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Third Sector Commissioning Prospectus: Maximizing Strengths for Local Benefit

This prospectus outlines the principles, partnerships, and strategic outcomes for the Third Sector Commissioning initiative. It aims to maximize the strengths, assets, and resources of Third Sector organizations for the benefit of local residents. The prospectus also highlights current investments and key findings from the first-year evaluation.

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Third Sector Commissioning Prospectus: Maximizing Strengths for Local Benefit

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  1. Third Sector Commissioning Prospectus 2020-23 February 2019

  2. Current principles Partnership and collaboration Equality, diversity and inclusion Public involvement and volunteering Promote digital solutions and inclusion Resilient, innovative and enterprising Prevention and early intervention Outcomes deliver social value

  3. Outcomes Range of strategic outcomes Third sector infrastructure Community development Community engagement Healthy neighbourhoods Community banking

  4. Central aim Maximise the use of existing strengths, assets and resources of Third Sector organisations for the benefit of local residents

  5. Strategic outcomes Adults with complex/multiple needs Children, young people and families with multiple/complex need Safe, inclusive neighbourhoods Inclusive and innovative cultural and leisure opportunities Environment, energy and resources

  6. Current investment Adults with multiple/complex needs - £570,000 Advice Matters partnership BHT, Food Partnership, Fareshare Impetus , ADHD Aware Brighton Oasis Project, BHT Threshold MindOut, Allsorts Lunch Positive Impetus befriending RISE, Survivors Network

  7. Current investment Children, young people, families with multiple/complex needs - £134,500 Carousel, Same Sky Brighton Women’s Centre, Mothers Uncovered YMCA Downslink, Sussex Nightstop Amaze, Extratime

  8. Current investment Safe, inclusive neighbourhoods - £96,500 (The Bridge), Hangleton & Knoll Project (HKP), BHT Whitehawk Inn Friends, Families and Travellers (FFT), Trust for Developing Communities (TDC)

  9. Current investment Cultural and leisure - £33,000 Stay up late, Impetus, Carers Centre Albion in the Community, Age UK

  10. Current investment Environment and waste - £55,000 Brighton Food Partnership, Fareshare Sussex, Real Junk Food Project Brighton, Sussex Gleaning Network, Food Matters, The Food Waste Collective, Sussex Homeless Support, UKHarvest, Emergency Food Network members

  11. Current investment Infrastructure, Community Development, Engagement, Healthy Neighbourhoods - £753,000 Community Works, TDC, Resource Centre, HKP, Serendipity, Faith in Action, LGBT Switchboard, BME Consortium Liaison Group, LGBT Working to Connect, FFT, Clare Project, Sussex Interpreting Services

  12. Current investment Community Engagement - £390,500 Amaze, Carers Centre Possability People, Enhance UK Age UK, Carers Centre YMCA, Allsorts, Extratime, BMEYPP Speak Out, Impetus, Amaze Healthwatch Brighton and Hove, Impetus

  13. Current investment Community banking - £200,000 CAB, St Luke’s Advice Service, BHT Advice Centre, Brighton Unemployed Centre Families Project, BHT Whitehawk Inn, (The Bridge), Money Advice Plus, HKP, Possability People

  14. Key findings from 1st year evaluation Activity Outcomes Target 25,283 Actuals 35,959 (142%) 12.6% of the city’s population 144,660 sessions of activity Activity Outcomes Target 25,283 Actuals 35,959 (142%) 12.6% of the city’s population 144,660 sessions of activity

  15. Key findings from 1st year evaluation Subsidy levels • £31/beneficiary • £5.80/beneficiary episode

  16. Key findings from 1st year evaluation Financial outcomes £2.24M allocated to the TSC £6.27M was generated Ratio of £2.80

  17. Key findings from 1st year evaluation Many partnerships worked together beyond the TSC Community infrastructure strand has supported smaller organisations Sector is better placed and more sustainable Wide range of service delivery

  18. Key findings from 1st year evaluation Core funding critical to success of third sector Community development programme delivered neighbourhood action planning and supported Healthy Neighbourhood Fund Community engagement programme supported BHCC & CCG to effectively engage 11 communities of interest, and has impacted on health and related work

  19. Key findings from 1st year evaluation TSC has … Met council & CCG priorities Achieved extensive social value Provided secure three year funding, supporting growth and innovation Safeguarded the council & CCG’s commitment to support a thriving community & voluntary sector Supported beneficiaries to be more resilient, tackling social isolation, and supporting people in their pursuit of improved health and wellbeing

  20. Consultation questions (Principles) Which existing principles should we keep? What other principles might be included, for example how could digital delivery of services and community cohesion be enhanced through the TSC? We plan to use the current principle of partnership bidding in the new commission. Do you agree or disagree, and why?

  21. Consultation questions (Outcomes) Do you think the overall outcomes from the current commission should still be used in the new commission? And if not, why not? Do you think the strategic outcomes meet the central aim, and if not, why? What changes do you think should be made to the current strategic outcomes in order to respond to the needs of the city’s communities today?

  22. Consultation questions (Core and/or Project costs) The current prospectus funds both core organisational costs and project delivery costs. There are several options for the new commission. invest entirely in organisational core costs invest entirely in direct project costs maintain a balance Please tell us your preference and why.

  23. Consultation questions (Process) In respect of both the portal and application form and questions, what improvements would you like to see to the application process?

  24. Consultation questions (Length of Agreement) The current grant agreements are for three years. What are the pros and cons to: a three year agreement a four year agreement afive year agreement some other length (please suggest)?

  25. Next steps and provisional key dates February to April consultation June consultation on final draft Regular MAG updates July 1st NICE Committee Publish tender September Decisions December/January Project starts April 2020

  26. Contacts John Reading John.reading@brighton-hove.gov.uk 01273 295053 Jane Lodge Jane.lodge1@nhs.net 07771 871 536

  27. Thank you.

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