Voluntary, Community and Social Enterprise Sector Employment and Skills Strategy 2014 - 2020

1. DRAFT 1 in 3 • 1 in 3 people contribute to society in Cornwall and the Isles of Scilly through volunteering. • The VCSE sector is 1 of 3 sectors supporting sustainable growth. • Sector organisations develop innovative products and services for People, Planet and Profit. • Graphic – possible a 3 leafed plant for growth Voluntary, Community and Social Enterprise Sector Employment and Skills Strategy 2014 - 2020 “ A skilled workforce increasing the Voluntary, Community and Social Enterprise Sector contribution to sustainable social, economic and environmental development in Cornwall and the Isles of Scilly.”

2. DRAFT Contents Summary An Overview of the Strategy The VCSE Employment and Skills Strategy VCSE Contribution to Economic Development Priorities Key Facts about the VCSE sector Overview of Sector Activity in Cornwall and The Isles of Scilly Current Challenges and Opportunities for the VCSE sector in Cornwall and the Isles of Scilly SWOT Analysis PEST Analysis Strategic Vision, Priorities and Guiding Principles Priority1 - Aims and Links to European/LEP priorities Priority 2 - Aims and Links to European/LEP priorities Priority 3 - Aims and Links to European/LEP priorities VCSE Skills Needs in Cornwall and the Isles of Scilly A Focus on how the VCSE sector can make a difference - Efficiency and improved services for people through Collaboration - Engagement in entry level employment and careers progression - New Employment opportunities through Social Innovation - Maximising Social Value Next Steps - Implementing the Strategy Appendices - Evidence Base - Priority1 Areas of Activity - Priority 2 Areas of Activity - Priority 3 Areas of Activity - Delivery Plan Framework

3. Summary DRAFT To be updated with research findings) • This strategy has been developed by Cornwall Voluntary Sector Forum to support the Voluntary, Community and Social Enterprise Sector (VCSE) and strategic partners in identifying employment and skills challenges and opportunities to enable the sector to increase its contribution to sustainable social, economic and environmental development in Cornwall and the Isles of Scilly. • The current climate of austerity, demographic change, globalisation and climate change creates a “Perfect Storm” bringing multiple challenges. The VCSE sector has the skills and experience to engage local people and lead the co design and co production of innovative solutions. The sector in Cornwall and the Isles of Scilly is well established and makes a significant contribution to the economy. It has a strong track record of the development and delivery of new initiatives and employment statistics are well above the national average. In 2010 National VCSE employment was 2.6 % (NCVO Almanac 2013)of the workforce, in the south west it was 11% (NCVO Almanac 2011). • The VCSE sector contributes to sustainable development through a triple bottom line approach: • Social – By supporting excluded individuals and communities and creating innovative service delivery solutions. • Economic – By encouraging entry into the labour market, upskilling the workforce, supporting career progression and developing products and services that test and create new markets through volunteer activity and social innovation. • Environment – By leading community led innovation in problem solving, service and product developments which protect and promote the natural environment. • 1 in 3 people contribute to society in Cornwall and the Isles of Scilly through volunteering. This represents a £450 million contribution to the economy. • There are ????? sector employees in Cornwall and the Isles of Scilly with a combined value of £????? • The voluntary sector in the UK provided public services worth £11 .2 billion in the form of contracts with local and national government in 2010/11. • The employment profile of the voluntary sector, reflects a high proportion of women, over 50s and disabled people providing opportunities for those groups who are under-represented in the workforce. • The sector includes local community and voluntary groups, registered charities, foundations, trusts, social enterprises, community interest companies, charitable incorporated organisations and co-operatives. Sometimes referred to as Third Sector or Civil Society organisations they are independent of the Government and reinvest any profit made to support their aims. • The VCSE sector provides a wide range of opportunities for people to gain skills for life through community volunteering and work experience. Reaching out to engage people who are least likely to participate and offering entry level employment opportunities is a particular strength of the sector. This approach is particularly valuable in engaging those who face social and economic exclusion due to personal, social, economic or geographical characteristics and challenges.

4. DRAFT Summary (cont) • The current economic and political climate creates a number of significant challenges for the VCSE sector: • Cuts to local government budgets necessitate a review of traditional service delivery models to target resources and ensure cost effectiveness . • Welfare reforms create additional barriers to engagement and inclusion of the most vulnerable. • Changing demographics and the ageing population puts additional and changing demands on support services. • The Localism Act and Rights to Challenge provides opportunities to strengthen community led developments and non traditional approaches to service delivery. • The Public Services (Social Value) Act provides opportunities for VCSE to compete for contracts to deliver public services but there are challenges in commissioning processes and demonstrating impact. • VCSE organisations are driven by a need to facilitate change and achieve positive outcomes for individuals and communities. This means that they naturally adopt a flexible approach which supports innovation in product and service design and delivery and the active engagement of all sectors of the community in social and economic activity. The focus on defined benefits for the wider community promotes participation, adds social value and lays strong foundations for community led capacity building. • The VCSE sector can adapt to meet its current challenges. It is facing a period of transition and will need support to lay solid foundations for the future to achieve the best economic and social outcomes. • Recommendations • To meet current challenges and enable growth … • VCSE leaders need to develop their skills in change management, commissioning processes, contract negotiation, forward planning and forecasting, product and service costing, governance and leadership. • Commissioning processes need to accommodate flexibility to utilise the sector’s knowledge and skills and enable decentralised allocation of resources to meet local needs. • New opportunities need to be developed to engage those excluded from the labour market and upskill the workforce in a changing demographic. • The VCSE workforce needs equitable access to vocational and technical skills development opportunities to support high quality service delivery and growth. • New cross sector partnerships and working arrangements are needed to enable multi directional knowledge transfer and ensure cost effectiveness in the delivery of skills and employment opportunities.

5. DRAFT An Overview of the VCSE Employment and Skills Strategy • Research – Local, National and International – Primary and Secondary • Policy and Directives • Local plans, reviews and processes including LEP Strategy • Good practice guidance • VCSE profile, activity and skills • Consultation with VCSE, commissioners, planners and partners. Informed By

6. DRAFT The VCSE Employment and Skills Strategy • The VCSE could increase what is already a significant contribution to the economic, social and environmental development of Cornwall and The Isles of Scilly by building on established services and utilising skills and experience to adapt to meet the changing needs of the population in the current and projected economic and political climate. • The key strengths of the sector lie in: • Innovation in products and services. • Engagement and support of under - represented groups and communities. • Flexibility and responsiveness to change. • Community led developments and capacity building. • This Employment and Skills Strategy aims to strengthen the sector, maximising contributions to economic progression and the achievement of the best social outcomes for all sectors of the population. • The strategic priorities have been identified through consultation with key sector organisations and cross sector partners in the context of available local and national data, research and good practice guidance. This has included a commissioned independent research project to map VCSE sector activity in Cornwall and the Isles of Scilly in 2013 identify projected growth, challenges, skills and employment priorities. Consideration has been given to the national review of leadership in the sector carried out by Dame Mary Marsh in 2013 and the National Skills Framework developed by Third Sector and NCVO. • Cornwall Voluntary Sector Forum is producing this strategy as part of an ESF funded “Future Skills” Technical Assistance programme. Pilot projects will be delivered through this project in 2014. The strategy is intended to act as a stand alone development framework for the sector which will be reviewed, developed and supported by detailed delivery plans produced collaboratively by VCSE sector leaders over the period 2014 – 2020. It is also intended to inform funders and commissioners of the potential contributions the sector can make to broader priorities. • The Strategy supports each of the priorities identified in the Cornwall and The Isles of Scilly Local Enterprise Partnership Strategy for 2014 – 2020.

7. VCSE contribution to the Local Enterprise Partnership Economic Development Priorities DRAFT LEP Priority 1 Inspiring business to achieve their national and global potential LEP Priority 3 Creating value out of knowledge • VCSE Contribution • Engagement with alternative markets/groups/people • Making and establishing markets in Cornwall and beyond eg creative sector, renewables • Converting grants to economic value • Social return on investment • Leading by example and knowledge transfer • Collaboration • VCSE Contribution • Collective Social Value • Community Led solutions • Social Innovation • Community engagement and support to progress • Human value to economic value • Knowledge transfer Guiding Principle The culture, communities and environment of Cornwall and Isles of Scilly will remain special and unique LEP Priority 2 Creating great careers here LEP Priority 4 Using the natural environment responsibly as a key economic asset • VCSE Contribution • Engagement and employment of under-represented sections of community eg Women/older people • Advice, guidance and support • Skills development eg 50+, Active Plus, NEET • Volunteering ,Work Experience and Apprenticeships • Community based entry level employment • Transferable skills development and careers progression between organisations/within the sector • VCSE Contribution • Community engagement, organisation and share in environmental solutions and products • Natural environment as an engagement tool Cross Cutting Theme Community Led Local Development VCSE Contribution *Unique skill and key strength of sector * Key principle of VCSE* Community organising*Co-design* Social Enterprise support.* LEADER* Cross Cutting Theme Social Innovation VCSE Contribution *Specialism of sector* Market Makers* Knowledge Transfer* Examples – FAB Labs, School for Social Entrepreneurs, Newquay Pathfinders, Unlocking Potential

8. DRAFT Key Facts about the VCSE Sector in the UK

9. DRAFT to be updated with research findings Overview of Sector Activity in Cornwall and the Isles of Scilly • The VCSE sector in Cornwall and The Isles of Scilly is very strong with higher than average sector employment and a number of established umbrella organisations providing advice, guidance and support for individuals and groups. • In 2012: • 1 in 3 adults in Cornwall were doing some kind of voluntary work in the county. • 3,000 (approximate) voluntary and community groups in Cornwall and the Isles of Scilly. • 21,000 (approximate) people employed in Cornwall’s voluntary and community groups. • £480 million: the combined income of voluntary and community groups in Cornwall • £450 million: the value of volunteering to the county • The sector has a strong reputation for delivering commissioned services, developing innovative services and products and supporting economic growth. • The Voluntary and Community Sector has had significant involvement and been delivery partners in at least 20 of the 51 Convergence ESF investment programmes and 1 Technical Assistance Bid. • The data provided by 17 of the projects shows that VCS organisations worked with an estimated 13,090 participants (17% of the ESF framework target of 76,700 participants for Convergence). • On these 17 programmes who supplied data, the VCS has delivered 925 known job outcomes plus a significant contribution to the Cornwall Works 2,869 job outcomes. • Sector successes in Skills delivery include at least 25% of the Skills Funding Agency’s achieved basic skills outcomes and 14% of the Level 2 outcomes through just 6 programmes managed by the Learning Partnership. • VCSE sector outcomes relating to engagement with priority groups compare favourably with other sectors. Within 12 programmes monitored in the Phase 1 Convergence programme, VCSE engagement rates compared to non VCSE rates were – Health/Disability (14% of their total participants v 6%), Over 50s (16% v 13%), Ethnic Minorities (8% v 5%), Women (41% v 30%). • The VCSE sector has a track record of utilising available resources to open up new markets. For example “The Objective 1 programme has transformed the cultural and artistic landscape of Cornwall. With Objective 1’s help, ACT supported many creative people to develop their businesses. We helped to turn the creative sector into a key component of the Cornish economy. “ (Valuing The Voluntary Sector Report 2008) • Cornwall Voluntary Sector Forum in partnership with Cornwall Council has commissioned a research project to map current sector activity, potential for growth and skills/employment opportunities and needs. This data will be available in November 2013.

10. Current Challenges and Opportunities for the VCSE in Cornwall and The Isles of Scilly DRAFT • In the summer of 2013 sector leaders and strategic partners in Cornwall and the Isles of Scilly contributed to a SWOT and PEST analysis of the VCSE sector and identified their priorities for inclusion in the VCSE Employment and Skills Strategy. • Additional demographic, economic and environmental factors specific to Cornwall and The Isles of Scilly include: • The geographical profile provides opportunities to capitalise on the natural assets of the region but creates challenges in mobility and transportation. • The population profile has a higher than average percentage of older people and transience of younger people. • There is a mixed settlement of market towns with social housing estates on the periphery and isolated rural communities with a range of economic profiles from designated areas of deprivation to affluent areas and communities with a high percentage of holiday homes. • Participation levels vary necessitating a flexible community focused approach to engage individuals and communities and support progression. • There is a danger within the VCSE sector that reactions to the credit crunch and austerity can become counter productive – with organisations taking a more generalist approach diluting their ability to meet the specialist needs of users. • Cuts to council budgets over the next 5 years will require a review of service priorities and methods to maintain quality and consistency in support for the most vulnerable in our society and achieve value for money. • There are a higher than average percentage of sole ownership businesses, self employed workers and small organisations. • Climate changes are impacting on the tourism industry requiring an innovative approach. • There is potential to build on the reputation for arts and scientific innovations supported by the universities in Cornwall. • There is potential to strengthen cross sector collaboration and support to achieve economic, social and environmental success.

11. DRAFT SWOT Analysis of VCSE sector in Cornwall and The Isles of Scilly August 2013 As identified by participants in independent sector research

12. DRAFT PEST Analysis of VCSE sector in Cornwall and The Isles of Scilly August 2013 As identified by participants in independent sector research

13. DRAFT Voluntary, Community and Social Enterprise Sector Employment and Skills Strategy Vision ““ A skilled workforce increasing the Voluntary Community and Social Enterprise Sector contribution to sustainable social, economic and environmental development in Cornwall and the Isles of Scilly.” Priorities A highly skilled, forward thinking, adaptable VCSE workforce providing innovative solutions and relevant goods and services. Resilient, sustainable voluntary, community and social enterprise organisations providing entry level employment opportunities, career progression routes and added value through volunteering. Effective engagement and representation of all sections of the community in social, economic and environmental developments through a coordinated, visible and strong Voluntary, Community and Social Enterprise Sector. • Guiding Principles • Inclusion • Active engagement and support to enable full participation by all sections of society. • Collaboration • Working together within the sector and across disciplines to achieve maximum social and economic impact for people and communities. • Sustainablility • Developing goods and services which are financially and environmentally sustainable.

14. DRAFT Priority 1 A highly skilled, forward thinking, adaptable VCSE workforce providing innovative solutions and relevant goods and services. Aims Ensure that employees and volunteers across the sector have access to core training to deliver consistently high quality front line services. Provide accessible and accredited opportunities for high level skills development to strengthen the sector and support sustainable growth. Establish enhanced access to information about training and staff development opportunities. Review and develop cross sector collaborative working to provide cost effective, relevant, training and staff development opportunities. Supports EU Thematic Objectives 1– Innovation 3 – Enhancing the Competitiveness of Small and Medium Size Enterprises 8 - Promoting Employment and Supporting Labour Mobility 9 - Promoting Social Inclusion and Combating Poverty 10 - Investing in Education, Skills and Lifelong Learning Cross Cutting Theme - Community Led Development Cross Cutting Theme - Social Innovation • Supports LEP Priorities • 1 Inspiring business to achieve their national and global potential • Creating great careers here • Creating Value out of knowledge

15. DRAFT Priority 2 Resilient, sustainable voluntary, community and social enterprise organisations providing entry level employment opportunities, career progression routes and added value through volunteering. Aims Develop cross sector collaboration to promote sector engagement, provide work experience opportunities and enable knowledge transfer. Review and develop VCSE sector careers information and dissemination in relation to work experience, volunteering, apprenticeships, employment opportunities and career progression routes. Develop accredited frameworks to support skills recognition, professional development and career progression for volunteers and paid employees . Supports EU Thematic Objectives 3 – Enhancing the Competitiveness of Small and Medium Size Enterprises 8 - Promoting Employment and Supporting Labour Mobility 9 - Promoting Social Inclusion and Combating Poverty 10 - Investing in Education, Skills and Lifelong Learning Cross Cutting Theme - Community Led Development Cross Cutting Theme - Social Innovation • Supports LEP Priorities • 1 Inspiring business to achieve their national and global potential • Creating great careers here • Creating Value out of knowledge

16. DRAFT Priority 3 Effective engagement and representation of all sections of the community in social, economic and environmental developments through a coordinated, visible and strong Voluntary, Community and Social Enterprise Sector. • Aims • Increase provision of community based advice, guidance and support services for sectors of the population excluded or at risk of exclusion from skills and employment opportunities. • Increase provision of community based skills and employment resources and support. • Develop support for VCSE organisations to enable effective collaboration, contract readiness and sector development. • Strengthen VCSE sector collaborative planning, representation and communication related to employment and skills opportunities. Supports EU Thematic Objectives 8 Promoting Employment and Supporting Labour Mobility 9 Promoting Social Inclusion and Combating Poverty 10 Investing in Education, Skills and Lifelong Learning Cross Cutting Theme - Community Led Local Development Cross Cutting Theme - Social Innovation • Supports LEP Priorities • Creating great careers here • Creating value out of knowledge

17. VCSE Skills Needs in Cornwall and the Isles of Scilly These broad areas of skills development activity reflect local need to ensure consistency and quality of vocational and technical skills and the development of high level leadership and management skills to meet current challenges and support growth. DRAFT Health and Safety – to ensure clients safety and promote healthy lifestyles – including safeguarding Measuring Economic Impact – reflecting county priorities Measuring Social Impact – current and potential for individuals and communities – including Social Value and Social Return on Investment Vocational Skills and industry specific training - at entry and progression levels Communication – to include face to face, written and virual communication with clients, colleagues, partners and commissioners. Leadership and Representation – in organisations and the broader community Measuring Environmental Impact Presenting Evidence of Impact – for internal and external audiences Compliance , Policy Development and Implementation – in line with legal responsibilities and formal agreements including contracts. Digital Inclusion and effective use of IT Planned and delivered flexibly to meet the needs of individuals, organisations and communities

18. A Focus on efficiency and improved services for people through collaboration. DRAFT • Why? • The current climate of austerity, budget cuts, changes in service delivery models and commissioning processes, coupled with the need to increase efficiency and economic competitiveness highlights key challenges to be faced by all sectors. In this context, it is essential to review and strengthen cross sector planning, knowledge transfer, support, product design and service delivery models whilst acknowledging and respecting specific sector characteristics, skills and needs. • The VCSE sector in Cornwall and the Isles of Scilly has a strong track record in delivering innovative community led services which have a significant economic social and environmental impact. There is further potential to build on this by strengthening collaborative work within the sector and developing cross sector initiatives. Initial research with sector leaders and key partners has highlighted the potential benefits and current issues which need to be addressed to progress this approach. • Collaboration is therefore identified as a core guiding principle for the VCSE Employment and Skills Strategy. It is expected that many activities will be delivered through multi-agency/cross sector models. • What? • Potential cross sector activities in relation to Employment and Skills identified through consultation and reflected in the strategy include: • Multi-sector apprenticeship, mentoring, secondment and job swap programmes. • Multi-sector commissioning, tendering and procurement programme. • Inspirational leadership and management programme, with specific VCSE modules. • Multi-sector social innovation partnership and collaboration programme. • Cornwall/National VCSE academy – with governance and leadership, applying business skills, managing volunteers and measuring effectiveness and impact as core modules. • Multi-sector digital inclusion programme • Isles of Scilly sustainable communities research and development programme

19. A Focus on efficiency and improved services for people through collaboration. DRAFT • Example – Youth Work Skills Developments • VCSE youth work organisations and training providers have been working closely together and with partners in other sectors to identify skills needs and put plans in place to maximise the use of available resources and expertise to meet the challenges ahead. • Activities have included: • Consultation with Service Providers • - CYWP member survey of current skills needs • Review and development of planning forums and partnerships • - Broadening membership of IVO to incorporate different perspectives • - Multi sector 11 + Workforce Development • Developing and piloting new projects • Introduction to youth work training • - Training bank/skills exchange project. • Improved information sharing feeding in to broader planning processes • VCSE Commissioning Board • LEP Employment and Skills Board • VCSE Employment and Skills Strategy • Maximising the Use of Available Resources • Adapting skills development offers to meet need eg Skills for Redundancy • Improving VCSE access to skills development opportunities. • Review and development of Council Commissioning Processes and training. • These developments provide a sound basis for further collaborative work to maintain high quality front line service delivery, raise aspirations in young people and up-skill the workforce.

20. A Focus on engagement in entry level employment and career progression DRAFT • Why? • The VCSE sector has a key role to play in engaging under-represented sections of society in social, economic and environmental activity. Sector organisations develop strong, supportive, relationships with clients and communities. They provide volunteering, work experience and entry level employment opportunities for those who are not economically active and do not engage with traditional learning and employment activity. These activities can be the key to developing confidence and skills, raising aspirations leading to engagement with learning activities and increased contribution to the labour market. The VCSE workforce profile reflects higher than average percentages of sections of society who are under represented in the workforce particularly women, the disabled and older people and provides ongoing employment and career progression routes. • What? • There is potential to build on this solid track record to develop schemes which broaden experience within the VCSE sector and across sectors, extend and reward transferable employment skills. • Examples in this strategy include: • VCSE and service focus specific Apprenticeships • Volunteer training and qualification programmes • Multi organisational Work Experience and Mentoring schemes • A VCSE Leadership Academy • Multi sector Knowledge Transfer opportunities • How? • VCSE organisations are working together to consider the challenges, extend and adapt existing skills provision and develop new learning programmes and qualifications to meet the changing needs of the sector and communities in the current socio-economic environment. By pooling expertise, maximising the use of available resources and developing cross sector partnerships, new opportunities are being developed which will have immediate benefits and will impact in the longer term on sustainable economic development in Cornwall and the Isles of Scilly. • How, Who • Case Studies • Examples • Procedures • Models

21. A Focus on engagement in entry level employment and career progression DRAFT • Example – Apprenticeships • Volunteer Cornwall are working with Penwith Community Development Trust (PCDT) and Cornwall Voluntary Sector Forum (CVSF) to develop a scheme which will increase the availability of high quality VCSE apprenticeships by building on existing successful schemes and strengthening partnership working arrangements. • The project aims to: • Raise awareness of what’s involved and encourage VCSE organisations to become apprenticeship providers • Mentor organisations through the process • Support the development of high level delivery • Create a resource pack which outlines what’s involved and who to contact • Strengthen links with providers/funders/National Apprenticeship Scheme/Local apprenticeship academy • Contextualise functional skills for frameworks • Create schemes of work and lesson plans for frameworks for the sector • Promote the scheme widely and provide regular updates for VCSE organisations • The project partnership brings together specific expertise around apprenticeships, qualifications, main stream funding, ESF funding, Learning Aim Reference Application (LARA), Functional skills, subject specific knowledge and VCSE communication and support. It builds on the Edexcel technical certificate of the Volunteer management advanced framework launched in 2012 by Volunteer Cornwall and the planned full apprenticeship scheme. As well as the anticipated direct outcomes of the scheme, it provides a sound basis for further development of cross sector partnerships to increase the provision of sector relevant skills and employment , minimise duplication and cost effectiveness. • The scheme will make a significant impact on skills and employment opportunities at entry level through the increased availability of apprenticeships. It will impact on higher level skills development and career progression by supporting managers in developing and delivering programmes. Longer term benefits will include raised qualification levels and reduced labour market inactivity by young people and sector sustainability by encouraging new people into the sector workforce.

22. A Focus on new employment opportunities through Social Innovation DRAFT • Why? • Social innovation is at the heart of the VCSE sector. The focus on community led solutions and individuals turning ideas into businesses supports creative thinking and the development of new products and services. This creates new markets and enables those who may not consider traditional employment routes to contribute to social, economic and environmental development. • VCSE successes in Cornwall and The Isles of Scilly include establishing the county as a hotbed of activity in the creative industries and a market leader for innovation in environmental solutions. • Sector activity is supported by established networks of experts providing a sound basis to support further innovations and knowledge transfer within and beyond the sector to build on these successes. The recognition of the county as a Social Enterprise Zone provides further opportunities to embed this approach in regeneration activity and provide new skills development and employment opportunities. • What? • There is potential to utilise and extend existing models of support for social innovation to increase skills and employment in the VCSE sector and make a positive impact on other business approaches. • Examples in this strategy include: • Community based pre start up business guidance and support • Business skills development programme • Community hubs for access to advice and resources • Cross sector skills exchange projects • Cross sector knowledge transfer opportunities • VCSE specific leadership and management training • Sector representation on planning boards • Sector employment and skills academy • Enhanced communication mechanisms and promotional material regarding VCSE sector opportunities • How?

23. A Focus on new employment opportunities through Social Innovation • Example – The Engine Room • A group of key social enterprises and Cornwall College are establishing three social enterprise hubs across Cornwall offering start and scale up support to social enterprises and SMEs in Cornwall and the Isles of Scilly. • The hubs will deliver social innovation in communities by: • Providing accessible business development and growth support to social enterprises to enable them to succeed in their ambitions to deliver sustainable social and environmental benefits • Providing locally accessible start up support to new social entrepreneurs • Providing support to SMEs who wish to deliver social value in their locality • Providing networking and sharing events that bring businesses together in a locality to address social problems • Providing physical hubs with accessible facilities small social enterprises and SMEs can use • Creating a Cornwall wide network for social enterprise to support shared learning and grow the visibility of social enterprise across the county • The Engine Room brings together the social enterprise learning programme expertise of the School for Social Entrepreneurs, with Real Ideas Organisation’s knowledge and experience working with young people and developing an accredited qualification (Social Enterprise Qualification); and the community development expertise of Cornwall Neighbourhoods for Change. Cornwall College adds key skills in managing large scale programmes with access to mainstream learning. Together, the partners are a strong team, social enterprises supporting other social enterprises to prosper and grow. • The Engine Room will make a significant impact on the numbers, scale and vibrancy of the social enterprise sector in Cornwall, creating jobs, improving communities and benefiting individuals.

24. A Focus on maximising Social Value DRAFT • Why? • VCSE organisations are driven by a need to facilitate change and achieve positive outcomes for individuals and communities. The focus on defined benefits for the wider community promotes participation, adds social value and lays strong foundations for community led capacity building. • Under the terms of The Public Services (Social Value) Act 2012 all contracting authorities must consider the relevance of social, economic and environmental requirements when a contract for services is commissioned. This opens the door to increased consultation and engagement with the VCSE sector – as well as with the business sector. This opens up the potential to increase activity in the sector but also creates challenges in relation to competition and a move away from grant funding for core services. In order to meet these challenges VCSE organisations need to ensure that they have the skills and capacity not just to deliver contracted services but to plan ahead, bid for and manage contracts and demonstrate wider social impact. • What? • The VCSE Employment and Skillls strategy identifies a number of key activities to extend skills in the sector to enable full contribution to consultation and planning frameworks, contract readiness and demonstration of social impact. These include: • Review and development of VCSE Commissioning Board • Rolling skills development programmes for VCSE Trustees and Managers to include • - Skills for Business • - Measuring Effectiveness and Impact • Targeted training in Collaborative working, procurement, commissioning processes and contract readiness • Policy and county development briefings and events. • Accountable sector representation on planning boards.

25. A Focus on maximising Social Value DRAFT • Example – Social Value Pilot Project 2013 • Cornwall Voluntary Sector Forum (CVSF) is working in partnership with Cornwall Council, East Cornwall Citizens Advice Bureau (ECCABI) and Pentreath Ltd Cornwall to deliver a pilot project concentrating on Social Value which aims to: • To raise awareness of measuring social value amongst VCS providers and commissioners. • To explore the practicalities and potential measures of social value amongst VCS providers and commissioners. • Following a call for expressions of interest, Cornwall VSF appointed 8 providers to become involved in the pilot. These include small organisations delivering targeted community services, umbrella groups and to large skills development and careers advice providers. The project launch in September 2013 provided the opportunity for participant group representatives to learn about the implications of The Public Services (Social Value) Act 2012 from a national expert and work with multi sector colleagues including commissioners to consider the associated challenges. • A serious of further opportunities will be provided for participants and commissioners to work together to develop potential social impact measures, which will then be trialled for a period of 3 months. • The findings of this pilot will then be disseminated widely to commissioners and the VCSE sector. • The project provides an opportunity for collaborative problem solving and co-design which will help to ensure that that social value measures are realistic and relevant and new commissioning processes do not exclude potential providers thereby putting these organisations, their employees and service users at risk. Through there involvement in the project VCSE organisations and commissioners will be able to highlight further challenges and skills needs and put plans in place to ensure that these can be addressed as new commissioning arrangements are rolled out.

26. Next Steps – Implementing The Strategy DRAFT The VCSE Employment and Skills Strategy provides a framework to support the development of the sector and it’s contribution to social and economic development. VCSE leaders now need to work closely together to develop cohesive activity plans which will build on sector strengths and open up new opportunities to make a positive difference to the people of Cornwall and the Isles of Scilly now and in the future. The following summary highlights key milestones and actions to support these developments.

27. Evidence Base DRAFT To Follow

28. Evidence Base (cont) DRAFT

29. Priority 1 A highly skilled, forward thinking, adaptable VCSE workforce providing innovative solutions and relevant goods and services. DRAFT Aim 1.1 Ensure that employees and volunteers across the sector have access to core training to deliver consistently high quality front line services. • Big Ideas • Key Performance Indicators

30. Aim 1.2 Provide accessible and accredited opportunities for high level skills development to strengthen the sector and support sustainable growth. DRAFT • Big Ideas • Key Performance Indicators

31. DRAFT Aim 1.3 Establish enhanced access to information about skills development opportunities. • Big Ideas • Key Performance Indicators

32. DRAFT Aim 1.4 Review and develop cross sector collaborative working to provide cost effective, relevant, skills development opportunities. • Big Ideas • Key Performance Indicators

33. DRAFT Aim 2.1 Develop cross sector collaboration to promote sector engagement, provide work experience opportunities and enable knowledge transfer. • Big Ideas • Key Performance Indicators

34. DRAFT Aim 2.2 Review and develop VCSE sector careers information and dissemination in relation to work experience, volunteering, apprenticeships, employment opportunities and career progression routes. • Big Ideas • Key Performance Indicators

35. DRAFT Aim 2.3 Develop accredited frameworks to support skills recognition, professional development and career progression for volunteers and paid employees . • Big Ideas • Key Performance Indicators

36. DRAFT Aim 3.1 Increase provision of accessible community based advice, guidance and support services for sectors of the population excluded or at risk of exclusion from skills and employment opportunities • Big Ideas • Key Performance Indicators

37. DRAFT Aim 3.2 Increase provision of community based skills and employment resources and support. 1.1 Strengthen sector collaborative planning, representation and communication related to skills and employment. • Big Ideas • Key Performance Indicators

38. DRAFT Aim 3.3 Develop support for VCSE organisations to enable effective collaboration, contract readiness and sector development. 1.1 Strengthen sector collaborative planning, representation and communication related to skills and employment. • Big Ideas • Key Performance Indicators

39. DRAFT Aim 3.4Strengthen VCSE sector collaborative planning, representation and communication related to employment and skills opportunities. • Big Ideas • VCSE Skills Academy • Key Performance Indicators

40. Next Steps – Delivery Plan Example DRAFT Objective 3 Resilient, sustainable voluntary, community and social enterprises organisations providing work experience, volunteering and skills development opportunities to enable engagement, entry into the labour market and career progression. Aim 3.3 Develop accredited frameworks to support skills recognition, professional development and career progression for volunteers and paid employees . EXAMPLE

41. This strategy has been produced by Cornwall Voluntary Sector in consultation with others as part of an ESF funded Future Skills project. Please spread the word and continue to contribute so that we can ensure that the strategy has the maximum benefit for the people of Cornwall and The Isles of Scilly. For further information about the Future Skills Project, the Employment and Skills Strategy and the work of Cornwall Voluntary Sector Forum please see our website, Facebook and Twitter feeds. www.cornwallvsf.org www.facebook.com/cornwallvsf twitter.com/CornwallVSF Cornwall Voluntary Sector Forum 13a Kenwyn Street, Truro, TR1 3DJ Tel: 01872 241584 Email: admin@cornwallvsf.org