100428 Notes from ChangeUp South East Meeting, April 2010

769 views
742 views

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
769
On SlideShare
0
From Embeds
0
Number of Embeds
7
Actions
Shares
0
Downloads
7
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

100428 Notes from ChangeUp South East Meeting, April 2010

  1. 1. South East RegionChangeUp Coordinators/Capacitybuilders Meeting<br />London, Weds 28 March 2010<br />
  2. 2. PROGRAMME<br /> 10.00 Arrivals and coffee<br />10.30 Welcome and introductions<br /> <br />10.35 Regional Business<br />11.15 Social networking and how we can use it in our work<br /> <br />12.30 Lunch and networking<br /> <br /> 1.15 The future for consortia – what chance sustainability?<br />2.45 Open session - issues raised by Consortium Co-ordinators<br /> <br /> 3.15 Future planning 2010<br /> Thursday 15 July<br /> Wednesday 13 October<br /> <br /> 3.30 Close<br />
  3. 3. Regional News<br />Regional Strategic Cross Sector Partnership – Abby Lee<br /> Regional Events – Abby Lee<br />‘The changing face of ChangeUp’ : 4 February, Guildford<br />‘Third sector engagement with LSPs’ : 23 February, London<br /> Update on e-learning project – Mark Walker<br />
  4. 4. Consortium Sustainability<br />Notes from Kat Pearce, Capacitybuilders<br />Background data<br />What have consortia achieved?<br />Most consortia<br />Some<br />A few<br />Underachievement<br />Unintended outcomes<br />
  5. 5. Background info<br />Assessment based on monitoring returns and RM knowledge <br />Internal research by Capacitybuilders shows that of 112 consortia in England:<br />69% are co-ordinating delivery of support services<br />95% are acting strategically<br />Of this 95%, 82% are focussing strategically on support services, and<br />82% are focussing strategically on public sector engagement  <br />Note: categories are not mutually exclusive so one consortium can be doing all 3.<br />A small proportion of consortia (less than 14%) have managed to secure other funding for consortium business/development, ie. not CDG. <br />
  6. 6. Outcomes partially fulfilled?<br />Consider this hypothesis:<br />That the ChangeUp Framework, which stated that by 2014 the needs of frontline organisations would be<br />Available nationwide;<br />Structured for maximum efficiency;<br />Offering excellent provision accessible to all while reflecting and promoting diversity; and<br />sustainably funded.<br />has only partially been fulfilled. <br />
  7. 7. Majority of consortia have achieved<br />Activity  + Evidence<br />Planning together =IDPsand Strategic & Business Plans<br />Demonstrating F4P = Cbassessment<br />Co-ordination = applying for project funding;Managing projects; implementing and monitoring plans<br />
  8. 8. Many consortia have achieved<br />Activity + Evidence<br />Partnership working = engagement with public sector; Compact; Stronger Communities Partnerships: choice of NI s 4,6 and 7<br />Supported “voice” of third sector in third sector representation on LSPs, LSPs, LAAs      LAAs; electoral systems <br />
  9. 9. Some consortia have achieved<br />Activity + Evidence <br />Reconfiguration of support services  collaboration and mergers<br />Better equalities provision including Improving Reach projects; services mainstreaming mainstreamed <br />
  10. 10. Very few consortia have achieved<br />Activity + Evidence<br />Sustainability = see recent Cb research showing that sustainability for support services very difficult due to dependence on public funding and lack of other funding streams <br />
  11. 11. Under-achievement<br />Impact on frontline organisations - The NAO report and the ChangeUp Evaluation suggest that the improvement in partnership working has benefitted frontline organisations, although the impact on them has varied. There is no clear evidence of the impact ie. no baseline and no quantitative data available.<br />Reconfiguration – there have been some successful efforts (viz Bucks) and lots of resistance. Evidence suggests that most reconfiguration of support services comes about due to funder pressure.<br />Equality of access – what appears to have happened is massive raised awareness of needs of different equality strands, partly due to EHRC, and there has been a push to include equality representatives on consortia (evidenced by networks) and to mainstream services. Funding has mainly focussed on BME (due to Regional Network Funding Stream).  <br />
  12. 12. Unintended outcomes<br />Public sector engagement <br /> This was not envisaged as part of the ChangeUp Framework but evidently consortia have taken up this agenda with enthusiasm. Has the combination of...<br />Consortia proving to themselves and others that they can work as an effective partnership (demonstrated through planning, project management and F4P)<br />Consortia membership including public sector partners leading to better understanding of both sectors and closer working relationships<br />The  new style LAAs in 2008 which ‘expected’ third sector engagement (although this was not a statutory duty)<br />CDG outcome A3 (integration and links between consortia plans and broader local partnerships and strategies, including links with LAAs), which allowed consortia to legitimately focus on public sector engagement. <br />What enabled this to happen?<br />

×