people with mental health conditions - perhaps fuelled by economic difficulties. Lack of work and fear of benefit sanctions create additional stress and anxiety, and a lack of clarity in the information given by government organisations make this worse for people.”
    7. Findings: demand for services Trends: Has demand for your services increased this year as a result of economic or policy changes? 2009 2010 2011 2012 2013 71% 68% 81% 66% 82% Trends: Are you confident that you will be able to meet any increase in demand for your services in the coming year? “No” responses 2009 2010 2011 2012 2013 80% 75% 77% 50% 46%
    8. Findings: demand for services  “Welfare reform, public sector funding cuts, and increasing costs of living are all driving up demand for our advice services in particular very significantly. We are presently running at over 20% above target on some services which is clearly unsustainable” (Toynbee Hall)  “We have had to close our waiting list as it has just become dangerously high to manage. People are in debt – DV [domestic violence] is increasing as tensions increase around debt and housing issues. Debt is on the increase and arrears.”
    9. Findings: fragile VCS finances How has your organisation's overall income changed over the last year? What do you expect to happen to your overall income in the next year?
    10. Findings: fragile VCS finances Have you used free reserves to cover running costs in the last year? Approximately how much of your organisation's current expenditure do you have left in unrestricted reserve funds?
    11. Findings: VSC innovation Trends: Has your organisation changed the way it works to cope with any changes this year? 2009 2010 2011 2012 2013 78% 93% 94% 90% 93%  “Re-aligned workforce to meet changing patterns of demand; improved business efficiency by curtailing unnecessary services and supplies (in and out); renegotiated leases and supplier contracts to give cost-savings and greater flexibility.” (HT Community)  “We have tried to create a more integrated service with our stakeholders, so if residents cannot use our services we can signpost to local community and voluntary groups that can support them. Also to use digital media more to communicate with residents and highlight the importance of getting online.”  “To prepare for the increased demand for our services, we have reviewed our strategic plan to identify new business opportunities . . . developed partnerships with other voluntary organisations . . . started new projects . . . remodelled how we provide advice and support and introduced a new case management system which will allow for a more person-centred approach with remote accessibility to case files.” (Stonewall Housing)
    12. Findings: VSC innovation Trends: Actions taken to respond to user needs Action 2011 Improved fundraising Increased partnership work with other voluntary and community sector organisations Made staff redundant Taken on more volunteers Merged with another organisation Increased collaborative work with the private sector Improved your use of technology Redesigned services to better meet needs Closed a service Opened a new service Developed a new business model Improved your work with funders or commissioners 2012 2013 15% 60% 50% 51% 95% 70% 54% 56% 0% 39% 52% 11% 30% 54% 10% 1% 23% 24% 9% 16% 51% 8% 36% 39% 41% 50% 41% 49% 27% 32% 29% 2% 61% 31%
    13. Conclusions  Economic climate and reforms are hitting the most disadvantaged the hardest  Its now the cumulative impact of economy and reforms taken together, creating a series of interlocking challenges  A continuing increase in demand for services  Local organisations are the worst hit by these changes and increasing competition  London is storing up long-term social problems, and VCS organisations lack the resources and remedies to these problems.
    14. Headline recommendations  Frontline VCS orgs: continue partnership working, build dialogues with local authorities for joint solutions and advocate and campaign for advice services.  LVSC and VCS infrastructure orgs: work on more coordinated evidence-based response to the welfare reforms, develop new funding for sector from corporate sources, influence London policy makers and funders
    15. Headline recommendations  Funders and commissioners: Develop a coordinated funding strategy for London in consultation with the VCS  Policy makers: promote London Living Wage, work together to develop strategic solution to need for advice services, examine cumulative impact of these changes on disadvantaged communities and use influence with the Government to mitigate impact on London

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