The document summarizes data about voluntary, community, faith and social enterprise (VCFSE) groups in Merseyside. It notes that there are over 8,600 VCFSE groups, with 5,500 being community organizations. These groups employ 24,000 people and generate £918 million in economic value. They also receive over £305 million in external funding and contributions. Volunteers provide 500,000 hours per week, equivalent to £300 million in value. The VS6 Health Summit aims to champion the sector, link groups to influence decisions, offer community-driven solutions, act as a contact point, and drive community-centered health approaches.

1. Warren Escadale, CEO of VSNW
and secretariat lead for VS6
Health Summit: 12th October 2016

2. • Over 8,600 voluntary, community, faith and social enterprise (VCFSE)
groups.
• 5,500 of these are community organisations (64%).
• The sector employs 24,000 FTE people and generates £918m GVA.
• This includes over £305m in inward investment from external trusts,
funders and other sources (from outside the City Region).
• There are 180,000 volunteers contributing over 500,000 hours of
voluntary action per week
• This equates to £300m-equivalent in volunteering.

3. “Together we’re
developing a new
culture of partnership
and collaboration
across the city region,
ensuring a future that
has communities at the
heart of our city
region.”
Rev Canon Dr Ellen Loudon,
Independent VS6 Chair

4. • Champion the role of the sector in the future of the City Region
• Link in 8,600 groups and help them to collectively influence decision-
making
• Offer community-driven answers to economic challenges
• Provide a single point of contact for the city region’s VCFSE sector
• Drive community-centred approaches to transforming health &
wellbeing

5. Source: Merseyside’s Vital Signs, Community Foundation for Merseyside, October 2016

6. How can we understand what needs to
happen in our communities to create
genuine change?

7. Six principles
for engaging
people and
communities

8. •How can communities save costs &
reduce pressure on hospitals & GPs?
•How do we develop our practical
understanding of community-centred
approaches to health & wellbeing?
•How can volunteering create a culture of
voluntary action?
•What are the broader enablers for change
(eg workforce, investment)?
• How do we generate community
enterprise and enterprising
communities?
• How do we help create resourceful
communities?
• Where is 'inclusive growth'?
• How do we drive ‘a radical upgrade in
population health prevention’ (eg
social movements)?
• What models can we use to help
communities take the lead in
governance?
• How do we get communities driving
strategies and addressing barriers
as they see it?
Put
communities
in charge
Get the
economics
right
Get the
vision
together
Drive change

9. Mobilising Communities Investment Framework
Philanthropy Social Investment Commissioning Grants
Private large and corporate donors Social Impact Bonds linked to public
service reform
Training linked to developing
finance/investment models
Strategic use of grants to mobilise
communities
Fundraising events
CSR
– public and private sectors
Grant and unsecured loan investment
in developing community-focused
activity
Strategic use of grants to develop
‘resourceful communities’
Public sector
asset transfer
Increased local impact (LM3, social
value, transformation)
Local small business giving – eg
Sefton4Good model; Halton
Foundation
Secured loans linked to community
asset transfers, business support
‘Best Value/Best Placed’ process (with
potential investment plan)
Innovation grant fund targeted at
communities
Community
giving
Community
Banking
Coproduction
Strategic use of grants to hold
communities together
Micro-finance

10. What’s most important?
1. Getting the right economics?
2. Driving change in how we work?
3. Putting communities in charge?
4. Getting the right vision?
5. All the above