Third Sector Assembly Safer and Stronger Theme Group

1. Third Sector AssemblySafer and Stronger Theme Group James Henderson Vince Roberts 28 September 2011

2. Contents • National Picture (JH) • Changes to grant funding (JH) • Approach to cohesion (VR) • VCF sector role (VR) • Discussion and questions (All)

3. National Picture

4. Lots of change!

5. Key Govt Themes • Deficit reduction • Decentralisation and Localism • Political and public sector reform • Business as driver for economic growth • Collectively: Big Society (“civil society”) • Interpreted differently by different Govt departments…

6. Deficit Reduction • Deficit Reduction • Explicit objective of Govt before all else • LG settlement • Significant reductions in Govt grants • Changing financial relationship between central & local govt • De-ringfencing (and re-ringfencing!)

7. Decentralisation and Localism • General power of competence (GPC) • ‘do anything that individuals generally may do’ • Enable new forms of governance • Mayoral referenda (May 2012); Elected Police Commissioners (Nov 2012) • Transparency • Community right to buy • Referenda – ‘local issue’ & council tax • Neighbourhood Development • Community budgets

8. Public Sector Reform? • Open Public Services White Paper • Theory – no ‘one size fits all’ approach, need new ideas, central govt can stifle innovation (Big Society principles) • Diversity of providers • Look to tender more services • “Look to set proportions of specific services that should be delivered by non-state providers including voluntary groups” (CSR)

9. Framework? To the front-line professional To a local democratic institution To local groups To the community To the citizen National delivery Defence Public health Free Schools Right to challenge GP Commissioning Personalised budget

10. Making changes to the Grant Aid process

11. What do we have now? • Current system developed from 1980 onwards and is funding 50 organisations in 2011-12. • Legacy funding – organisations in receipt of a grant are invited to reapply for same amount every year. • Performance is rigorously assessed and evaluated each year but awards are not based on assessment. • Funding awards remain the same plus inflation (when possible) or subject to reduction (when required). • Funding is more or less guaranteed until the organisation decides to close down.

12. Why is the status quo not a compelling option? • ‘Closed’ system of application means there is no way for organisations not currently funded to be considered. • Application by ‘Council invitation’ is not seen as fair by the sector. • Indefinite funding means there is little or no scope to make new awards or fund new activities. Capacity is only created when an organisation closes down. • Indefinite funding practice makes it is very difficult to withdraw or reduce funding based on performance or changing Council priorities.

13. A new system? Key features • Responsive to changing political priorities • Responsive to changing budgets and can handle the challenge of reducing budgets • Is seen and understood to be open and transparent by the sector • Provides a level of sustainable core funding for local organisations that need this type of funding and that are a priority for the Council • Compensates the loss of indefinite funding with multi-year funding agreements (as set out in the Compact)

14. Proposal • Draw a line under the old system by bringing the Revenue Grants Fund to an end in March 2012. • Launch a new grants fund in 2012-13 that offers time limited funding and to which any eligible local VCS organisation may apply. • Manage demand by ensuring that the Fund has a clear and tight set of priorities that link to the current Council priorities.

15. Proposed Three Funding Themes • Tackling poverty, promoting social justice and financial inclusion • Building social inclusion and cohesion and fostering good relations • Supporting the infrastructure of the local voluntary sector so it can thrive and deliver

16. Proposed timetable

17. Cohesion and the VCF Sector ‘Sheffield will be a city where people from different backgrounds will find it easy to spend time together. It will be a place where we know our neighbours and value the diversity of people’s backgrounds and circumstances. We shall challenge unacceptable behaviours and make sure that everyone is heard.’ Sheffield - Where Everyone Matters: A Strategy for Community Cohesion, Nov 2008

18. Cohesion Tasking Team • 2010/11- SCC / SYP review of existing cohesion structures and activity. • Objectives: • Activity mapping and gap analysis. • Identify current cohesion priorities for City. • Refresh existing cohesion action plan. • Ensure governance structures are efficient, effective and fit for purpose.

19. Outcome of Review • Local priorities to drive the delivery of Cohesion through Community Assemblies. • Streamline arrangements to secure efficiencies with linked agendas. • Build on existing partnership working. • Utilise existing neighbourhood structures. • Central governance and support structure, to: • Address City-wide issues. • Mainstream Cohesion priorities across services. • Share learning and good practice. • Direct resources efficiently and effectively.

20. New Structures • Cohesion Strategy Group - biannual: Strategic oversight of community tensions and cohesion issues. Strategic ownership of the Cohesion Action Plan. Attended by the Cabinet lead for cohesion, Executive officers and representatives from the VCF sector. • Cohesion Tactical Group – quarterly: Implement strategic direction in response to the Cohesion Action Plan and arising community tensions. Manage resources, performance, and engagement. Attended by strategic leads for cohesion priorities, Community Assembly chairs and the VCF Advisory Group. • Cohesion Operational Group – monthly: Review emerging community tensions, co-ordinate frontline responses, task and share good practice. Attended by managers / frontline officers from key partners.

21. Current Priorities Opportunities: • Communications • Community tension monitoring • Health • Housing • Intergenerational • Leadership • VCF infrastructure • Risks: • Economy and the labour market • Extremism • New arrivals • Schools

22. A Partnership with the VCF Sector • Faith Forum (dave@sheffieldfaithsforum.org.uk) • Cohesion Advisory Group (Tim Wright tim.wright@sheffield.gov.uk 01142734076) • Changes in grant aid conditions (i.e. Building social inclusion and cohesion and fostering good relations) • A new Cohesion, Migration and Safety Team in partnership with Community Assemblies. • Review/refresh of Strategy through Safe and Sustainable Community Partnership. • Lots of local partnership work. • Contact: vince.roberts@sheffield.gov.uk