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The BIG Assist Conference - Impact workshop by Gordon McCullough


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Gordon McCullough (Community Action Suffolk) talks about impact and infrastructure at the Big Assist conference.

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The BIG Assist Conference - Impact workshop by Gordon McCullough

  2. 2. Ultimate aims To increase the resilience of voluntary and community organisations To develop equitable and influential relationships with the public sector To increase collaboration, sharing and co-ordination of resources Beneficiaries (what we must achieve for our beneficiaries) 1.5 Strategic leadership for change [INNOVATE] 2.4 Promoting the impact of the VCS and its contribution to society [ADVOCATE] 3.2 Opportunities for networking and sharing of resources [NETWORK] 1.4 Support for joint working [COLLABORATE] 2.3 Influential cross-sectoral relationships [INFLUENCE] Capacities (what we need to excel at to deliver for our beneficiaries) 1.3 Delivery of high quality learning opportunities [SKILL] 2.2 Creating processes and platforms for gathering views [CONSULT]1.2 Build organisational capacity and development potential [SUPPORT] Learning and growth (where we need to invest in order to excel) 1.1 Access to relevant information, guidance and advice [INFORM] 2.1 Listening to and gathering evidence [RESEARCH] 3.1 Presenting and communicating information [COMMUNICATE] Resources (how do we ensure we are adequately resourced) 4.1 Ensure resources are in place to met internal and external demands [RESOURCE] 4.2 Diversifying our income base [FUNDING] 4.3 Promoting the work of CAS [PROMOTION] CAS Strategy Map
  3. 3. CAS Theory of Change
  4. 4. 1.1.1 Info and advice (sustainability/learning & development) 2.1.1 Map VCS and measure added value 1.1.2 Info and advice (policy developments) 2.1.2 Co-ordinate impact measurement of LBS Budget 14-15 1.1.3 Promote info on new agendas (sustainability/policy) 2.1.3 Mapping exercise – premises, engagement, providers 1.2.1 Range of capacity building activities 2.2.1 Facilitate/co-ordinate consultative exercises 1.2.2 Support grant/tender opportunities 2.2.2 Scrutinise LBS Budget 14-15 1.2.3 Deliver organisational health checks 2.2.3 Facilitate forums for engagement and participation 1.3.1 Provide learning and development opportunities 2.3.1 VCS representation on strategic partnerships 1.3.2 Mentoring programme 2.3.2 Bi-annual meetings of health providers 1.3.3 Promote workforce development 2.3.3 Develop cross-sector relationships 1.4.1 Support collaborative working 2.3.4 Critical friend on issues of policy and practice 1.4.2 Model for partnership/consortia funding 2.4.1 Promote economic, social contribution of VCS 1.5.1 Integrated health and social care/children services 2.4.2 Partnership on pan sector issues 1.5.2 Cross-cutting plans for innovation (summits) 2.4.3 Articulate position and impact of government policy 1.5.3 Impact measurement programme 3.1.1 Disseminate information relevant to VCS 1.5.4 Lead on funding/development programmes 3.1.2 Create a single, unified website for Southwark 3.2.1 Facilitate healthy relationships with VCOs A LBS continue to value the role of infrastructure support and recognise the need for a second tier organisation in the borough. Funding levels remain the same and the level and nature of need amongst VCOs (support, policy, influence) remains constant. CAS can therefore continue to rely on its legitimacy from the sector to fulfil these functions B There is recognition of the need to have a more streamlined and accessibility pathway into the VCS for funders, general public, statutory agencies, VCOs and others. It is assumed that other VCOs in the borough will support this and the resources required to achieve it will be found C New models of representation will be accepted by LBS partnerships and other agencies and there is no diminution of the voice or influence of the VCS. D The VCS will react positively to any changes that purport change (collaboration, innovation, etc) and that CAS can rely on the backing and support of the sector to undertake this leadership role. It is assumed that any innovations or developments are underpinned by robust evidence of need and detailed engagement with the VCS. Assumptions CAS Interventions
  5. 5. CAS Monitoring and Evaluation Framework Data collection tools Frequency Lead A1 CAS Members’ Survey Feb – Mar (annually; linked directly to short-term outcomes) GM A2 VCS Survey Jan – Mar (annually; Count Us In 2013; abridged thereafter until 16) CN A3 Stakeholder survey/ interviews Sep and Feb PW A4 Staff and trustee survey Mar (annually) GM B1 Secondary data sources Ad hoc (reviewed bi-annually) – info from national/statutory sources AB B2 LBS data/decisions Ad hoc (reviewed bi-annually) – info on funding decisions CR B3 Content analysis (policy, funding criteria, budgets) Ad hoc (reviewed bi-annually) – evidence of changes to policy docs CN C1 Evaluations (specific events, training) Collected on an on-going basis; monthly review; post event reviews quarterly DH C2 Case examples (includes consultancy) Ad hoc (potential examples identified and collected/reviewed in first month of each quarter) SM C3 Case studies Ad hoc (identified throughout year; info gathered/reviewed in second month in Q2 and Q4) TJ D1 Diagnostic tool (main) Oct – Dec (annually) RM D2 Journey of change (specific) Ad hoc (linked to sustainability surgeries; reviewed quarterly; post-surgery follow up quarterly) CR E1 CRM management data Monthly SM E2 Web statistics Monthly RM E3 Financial data Quarterly SM
  6. 6. Evaluation focus area Audience Questions Indicators (outcomes) 1.1 INFORM 1.1.1 Disseminate info on sustainability/ learning development Primary: LBS (Community Engagement); VCS (small/medium); Big Lottery Secondary: Funders VCS (large) Are VCOs more knowledgeable about sustainability themes? A1 CAS Members Survey Attitudes towards support/information related to sustainability A2 VCS Survey Attitudes towards being well informed (issues and policies) (Q17) 1.1.2 Disseminate info on sector specific policy areas Primary: LBS (Community Engagement); VCS (small/medium) Secondary: LBS (Corporate Strategy); Funders, VCS (large) Are VCOs more knowledgeable about policy? A1 CAS Members Survey Attitudes towards support/information related to policy A2 VCS Survey Attitudes towards being well informed (issues and policies) (Q17) 1.1.3 Promote info on new/emerging areas in policy/sustainability Primary: LBS (Community Engagement), (Corporate Strategy), (Children and Adults); CCG/NHS VCS (small/medium) Secondary: Funders, VCS (large), Other Support Orgs Are VCOs informed and engaged in new developments? A1 CAS Members Survey Attitudes towards support/information related to new policy areas A3 Stakeholder survey/interviews Assessment of role of CAS/VCS in promoting/engaging in new and emerging areas C1 Evaluations Average scores of 4 (or higher) from events/seminars on understanding and knowledge (post events) D1 Diagnostic Tool Increase in scores on 3(3.3); 3(3.4) Framework for outcome measurement (quarterly and annual)