Transcript Slide 1
Beyond the recession – preparing for the upturn Helen Groves The Third Sector- What is it? organisations that • Are independent of government • Work to achieve, social, environmental or cultural aims • Mainly reinvest any profits made to help achieve the above aims Includes • • • • • • Community groups Co-operatives Mutuals Voluntary groups Charities Social Enterprises It is NOT • A sector staffed by VOLUNTEERS! Sector Workforce data (the UK Voluntary Sector Workforce Almanac 2007) Findings for 2005 • 611,000 people employed on UK VCS • 486,000 FTE paid staff • 1in 50 of total UK workforce – 2.2% of UK employees • Estimated 14.1 million volunteers work for 1 day / month (equivalent) • 33% of employees with degrees higher than both public & private sector • Higher % staff on fixed term contracts than other sectors • Size of organisation ranges from large national groups eg Barnados to local interest groups • Most operate as typical SMEs • 31% are employed in micro / small organisations with 2-49 employees • 54% employed in workplaces with fewer than 25 (public 42% - private 19%) • Gov recognises the important role 3S plays in education & as a partner in developing communities & services • “ (Third sector)…..develop services which are innovative and engage users, especially those who may find it difficult to articulate their needs or who may be harder to each via mainstream provision.” • “… a catalyst for cohesion between communities because it is trusted” • “ ….force for social justice and tackling inequalities” Third Sector strategy DfES June 2007 Local communities and individuals are best served by thriving third sector organisations Local Communities & Individuals Third Sector Government …best served by diverse third sector organisations who understand their needs …have knowledge and skills to grow and deliver more employment and welfare services; comparatively little share today …seeks stronger third sector to deliver welfare and public services 8 • Infra-structure organisation supporting network of approx 20 partners across Humber sub region to deliver learning to hard to reach groups of adults & young people • Established 2001 via support from RDA /LSC as a portal to diverse sector • Annual turnover of £1m 2007 - £6.2m 2009 • Funded via LSC, National Lottery, ESF, Local Authorities & various government initiatives • 2009 became ESF/ LSC co-financing fund manager • Collaborating with VCS, public & private sector providers • Excellent reputation for delivery & success -especially with LSC • Success rates over past 3 years av. 94% • 100% tutors appropriately qualified & IfL registered Quality Assured • IiP • Matrix accredited • Customer First • Good governance 3 S Dealing with today • Movement away from grant funding to commissioning & procurement – enter the brave new world! • Strategic leadership (including trustees) is lagging behind • History of annual funding/ initiatives/ multiple funding agencies with competing demands of accountability – only just being addressed • Staffing shortages especially specialist areas eg MIS / Quality / HR / Finance • Short term funding + fixed term contracts + funding gaps + long lead in time affects recruitment • Despite this 3S attracts VERY committed staff Unleashing the power of networks • Sector very good collaborators - based on holistic view of beneficiary • Diverse range of CORE Business activity– learning is a tool to be more effective • Problems with representing such a diverse sector • Dissolution of LSC – good advocate of 3S – history & track record goes with it? • Navigating new structures & relationships Unleashing the power of networks • Some journeys towards employment are very long • Volunteer work an important milestone • VCS specialises in engagement & progression of hard to reach groups - do you use your local version of HLC? • Using 3S to deliver aspects of college mission - they are already out there! • Support to build capacity & quality needed but other providers already have this • One size fits all bureaucracy & accountability – where is differentiation & proportionality? • Lack of history & success with DWP contracts – do they understand us? FUTURE FUNDING • Intelligent funding buying greater impact • Understand supply chain as much as demand • Value for money, flexibility & adaptability • Communities & 3S loom large in government policy with £ attached BIG THINKING 2008-2015 • 80% Big lottery (2.8billion) going to 3S • + extra £45 to cope with recession Focus on - community learning & creating opportunities - promoting community cohesion & safety - promoting well being Conclusion • 3S fast becoming a key player • Much capacity building to be done • Gov recognises unique role of sector in engagement & supply chain • How can other providers exploit this & benefit communities by collaborating with sector?