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
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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%)
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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
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• 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?