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Walsall’s Voluntary & Community Sector Strategy

Walsall’s Voluntary & Community Sector Strategy. Clive Wright Director, Walsall Partnership 16 July 2009. Why do we need a strategy?. We want the sector to thrive Opportunities will be lost if we don’t act New providers will take advantage if the sector is not strong locally.

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Walsall’s Voluntary & Community Sector Strategy

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  1. Walsall’s Voluntary & Community Sector Strategy Clive Wright Director, Walsall Partnership 16 July 2009

  2. Why do we need a strategy? • We want the sector to thrive • Opportunities will be lost if we don’t act • New providers will take advantage if the sector is not strong locally

  3. What does the strategy do? • Puts WVA in the position of being the key infrastructure organisation for Walsall • WVA is responsible for the sector as a whole

  4. What will WVA deliver? (1) • Number of VCS organisations holding a quality standard • Number of Walsall people volunteering • Number of new VCS organisations • Number of commissions to VCS organisations • Increase in value of total commissions • Number of Walsall Partnership themes supported by VCS representation

  5. What will WVA deliver? (2) • Number of VCS organisations engaged in influencing commissioning • Number of VCS organisations supported to raise funding • Increase in VCS funds raised • Increase in VCS organisations reporting back the outcome of community engagement • Number of public sector staff trained in the working of the VCS

  6. What will the public sector deliver? (1) • New outcomes to be commissioned • New outputs to be commissioned • Quality standards to be met by all providers and by when • Existing VCS providers used/outputs/outcomes/cost • Gaps where there are no current providers • Intentions for local, ethnographic approaches to commissions • Overall workforce plan and particularly the implications of outsourcing

  7. What will the public sector deliver? (2) • Being Compact-compliant, but recognising the competing demand of operating on a commercial basis • Considering if and when core funding is appropriate and ensuring that such arrangements are transparent • Resourcing the WVA properly to undertake its key infrastructure organisation role • Developing its own capacity to commission services

  8. How will it work? Walsall Partnership People / Prosperity / Places Strategic Contract Monitoring and Compliance CVS WVA PUBLIC SECTOR Brokerage Quality, Accreditation & Registration Quality, Assurance & Standards Market Development Market Management Micro Contract Compliance & Contract Monitoring

  9. What do we need to do? • Make sure you are part of WVA • Work to make the sector stronger and be represented through WVA • Be imaginative in terms of working with other organisations

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