INFRASTRUCTURE BUSINESS PLAN
2008-11
Essex, Southend and
Thurrock Infrastructure Consortium (ESTIC)
Geographical area:
Geographical county of Essex
Lead Body: Rural
Community Council of Essex
Contact Details:
Maureen Frewin, Chair, ESTIC
Telephone: 01702 589647
Email: mfrewin@hotmail.com
Our Vision
The
work of ESTIC, and the purpose of this plan, is to support ‘front line’
voluntary and community organisations across Essex, Southend and Thurrock in
order to maximise their impact for the benefit of communities across the
county. To guide its work ESTIC has adopted a vision for 2014:
“A
strong, highly skilled and better resourced voluntary and community sector,
well placed to shape and deliver high quality services that meet the needs of
local communities across Essex, Southend and Thurrock.
Our Mission
Voluntary
and community organisations need strong effective and forward thinking support
if this vision is to be achieved...
ESTIC
aims to provide a clear evidenced based direction of travel to ensure sector
support services are ‘fit for purpose’ to meet the challenges of the next
decade.
Our Values
·
To
have clear and open two way communication
·
To
value the contribution of each partner
·
To
have high aspirations valuing the progress we make along the way
|
Summary of Consortium Infrastructure
Business Plan 2008-11: (1 page max) Our Vision “A
strong, highly skilled and better resourced voluntary and community sector,
well placed to shape and deliver high quality services that meet the needs of
local communities across Essex, Southend and Thurrock. Our Mission Voluntary
and community organisations need strong effective and forward thinking
support if this vision is to be achieved... ESTIC
aims to provide a clear evidenced based direction of travel to ensure sector
support services are ‘fit for purpose’ to meet the challenges of the next
decade
|
Our Strategic Aims
(SA):
ESTIC
is committed to embedding the cross-cutting theme of equality and diversity in
all its work. In addition we will aim:
Our Objectives
SA1. To build a strong and
supportive third sector infrastructure in Essex, Southend and Thurrock.
·
To
develop a sustainable and modern county-wide volunteer service able to meet the
needs of front-line VCOs and individuals.
·
To
develop a sustainable, streamlined and modern county-wide infrastructure of
CVSs able to meet the needs of front-line VCOs.
·
To
improve the quality and accessibility of specialist infrastructure support
services across Essex, Southend and Thurrock.
·
To
ensure that ‘hard to reach’ and special interest communities across the county
can access services appropriate to their needs.
·
To
increase the delivery of services using ICT, e.g. funding opportunities and
advice.
·
To
increase investment in third sector workforce, staff, volunteers and trustees
via training and development.
·
To
improve collaboration in planning and delivery of infrastructure support
services.
·
To
embed equality and diversity principles into the work of the third sector.
·
To
build a strong effective consortium able to deliver on its vision and mission,
to reduce unhealthy competition for the good of Essex, Southend and Thurrock
SA2. To
improve access to high quality infrastructure support services for front line
organisations.
·
To
ensure that high quality advice and information services are available to all third
sector organisations, when they want and in a format that supports their needs.
·
To
promote the work of the third sector to the wider community, including public
and private sectors, and stakeholders.
SA3. To create a strong and
influential voice for the third sector, particularly relating to LAAs and third
sector involvement in LSPs.
·
To
provide strong leadership to infrastructure organisations across Essex,
Southend and Thurrock.
·
To
develop a coordinated voice in order to raise the profile of the third sector
in strategic partnerships, with funders and with the wider community.
· To influence key stakeholders, including LAA partners, for the benefit of the third sector and the wider community
Evidence of Need
ESTIC aims to build a
strong and supportive third sector infrastructure in Essex, Southend and
Thurrock
Essex
is a large geographical county, located at the very south of the East of
England region. It contains 14 local authority areas, two of which are unitaries. ESTIC is the second largest third sector
infrastructure consortium in the country. Each district and borough has its own
independent Council for Voluntary Services. There are 13 Volunteer Centres, 9
of which are integrated into a CVS structure while the others are independent.
This level and complexity of infrastructure support is unsustainable and
available resources need to be used more effectively.
A
wide range of county wide infrastructure support services also exist, providing
support to specific communities, e.g. older people, sports groups, rural
communities, people with disabilities, minority ethnic communities etc.
Approximately 40 infrastructure organisations are members of ESTIC, and more
than 10,000 county-based VCOs are known to them. ESTIC members utilise a wide
range of methods to consult with their client groups (front-line VCOs) to
determine their need for services. Across Essex front-line VCOs report the need
for access to a broad range of high quality infrastructure support services.
Originally identified in the Infrastructure Strategy, Investment and
Implementation Plan which was produced in 2004 this has been reconfirmed by
ESTIC research carried out since that time. A recent survey of services being
provided by infrastructure organisations suggests a broad range is available. However, the capacity to deliver is limited
and there is considerable variation in provision. Time-limited funding and the
unpredictable nature of grant applications are key factors limiting core
service provision. The patchy provision of services, with varied quality and
limited access remains the key concern of front line organisations across the
county.
ESTIC
members believe that radical change is required to establish a strong
infrastructure designed to tackle the challenges of the 21st
century. To provide consistent high quality services across the county requires
change to the structure, capacity and skills of the delivery body(ies) and change to the delivery mechanisms, with much
greater use of information technology. It also requires delivery of services
designed to ease the pressure on front line organisations e.g. community
accountancy, HR, Payroll etc.
ESTIC aims to improve
access to high quality infrastructure services by front line organisations
Essex
contains three significant regeneration initiatives: the Thames Gateway; the
Haven Gateway and the M11 Corridor. It is a county of extremes with pockets of
disadvantage; some Super Output Areas within the most deprived 10% in the
country and above average household income (Regional Household Income, March
2007). There are plans for significant population growth across the county with
the resulting need for a stronger community infrastructure.
There
are rural communities in 11 of the 14 local authority areas with 72% of Essex
being identified as rural, and 20% of the total population living in these
communities. Rural Essex is diverse with accessible rural areas – urban fringe
and green belt; remote rural areas, the coast and estuaries and market towns
across the county. Population density figures reflect the complex picture
across the county, with a range from 108 people per sq.km in Uttlesford to
3,802 people per sq .km in Southend-on-Sea. Other districts with densities of
more than 1,000 people per sq.km include Harlow (2.512), Castle Point (1,935)
and Basildon (1,512). (Mid 2002 Population Estimates for the UK, ONS).
Rapid
demographic change is taking place across Essex, with a large increase in bme communities; asylum seekers; refugees and economic
migrant workers, particularly those from Eastern Europe.
Across
the county access to services is an issue for service providers. Access may be
complicated by geographical factors, socio-economic factors, age, poverty,
ethnicity etc. ESTIC believes that it is a priority to establish high quality services
that are accessible to all communities. This will require innovative ways of
providing services, changes to current arrangements, an improvement in the
skills of those providing the services, provision through many media, and more
targeted promotion of services and access routes to them.
ESTIC aims to create
a strong and influencing voice for the third sector, particularly relating to
LAAs, and third sector involvement in LSPs.
The
Government have recently released details of new Public Service Agreements
which they expect to be included in LAAs over the next three years. PSA 21
Indicator 5 is “A thriving third sector”. In addition the Government has
included a new “duty to involve” in recent legislation and it has identified
where it expects the third sector to be involved.
Three
Local Area Agreements are negotiated within the geographical county of Essex;
the “new Essex” area which covers 12 districts, Southend and Thurrock. There
are 15 local strategic partnerships, five primary care trusts and six Police
divisions.
Essex
recognises the importance of the third sector as a valuable partner
contributing to all five LAA blocks, from older people, health and social care,
environmental issues, crime and community safety, education, children’s services,
economic growth and enterprise. The third sector already has a seat at the
strategic meetings in Essex, Southend and Thurrock. In recognition of its
contribution across the LAA the Essex LSP has agreed to establish an endowment
fund for the third sector by top slicing LAA reward money at the end of the
term of the LAA. In 2006/07 Southend negotiated a “stretch” target for
increasing volunteering as part of the Southend LAA.
ESTIC
believes that transparent representation mechanisms are required to ensure that
people attending partnership meetings are representatives of the third sector
and that feedback processes are in place to enable all third sector members to
influence and to be aware of decisions and activities.
In
addition the 2012 London Olympic and Paralympic Games
provide opportunities and present challenges to local communities and the third
sector. To ensure that the third sector benefits it will be vital for its voice
to be heard amongst the corporate giants and central government departments now
actively working in the area. There are many venues for the different sporting
activities, some of which are located in Essex. The impact of the Olympics and
Paralympics and their legacy will be significant, particularly relating to
volunteering activity. Essex must be ready for the expected increase in
volunteers and needs to be planning now to ensure that services are able to
support both the volunteers and their host organisations.
ESTIC’s Evidence of
Need
Since
its first meeting in February 2004 ESTIC has commissioned, or been involved in
the commissioning of, the following research into the needs of the sector
across Essex, Southend and Thurrock:-
·
The
Essex, Southend and Thurrock Voluntary and Community Sector Infrastructure
Strategy, Investment and Implementation Plan (ChangeUp Essex, Southend and
Thurrock, December 2004
·
PQASSO
and the Voluntary Sector (ESTIC, 2005)
·
Report
on the Governance Support Project (ESTIC, 2006)
·
Community
Leadership in Rural Areas (ESTIC, 2006)
·
Reaching
Communities in the Braintree District (ESTIC, 2006)
·
0
– 19 Network Research Report (ECVYS, June 206)
·
Building
capacity for the future (ESTIC, June 2006)
·
Strategy
for Volunteering Infrastructure in Essex, Southend and Thurrock (ESTIC, August
2006)
·
BME
– Mapping Exercise, A Report on the BME Groups and the Gaps in Service (ESTIC,
October 2006)
·
Researching
the Voluntary and Community Sector (ESTIC, December 2006)
·
Review
of ESTIC (interviews with members of ESTIC, March 2007)
·
Review
Workshop with members and stakeholders (April 2007)
·
Improving
ICT Skills (ESTIC, 2007)
·
ESTIC
Toolkit Assessment Day (September 2007)
·
Survey
of ESTIC members to determine consultation methods used by members to identify
needs of the front line organisations using their services (November 2007)
·
Survey
of ESTIC members to identify the range and level of services being made
available across Essex by infrastructure organisations. (November 2007)
In
addition, the preparation of this strategy and the accompanying Business Plan
has been developed with the insights provided by the following research and
reports.
Sub-Regional Evidence
of Need
Investing
in Communities Thames Gateway Business Plan 2007 -2011
Investing
in Communities Mid and West Essex Business Plan 2007 –
2011
Investing
in Communities: Haven Gateway Business Plan 2007 – 2011
Community
Needs Survey of Essex, University of Essex 2004
Regional Evidence of
Need
Regional
Social Strategy (EERA, 2004)
The
Social Enterprise Strategy for the East of England, (EEDA, 2005)
Clear
Vision: Clear Thinking – future development of the voluntary sector in the East
of England, EEDA, 2006
Economic
Impact Study of the London 2012 Olympic Games and Paralympic
Games, July 2006
National Evidence of
Need
A
Strategy for Volunteering Infrastructure in England, 2004-2014, Volunteering
England
Building
effective local VCS infrastructure, CRESR Report, June 2007 produced by NAVCA.
Voluntary
Sector Strategic Analysis 2007/07, NCVO Third Sector Foresight, November 2007
Principles
of representation: A framework for effective third sector participation in
Local Strategic Partnerships, DCLG Discussion Document, November 2007
The
UK Voluntary Sector Workforce Almanac, NCVO, 2007
Voluntary
Sector Skills Survey, NCVO/Workforce Hub, 2007
Our Outcomes or Long Term Changes
SA1. To build a strong and supportive third sector infrastructure in
Essex, Southend and Thurrock.
·
Every
potential volunteer living in the county will have access to a good quality
service from the county-wide volunteer service to help and support them into
volunteering.
ICT and Communications
·
One web portal providing generic third sector
infrastructure support services designed to meet the needs of VCOs.
·
FLOs able to easily access specialist infrastructure
support services through clear and consistent signposting within the web
portal.
·
Provision of free websites to all front line VCOs
(who want one) across Essex, Southend and Thurrock.
·
More than 10,000 Essex, Southend and Thurrock VCOs
promoted through the single web portal.
·
Financial support from key stakeholders to manage
and maintain the web portal.
·
IT support to be provided
to all VCOs across Essex, Southend and Thurrock by Circuit Riders or similar.
Consortium
Development
Embedding
Equality and Diversity
·
Greater engagement with ’hard to reach’ and
disadvantaged communities.
·
All
VCOs have access to information about the legal requirements of third sector
organisations re: equality and diversity, food hygiene, health and safety etc.
·
All
VCOs have access to appropriate training and skill development to meet their
legal requirements.
·
All
VCOs have access to awareness raising sessions, follow-up training and
mentoring packages to enable them to meet minimum quality standards.
·
Learning
Set training provision meets identified needs of FLOs, as per annual needs
analysis.
·
ESTIC
members are confident in their ability to tender for and negotiate service
delivery contracts with partner agencies.
·
10,000 staff,
volunteers and trustees who have completed accredited training in business
management and other skills that will strengthen their organisation and make it
‘fit for purpose’.
SA2. To
improve access to high quality infrastructure support services for front line
organisations.
Advice
and information
Promotion
and Marketing
·
Raised profile of third sector with partners in
public and private sectors.
·
Raised awareness amongst FLOs of infrastructure
support services and routes to access them.
·
Raised profile of ESTIC, its role and the challenges
facing the third sector.
·
Establishment of web portal promoting the third
sector in Essex, Southend and Thurrock.
·
Increased
opportunities for the third sector to deliver services to local
communities.
·
Third
sector recognised as a valuable partner by the private and public sectors.
SA3.
To create a strong and influential
voice for the third sector, particularly relating to the LAAs, and involvement
in the LSPs.
Representation
and Leadership
Beneficiaries and
Stakeholders
ESTIC Members
Approximately
40 organisations that deliver infrastructure support services across Essex,
Southend and Thurrock are already members of ESTIC. It is recognised that some
groups are missing from the membership list and work is underway to identify
them, make contact and recruit them as members. The following infrastructure organisations
are already members of ESTIC:
|
Equality strand |
Name of Member |
|
Age |
Age
Concern Essex |
|
Black
and Minority Ethnic |
Essex
Racial Equality Council includes work with travellers and other ‘hard to
reach’ groups across county |
|
Disability |
Disability
Essex |
|
|
Essex
Coalition of Disabled People |
|
Faith |
To
be contacted |
|
LGBT |
Local
LGBT groups report being only social networks with no need for targeted
infrastructure needs |
|
Rural
|
Rural
Community Council of Essex |
|
Women |
Infrastructure
support provided by national bodies |
|
Youth |
Essex
Council for Voluntary Youth Services |
|
Environmental
|
Groundwork
South Essex |
All
ESTIC members have been invited to participate in workshops in April October
and December 2007 and the Toolkit Assessment Day in September 2007. Both
national and regional officers from CapacityBuilders considered the April
workshop to be an example of best practice. Drafts of the Strategic and
Business plans have been sent to all members for comment, suggestion and
agreement.
ESTIC
have surveyed all members to identify:
In
addition, in Q4 2007/08 ESTIC intends to contact a broad range of front line
organisations, including those who are currently non-users of local services to
determine:
IMD
2007 will be used to ensure that this survey includes responses from
communities in the most disadvantaged communities across Essex, including
Tendring, Southend, Thurrock, Basildon which all
contain Super Output Areas in the most disadvantaged 10% in the country.
Public Sector
Partners
The
following public sector partners have been involved in the process of
developing this document. Some have attended workshops held during 2007, while
others have made comment on drafts of the document. All have been contacted and
encouraged to participate as key stakeholders.
Essex
County Council
Essex
Learning Skills Council
Essex
Probation Service
Essex,
Southend and Thurrock Connexions
ExDRA (Mid and West Essex)
Haven Gateway Partnership
Job Centre Plus
Southend-on-Sea
Borough Council
Thurrock
Borough Council
Thames Gateway South Essex Partnership
5 PCT’s
Summary of Projects
|
Aim 1. To build a
strong and supportive third sector infrastructure in Essex, Southend and
Thurrock |
|
|
Objective |
Project / Activity |
|
To
develop a sustainable and modern county-wide volunteer service able to meet
the needs of front-line VCOs and individuals |
Modernising
Volunteering This project will work towards county wide
delivery of volunteering infrastucture and developing a Volunteering Strategy
for Essex, Southend and Thurrock |
|
To develop a
sustainable, streamlined and modern county-wide infrastructure of CVSs able
to meet the needs of front-line VCOs. |
Modernising CVS
delivery Commission an independent review of the current
services being delivered by 13 CVS’s and Rainbow Services – resulting in a
robust infrastructure support model for E,S and T. |
|
To ensure that ‘hard to reach’ and
special interest communities across the county can access services
appropriate to their needs. To
embed equality and diversity principles into the work of the third sector |
Embedding Equality
and Diversity Employ a dedicated Equality and Diversity Officer.
Support county wide networks for all ‘hard to reach’ communities. Undertake
Equality Impact Assessments with ESTIC members and provide training and
toolkits to embed equality and diversity. Develop rural proofing checklist and provide
training for rural proofing. |
|
To
increase the delivery of services using ICT, e.g. funding opportunities and
advice |
ICT and
Communications Developing further the investment made in the
website and establishing a IT support project e.g. use of Circuit Riders or
similar |
|
To increase investment in third
sector workforce, staff, volunteers and trustees via training and
development. |
Developing Skills
Training (up to NVQ Level 4) aimed at raising awareness
and essential skills for staff, volunteers, trustees and leaders |
|
To improve
collaboration in planning and delivery of infrastructure support services. To
build a strong effective consortium able to deliver on its vision and
mission, to reduce unhealthy competition for the good of EST |
Consortium
Development Employment of dedicated skilled staff, Strategic
Manager and Communications and Information Officer. Establish effective and
robust monitoring and evaluation systems. Encourage and
facilitate collaborative working initiatives. |
|
Aim 2. To improve
access to high quality infrastructure support services for front line
organisations |
|
|
Objective |
Project / Activity |
|
To
ensure that high quality advice and information services are available to all
third sector organisations, when they want and in a format that supports
their needs |
Advice and
information Identify
needs, common tools etc. Deliver using range of methods to meet needs of
different communities |
|
To
promote the work of the third sector to the wider community, including public
and private sectors, and stakeholders |
Promotion and
Marketing Promote
infrastructure support services to enable FLOs to access as and when
required, and promote the third sector to public and private sectors |
|
Aim 3. To create a
strong and influential voice for the third sector, particularly relating to
the LAAs, and involvement in LSPs. |
|
|
Objective |
Project / Activity |
|
To provide strong leadership to
infrastructure organisations across Essex, Southend and Thurrock. To develop a coordinated voice in
order to raise the profile of the third sector in strategic partnerships,
with funders and with the wider community. To influence key stakeholders,
including LAA partners, for the benefit of the third sector and the wider
community |
Representation and
Leadership Strengthen
links with LSPs across the county, and involvement in LAAs. Develop
representative mechanisms with feedback to wider membership. Build
relationships with statutory sector to develop “a thriving third sector”. |
Background Research
to support projects
Modernising
Volunteering
·
Building
on success: strategy for volunteering infrastructure 2004 – 2014, Volunteering
England, 2004
·
Strategy
for Volunteering Infrastructure in Essex, Southend and Thurrock (ESTIC, August
2006)
·
Office
of the Third Sector ‘Helping Out’ survey, 2007
·
UK
Government PSA Cohesive Communities Indicator 5
Modernising
CVS delivery
·
Building
effective local VCS infrastructure, CRESR Report, June 2007, produced by NAVCA
·
Clear
Vision: Clear Thinking – future development of the voluntary sector in the East
of England, EEDA, 2006
·
EACVS
has already agreed to undertake a comprehensive review of service delivery in
2008/09. Some collaborative working is underway, particularly in West Essex,
where the local PCT is now negotiating funding arrangements with three CVSs
together. A recent Links funding application has been submitted by all 13 CVSs
and Rainbow Services working together across the county.
·
There
have been a string of CVS mergers across the country, including five CVSs in
the Wirral and the countywide Cumbria CVS.
ICT
and Communications
Developing
Skills
·
The
UK Voluntary Sector Workforce Almanac, NCVO, 2007
·
Voluntary
Sector Skills Survey, NCVO/Workforce Hub, 2007
·
Training
providers from across Essex are already working together in the Essex Learning
Set.
·
The
Mid and West Essex, and Thames Gateway IiC Partnerships have an application
currently being considered by EEDA for substantial investment in the third
sector being able to develop the necessary skills to be full and active
participants in current climate, including procurement, commissioning,
representation, business management skills etc.
Embedding
Equality and Diversity
·
Essex
is experiencing rapid demographic change.
·
ONS
Population estimates 2006
·
Sustainable
Communities Strategies across the county highlight need to address changes to
communities.
·
Concern
re: isolation of some rural communities.
Consortium
Development
·
Self
review structured one-to-one interviews with ESTIC members – March 2007
·
April
2007 workshop
·
Toolkit
Self-Assessment workshop, September 2007
·
October
2007 workshop
·
December
2007 workshop
Advice
and Information
·
Voluntary
Sector Strategic Analysis 2007/07, NCVO Third Sector Foresight, November 2007
·
ICT
Hub
·
Big
Lottery BASIS consultation
Promotion
and Marketing
·
ESTIC
April 2007 workshop
·
Researching
the Voluntary and Community Sector (ESTIC, December 2006)
Representation
and Leadership
·
Principles
of representation: A framework for effective third sector participation in
Local Strategic Partnerships, DCLG Discussion Document, November 2007
·
ESTIC
April 2007 workshop
·
Toolkit
Self-assessment workshop, September 2007
Key Targets 2008 – 2011
|
Year |
Project |
Target |
|
2008/09 |
Modernising
Volunteering |
Changes to
Terms of Reference for EAVC. |
|
2008/09 |
Modernising
Volunteering |
Establish
EAVC Strategic Group |
|
2008/09 |
Modernising
Volunteering |
Completion
of Volunteering Centre Impact Assessment
survey |
|
2008/09 |
Modernising
CVS Delivery |
Completion
of independent review of CVS service delivery |
|
2008/09 |
ICT
and Communications |
All CVS
data included in existing database |
|
2008/09 |
Consortium
Development |
Recruitment
of F/T Strategic Manager and
Information and Communications Officer |
|
2008/09 |
Consortium
Development |
Widen
membership further |
|
2008/09 |
Advice
and Information |
Establish
focus groups of county-wide infrastructure organisations, and FLOs to
determine needs, challenges etc. |
|
2008/09 |
Advice
and Information |
Establish
Working Group to submit funding applications |
|
2008/09 |
Representation
and Leadership |
Workshop
at Consortium meeting |
|
2008/09 |
Embedding
Equality and Diversity |
Recruitment
of Equality and Diversity Officer 12
impact assessments take place |
|
2009/10 |
Modernising
Volunteering |
Complete
Volunteering Strategy |
|
2009/10
|
Modernising
Volunteering |
Submit
funding applications for county initiatives |
|
2009/10
|
Modernising
CVS delivery |
Implement
recommendations of review |
|
2009/10 |
ICT
and Communications |
Map
commonly used tools and materials across infrastructure organisations to
identify templates etc for inclusion in database |
|
2010/11 |
Modernising
Volunteering |
Volunteer
Centre Impact Assessment survey |
|
2010/11 |
Modernising
CVS delivery |
Implement
recommendations of review |
|
2010/11 |
Representation
and Leadership |
Working
Group to drive forward agenda for effective representation |
Risk Assessment
|
Description of risk |
Impact |
Probability |
Existing controls
and action required to mitigate the risk |
Lead Responsibility |
|
Modernising
Volunteering |
||||
|
Failure
to engage fully with all Volunteer Centres |
Isolated
Volunteer Centres attempt to go it alone – could also impact on CVS
relationships if integrated with CVS |
Medium
although many VCs are already committed |
Maximise
EAVC’s collective decision making to inform all VC’s |
Chair
EAVC |
|
Lack
of capacity within individual Volunteer Centres |
Difficult
to manage collective decision making if some centres unable to attend
meetings |
High |
Aim
to backfill for time required to engage in change |
Chair
EAVC |
|
Loss
of key personnel driving the agenda |
Lack
of drive to achieve agenda |
Low |
Ensure
that the change is owned by EAVC in order that if key staff leave the work
continues |
Chair
EAVC |
|
Modernising
CVS Delivery |
||||
|
Fear,
vulnerability and resistance of some staff to change |
Difficult
to achieve required change |
Medium
– fear already present as future unknown for many |
Keep
staff fully informed and involved in any changes |
Chair
EACVS |
|
Lack
of understanding and support from CVS trustees |
Lack
of will to work collectively |
Low
– some collaborative work underway, particularly in West Essex, supported by
local trustees |
Presentation
to all trustees and regular reports/updates at trustee meetings. Newsletter
to all trustees following review to advise of recommendations |
Chair
EACVS |
|
Local
Authorities will only fund local provision |
Unable
to pool available funding for merged provision |
Medium
– some may resist initially unless briefed comprehensively |
Create
an awareness of the value and potential of collaborative working. Develop
SLAs and protocols for joint working |
Chair
EACVS |
|
Ability
to lead on a significantly challenging agenda |
Struggle
to bring all CVS to move forward on recommendations of review |
Low
– commitment from Chair of EACVS and broad agreement in place already |
Ongoing
training and to be available to those engaged in the change agenda |
Chair
EACVS |
|
ICT and
Communications |
||||
|
Failure
to engage CVS in UniServity |
Less
information in database |
Low
– 4 CVSs in pilot will lead |
Open
workshop to show value of combined information. |
Chair
EACVS |
|
Failure
to engage database users |
Lower
profile for service providers and less
opportunities for collaborative working
|
High
– without promotion of database |
Promotion
and marketing of the web portal |
IT
and Communications Project lead |
|
Lack
of IT knowledge and skills |
Inability
to download information or access database |
Medium
– currently IT skills are low but system is easy to use with basic training |
Provide
IT training when required |
IT
and Communications Project lead |
|
Lack
of capacity to engage fully |
Information
not downloaded or kept up to date |
Medium
– keeping information updated takes time and resources |
Backfill
for the upload of the data |
IT
and Communications Project lead |
|
Duplication
– current discussions with ECC re: their development of a database |
Confusion
and risk that neither database will be kept up to date |
Low
– need to raise profile of ESTIC work |
Continue
discussions with ECC |
ESTIC
Chair at present |
|
Developing Skills |
||||
|
Lack
of take up of courses |
Workforce
lacks skills Waste
of resources on booking training venues etc. |
Medium
– some courses well attended while others struggle |
Better
and more targeted publicity Review
of attendance in last year Promotion
of value of workforce development in time of great change |
Chair,
Essex Learning Set |
|
Poor
promotion |
No
bookings at courses |
Low
– advance publicity in place |
As
above |
Chair,
Learning Set |
|
Venues
suitable to all |
Limitations
on who can attend training |
Low
|
Ensure
venues are accessible to all before booking |
Chair,
Learning Set |
|
FLO’s
lack of understanding of procurement |
Lack
of attendance |
High
– currently many do not understand the issues |
Provide
simple information updates with case studies of value of skills and training |
Chair,
Learning Set |
|
Meaningful
opportunities from the statutory sector |
Frustration
at lack of opportunities for Essex based VCOs |
High
– recent procurement excludes all but large national organisations |
Discussions
with statutory partners |
Chair,
ESTIC |
|
Funders agendas e.g. LSC, Job Centre Plus etc. |
Failure
to access funds |
Medium
– low skills limit ability to access funds |
Raise
awareness of need for higher level skills. More
transparency from funders. Better
working relationships between third sector and funders |
Chair,
ESTIC |
|
Embedding
Equality and Diversity |
||||
|
Everyone
too busy -another thing to think about |
Lack
of commitment to embedding these issues |
High
|
Dedicated
officer sets standard across third sector Raised
awareness of need for work |
Equality
and Diversity Officer |
|
Lack
of understanding of the agenda |
Lack
of commitment to embedding these issues |
High |
Dedicated
officer sets standard across third sector |
Equality and Diversity Officer |
|
Belief
that “we do this already” |
Lack
of commitment to embedding these issues |
High |
Raised awareness of need for work |
Equality and Diversity Officer |
|
Consortium
Development |
||||
|
Unable
to recruit skilled suitable staff |
Unable
to drive forward the work in the Business Plan |
High
– past experience does not lead to confidence |
Need
for salary to reflect job description and responsibilities |
Chair
ESTIC |
|
Member
participation and engagement |
Difficult
to make and implement decisions |
Low
if all agreed processes are achieved |
Bulletins,
regular meetings of whole Consortium, clear and transparent decision making
processes |
Strategic
Manager |
|
Information
Overload |
Members
feel uninformed and overburdened |
Low
if all agreed processes are achieved |
Recruitment
of staff, summaries produced as agreed |
Strategic
Manager |
|
Lack
of understanding of the role of ESTIC |
Danger
of duplication of effort and waste of resources. Stakeholders work with
“usual suspects” rather than strategic leads |
Low
– 40 members and range of stakeholders already on board |
Consistent
messages – clear strategy and business plan – regular communication |
ESTIC
Chair |
|
Lack
of robust performance management framework |
Weak
monitoring and evaluation |
Low
– not yet in place but work underway |
Development
of clear and robust framework, using Hub experience |
CX,
Rainbow Services |
|
Advice and
information |
||||
|
Patchy
provision across county |
Not
meeting needs of members |
Medium |
Establish
focus groups Complete
CVS review Implement
recommendations Use
of IT |
Information
and Communications Officer |
|
Lack
of provision in some subjects |
Not
meeting needs of members |
Medium |
Establish
focus groups Complete
CVS review Implement
recommendations Use
of IT |
Information
and Communications Officer |
|
Promotion
and Marketing |
||||
|
Low
impact from efforts |
Low
profile, less use of database, weakened third sector |
Low |
Activity
included in Performance Management reports to monthly Steering Group meetings
|
ESTIC
Chair / Steering Group |
|
|
|
|
|
|
|
Representation
and Leadership |
||||
|
‘Usual
suspects’ attend meetings – not representatives |
Lack
of feedback and loss of ability to influence strategically |
Medium
|
Ensure
all agencies supporting strategic partnerships understand ESTIC
representative processes and invite reps through ESTIC |
ESTIC
Chair |