Leading a Pan-London Voluntary and Community Sector Action Plan

1. Leading a Pan-London Voluntary and Community Sector Action Plan

2. Pan London Action Planning - Journey so far The Journey so far February 08 GOL and VCS Groups review priorities London CYP Engage VCS Network developed Review of needs and priorities by VCS Engage and TDA Cross Sector event planned Broad range of partners engaged June 25th Action Planning Session Detailed Work-plan developed and implemented Sept 08 Action Plan disseminated to all partners Draft Action Plans Developed

3. Key Challenges • Complexity of delivering ECM-CFC across 33 boroughs • Commissioning issues • Workforce development • Representation of the VCS regionally and locally • Effective cross borough working • Diversity of provision

4. The Vision: A New Approach • Drawing on expertise across the sectors to identify both priorities and solutions • Maximising opportunities for robust partnerships and joint working • Highlighting, creating and showcasing effective practice • Brokering resources and packages of support • Promoting pan-London approaches and enabling • partners to work together • 25th June – 6 key messages

5. Outcomes 25th June • First Steps Towards Realising Vision • Review of key needs and priorities completed across a range of partners by VCS Engage and TDA • Advisory group established to steer the process supported by GOL • Action planning session facilitated on the 25th June • Session focused on creating a SMART action plan across all partners • 6 key areas for development • identified

6. Some ways this will be achieved • Communications • Partnership Working • Training and Development • Research and Analysis • Reviewing and Strengthening

7. Action Plan Key Messages Overview Action Plan: Key messages • Infrastructure and Capacity • Strengthen and improve VCS communications across London • Promote effective engagement of VCS orgs ensuring engagement and involvement in local and regional decision-making • Increase engagement and representation of Pan-London Specialist Infrastructure Groups in local and regional decision- making

8. 1) Improved Communications • Aim – Coordinated communication across the VCS in London • Improved communications process in place with the right influence to the right people • Improved sharing of good practice • Policy and lobbying roles coordinated • Rationalised signposting and knowledge management in place • Sustainability of the VCS Engage approach • Leads: London CYP Engage, the London Policy Group and LCYPP

9. 2) Effective Engagement • Aim – to ensure that VCS organisations are engaged and involved in local and regional decision-making • mandated voice at a local and regional level • better engagement of small, BAME and other interest groups • Robust partnerships with stronger accountability and feedback structures in place • equitable access to commissioning processes • joint training, research and knowledge sharing • Leads: London CYP Engage, the London Policy group • and LCYPP

10. 3) Representation and Pan London Specialist Groups • Aim – to increase engagement and representation of specialist infrastructure groups in decision- making • mandated ‘voice’ at local and regional level • identified ‘communities of specific need’ to have the opportunity and support to be represented within structures of influence, e.g. Children’s Trusts and LSPs. • improved working between specialist regional groups • advocate ‘Shout, Store, Share and Support’ • Leads: London CYP Engage, Specialist Infrastructure Groups • and LYCPP

11. Action Plan Key Messages Overview Action Plan: Key messages • Services and Delivery • Support innovation through partnerships across statutory and third sector • Improve commitment to securing quality assured practice • Develop workforce - aim for well trained and qualified workers with clear and affordable development pathways at all levels

12. 1) Promote Innovation • Aim: supporting innovation through partnerships across the statutory and third sector • check commissioning and alignment pressures do not limit innovation and risk-taking • Raise the profile of innovation and provide platforms for innovators • Support innovation in the following areas: • cross-borough working • Consortia or partnership approaches • Sharing approaches • Leads: London CYP Engage and Innovation Exchange

13. 2) Increase Quality Assurance • Aim - Improved service delivery and commitment to securing quality assured practice • Propose new ways to increase investment without undermining delivery • Enable funders to value quality and be confident VCS can deliver • Produce robust map of quality assurance and clearly signpost through agreed routes • Focus on joint training, research and knowledge sharing between VCS and commissioners • Leads: London CYP Engage and Young London Matters

14. 3) Promote and Ensure Workforce Development • Aim - Well trained and qualified workers with clear and affordable development pathways at all levels • improved service delivery • ensure commissioners understand and recognise skills and qualifications • promote value of workforce development and comprehensive training • training and skills needs across VCS should inform workforce strategies • Leads: London CYP Engage, CWDC, Workforce Networks and GOL/LYCPP

15. Next Steps • Develop • Deliverand Implement • Evaluate and Review • Disseminate learning

16. Outcomes • sustainable and vibrant VCS • improved and more accurate communication between and within sectors • more positive outcomes for • children and young people, their families and communities