rotherham children, young people and families’ consortium paul robinson – vcs development worker
Post on 21-Dec-2015
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TRANSCRIPT
OVERVIEW
• Context
• The Consortium – how, why and what
• Independent Local Solutions – one option
• Lessons Learned
CONTEXT 1• Rotherham is a town in South Yorkshire
between Sheffield and Doncaster. • The traditional industries of the nineteenth
and twentieth centuries – coal and steel – have all but vanished.
• New jobs, many of them in IT, finance and light engineering replaced those lost, but many are now disappearing due to the economic downturn.
CONTEXT 2• The population of the Borough is around
250,000 and there are approximately 63,000 children and young people aged 0-19.
• Rotherham has over 1300 voluntary and community groups, working with all sections of the community.
• 650 of these have children, young people and families as the main focus of their work.
CONTEXT 3• In 2003 20+ voluntary organisations began
meeting, prompted by ECM, to explore the potential for collaboration.
• This became the Rotherham Children, Young People and Families’ Voluntary Sector Consortium.
• Children and Young People’s Services and Voluntary Action Rotherham are key partners of the Consortium.
CONTEXT 4• The Consortium now has 32+ full members.• Representatives are involved in all Children’s
Trust arrangements and Safeguarding Board.• A Steering Group guides its work, facilitated by
Joint Chairs, appointed by members.• It employs a worker and part-time admin• In 2010 the Consortium became a Limited
Company and is becoming a registered charity.
AIM
“To achieve the best possible voluntary sector contribution to improving
the lives of children, young people and families in
Rotherham”
CONSORTIUM OBJECTIVESDevelop knowledge and good practice in VCS...
Increase the voice and influence of CYP&F and VCS within Children’s Trust arrangements...
Develop Joint Projects and Services…
… so as to improve the quality of life of children, young people and families in Rotherham and increase the choices available to them
WHAT IS IT NOW?
• Local voluntary organisations together employing over 300 staff, have over 300 volunteers and work with over 14,000 vulnerable CYP&F;
• Diverse in size, structure, knowledge & expertise, the communities served and service user groups;
• Relationship based on trust, enlightened self-interest and a set of common values and principles.
Outcomes 1
• Personal development – confidence and self esteem, independence, money management;
• Accommodation & support for young people who have run away, are thrown out or are otherwise homeless;
• Information and support to access housing, education, training, employment and other services to achieve independent living;
Outcomes 2
• Support to increase mental, physical and emotional wellbeing and sexual health and to counter sexual abuse, bullying, self injury and suicidal feelings;
• Positive opportunities, short breaks and volunteering opportunities for young people;
• Promotion of social coherence, equality of opportunity & citizenship;
Outcomes 3
• Support to counter domestic violence, sexual exploitation, homelessness, relationship breakdown and to victims of crime;
• Family support (befriending, advocacy, training, information, practical support and play,) Looked After Children and support to young mums;
• Education and skills development through art, environmental activities, music and drama, mentoring and tuition.
HOW IT WORKS
• Members steer the organisation – operates on principles of mutual-aid, trust and co-operation
• Development worker is accountable to members• Regular communication – monthly meetings plus
emails and website – www.cypfconsortium.co.uk • Members appoint accountable representatives to
the Children’s Trust, Scrutiny, Safeguarding Board Learning Communities & other key groups
• Lead organisations used to deliver projects
ACHIEVEMENTS
• Partnerships that deliver services in communities i.e. local groups, for local people, by local people
• Speaking with one voice on key issues e.g. sexual exploitation; Children’s Fund;
• Drawing additional funding into Rotherham from external sources e.g. V-Youth Volunteer; myplace;
• Development and promotion of Safeguarding Self Audit Toolkit for VCS organisations;
• Development and launch of Independent Local Solutions as the ‘trading arm’ of the Consortium
INDEPENDENT LOCAL SOLUTIONS
• A Community Interest Company – any surplus to support the work of the Consortium
• Directors drawn from Consortium membership• Supported by a Futurebuilders loan/grant• ILS contributes tendering and contract
management function on behalf of members
ILS AIM
• Enable small organisations who might not otherwise engage in commissioning to do so;
• Promote choice & a range of service providers;
• Consistent standard of quality and delivery;• Cost-effective, innovative solutions;• Involve communities in their own services.
CYP&F Vol Sector
Consortium
Independent Local Solutions – Helping to Transform Public Services
Quality & Performance Management
VAR
Social Enterprise – Surplus to Consortium
Joint Projects and Services
Local Strategic Partnership
Increased Knowledge,
Understanding & Good Practice
Capacity Building and Workforce Development
CYP&FNetworkConsortium governance,
maintenance and development
Innovation Workshops e.g. ‘Design it Different’
Representation and Influence on
Children’s Trust
Co-operative working e.g. Joint Marketing; shared services
Wider VCS
Amplify the Voice and Needs of Excluded
groups and communities
THE ROTHERHAM CYP&F VOLUNTARY SECTOR CONSORTIUM
CYP&F Vol Sector
Consortium
THE RELATIONSHIP BETWEEN INDEPENDENT LOCAL SOLUTIONSAND THE CYPF CONSORTIUM
Independent Local Solutions – Helping to Transform Public Services
Social Enterprise – Surplus to Consortium
Market Scanning and Intelligence Form Steering Group
THE ROLE OF ILS IN SECURING COLLABORATIVE CONTRACTS
Market Scanning and Intelligence
Tender
Form Steering Group
THE ROLE OF ILS IN SECURING COLLABORATIVE CONTRACTS
Market Scanning and Intelligence
Tender
Form Steering Group
Contract and agreements
THE ROLE OF ILS IN SECURING COLLABORATIVE CONTRACTS
Market Scanning and Intelligence
Tender
Form Steering Group
Negotiated Partnership delivery
Contract and agreements
THE ROLE OF ILS IN SECURING COLLABORATIVE CONTRACTS
Market Scanning and Intelligence
Tender
Form Steering Group
Negotiated Partnership delivery
ILS Delivers Performance, Quality
& Contract Management
Service Partners Deliver Services
LLP 1
Contract and agreements
THE ROLE OF ILS IN SECURING COLLABORATIVE CONTRACTS
Market Scanning and Intelligence
Tender
Form Steering Group
Negotiated Partnership delivery
ILS Delivers Performance, Quality
& Contract Management
Service Partners Deliver Services
LLP 2
LLP 3
LLP 1
LLP etc.
Contract and agreements
THE ROLE OF ILS IN SECURING COLLABORATIVE CONTRACTS
Market Scanning and Intelligence
Tender
Form Steering Group
Negotiated Partnership delivery
ILS Delivers Performance, Quality
& Contract Management
Service Partners Deliver Services
LLP 2
LLP 3
LLP 1
LLP etc.
Contract and agreements
THE ROLE OF ILS IN SECURING COLLABORATIVE CONTRACTS
Strengths of ILS1. Local knowledge, experience and presence
2. Proximity to service recipients at the point of delivery
3. Combined track record of outcome achievement in, and for, Rotherham
4. Diversity and range
5. Ability to facilitate the voice and influence of disadvantaged and excluded communities
6. Understanding of the differing needs of children, young people and families across Rotherham
What have we done well so far?
1. Evidence based design.
2. Coordination.
3. Been very selective about contracts.
4. Communication.
5. Designed for the long haul.
Lessons we’ve learned1. Always keep a client focus.
2. You can’t get enough legal advice.
3. Never assume that people know enough about your plans.
4. Make sure that everyone understands your business focussed approach.
5. Be prepared to answer difficult questions.
6. Some issues are only addressed though action – get a contract!
7. It has potential for organisations that wish to work closely together without going into full merger.