PETERLEE TC PUBLIC No password required, you just need to supply an email address Welcome! Jo Laverick Durham Community Action NCVO Almanac 2017 Top Facts About Small Charities UK
Most voluntary organisations in the UK are small. Small organisations (those with an income of less than 100,000) make up 82% of the sector but account for less than 5% of the sectors total income. Many of these organisations are very small. Of the 165,801 voluntary organisations in the UK 48% have an income below 10,000. 34% have an income between 10K and 100K. The majority of small organisations operate at local level. Nearly 80% deliver services within their local community. Most common: 18% : Social services; 15%: culture & recreation; 9% Parent Teacher Associations. Small organisations receive little funding from government. They receive 16% of their funding from government. A majority of their funding (59%) comes from individuals.
25% from investments, private sector, lottery & VCS. Small organisations are less likely to have fixed assets or reserves. They own just 0.6% (630m) of the sectors net assets. 44% have no reserves. Third Sector Trends North East England 2017 Prof. Tony Chapman, St. Chads College, Durham University A strong local third sector in the NE: 33% work only in neighbourhoods & 65% within
local authority boundaries. About 7,000 TSOs employing 37,000 people in the NE. 150,000 volunteers whose replacement value has risen from 124m to 131m since 2008. A shift from full time to part time staff (from 35-45% since 2010. At the level of the individual TSO, turbulence in income levels is endemic Stability is the norm but many (67%) running faster to stay still. http://www.ippr.org/files/publications/pdf/third-sector-trends-in-the-north-of-England_Mar 2017
COUNTY DURHAM VCS: NETWORKS AND PARTNERSHIPS The sector is ambitious to achieve more than it can within resources Civil society is durable and productive, it wont go
away- it is in our boneswere lucky. Civil society cannot be corralled & managed by outsiders (or insiders!) The sector is full of irrepressible optimists who
inevitably feel disappointed There will never be as much money or people to achieve as much as is desired With careful thought and judicious investment- the sector can flourish more
easily. Tony Chapman: Third Sector Trends in NE England The Transformation Agenda for County Durham Jane Robinson Corporate Director for Adult and Health Services Durham County Council
Overview Councils approach to Transformation and what it means for shaping services Partnerships Good to Great Prioritising Prevention Valuing the VCS Health and Social Care (Adults) Reshaping Services Collaborative Working in Childrens Services Challenges facing the
Council Looked After Children Integrating health & social care at an all time high Digital first
MTFP Schools Academies 12 Transformation agenda Use available resources in a more effective way to achieve the best possible outcomes for people in County Durham Help communities to become more self-reliant and
resilient Move partnership working from good to great Be known for our skilled and flexible workforce Partnership Working Good to Great One Durham Approach achieving better outcomes by focusing on prevention, building community resilience and scaling up good practice Standing together strongly and speaking loudly for
the County in a more complicated world Improving the focus and developing leaner partnership working 14 Actions Cross-partnership programme focused on prevention Scaling up AAP good practice Improved focus and more efficient use of
resources Improved connections and stronger coordination Simpler more streamlined arrangements with leadership and involvement from all partners Outcomes Improved quality of life Stronger communities Reduction in need for complex and costly interventions/treatments
More local people empowered to deliver solutions Stronger voice nationally and regionally Better use of local resources Increased funding attracted into the County Prioritising Prevention Covers all areas of activity not just health Community resilience and connectivity is important Interventions should promote independence
through self management Investment is needed in areas that will help people to help themselves, deliver solutions and scale up good practice A greater focus on prevention is needed to achieve necessary budget reductions How we are developing a more proactive focus on prevention Steering
Group Cross partnership group Coordinate & streamline activities Drive collaboration & remove barriers
Facilitate better use of resources 3 Timelimited Work Streams
New ways of working 1 - Building on best practice 2 - Maximising funding 3 - Preventing demand for services Preventative Work focused around key areas
New focus for intensive work Work presently on-going to identify which areas to focus on Prevention Priorities Proposed focus for intensive work across County Durham Partnership: Prevention at Scale work - Mental Health Joining up around the person Community Mentor roles Making Every Contact Count
Need for improved coordination Valuing the VCS VCS are integral to the County Durham Partnership Partners recognise that a strong flourishing VCS is a vital component in building resilient communities Community Building Asset Transfer outcomes Increasing delivery of public services by VCS Increased Collaboration between Public Sector and
VCS (e.g. Wellbeing for Life) But only 10% of VCS do contracts Grants are vital for sector wellbeing Yearly DCC Total Spend (m) 500.00 400.00
300.00 465.70 444.68 403.79 386.82
200.00 100.00 0.00 59.32 59.62
61.70 60.19 2013/14 2014/15 2015/16 2016/17
Third Sector Non-Third Sector Grants to VCSE 2016/17 Service Net
AH 112,176 CYPS 190,013 RLS
7,200 RES 308,069 TAP 2,835,239
Total 3,452,697 Other; 0.75% Public Health; 2.71% Infrastructure Support Grant; 4.34% Youth Work Support Grant; 5.50%
Members Initiative Fund; 8.92% Neighbourhood Budget; 51.37% Area Budget; 26.41% Third Sector Trends Study Key Messages The VCS is durable and productive But there will never be enough money or
people to achieve as much as is desired. The VCS cannot be corralled and managed by outsiders (or insiders!). But with careful thought and judicious investment it can flourish more easily Health and Social Care (Adults) Reshaping Services Integration of Health and Social Care Prevention
Replacement of social care database (SSID) Workforce Improved Better Care Fund Collaborative Working in Childrens Services Best Start in Life New Childrens Services Referral Form Childrens Commissioners Takeover Challenge Family Outcomes Framework
Transformation Programme Outcomes Over the next 3-5 years we will: Have used our available resources in a more effective way to achieve the best possible outcomes for people Have helped communities become more self reliant and resilient
Have moved partnership working from good to great Have become renowned for our skilled and flexible workforce Achieving Outcomes in Complex Environments Challenge Today, Change Tomorrow Dr Toby Lowe Senior Research Associate
Newcastle University Business School Achieving outcomes in complex environments Toby Lowe Summary
Outcomes-Based contracting/Performance Management makes it harder to produce good outcomes Systems produce outcomes take responsibility for the health of your systems
Embrace complexity peoples lives are complex Overview What happens when people implement Outcomes-Based Performance Management?
What can you do differently? Working in complexity What happens when
people implement OBPM? Whats the evidence? A quick summary of the evidence. The overall conclusion from international experience of implementing an outcomes approach is that the journey is long and the results are
disappointing. Wimbush, Erica (2011): Implementing an outcomes approach to public management and accountability in the UKare we learning the lessons?, Public Money & Management What happens? Gaming OBPM turns everyones job into the production of data, not meeting client need.
Targets for results frequently distort the direction of programs, diverting attention away from, rather than towards, what the program should be doing. Burt Perrin, Effective Use and Misuse of Performance Measurement, American Journal of Evaluation, 1998 Ossification, a lack of
innovation, tunnel vision and suboptimization S van Thiel and F. L. Leeuw The Performance Paradox in the Public Sector, Public Performance and Management Review, 2002 The Work Programme: the available evidence to date suggests that providers are
engaging in creaming and parking, despite the differential payment regime. Work Programme evaluation: Findings from the first phase of qualitative research on programme delivery, DWP, 2012 The breadth of evidence
Young People Australia (Keevers et al 2012) Healthcare UK (Bevan and Hood 2006), Employment programmes (Perrin 1998 USA
and Canada, Soss et al 2011 USA, Newton 2012 UK) Public services - Europe and USA, (Van Thiel and Leeuw 2002)
Education - USA (Rothstein 2008) Latest evidence Systematic review of Outcomes-Based Contracts by Australian Government: Emma Tomkinson 2016 Outcomes-contracts delivered the contracted outcomes
But contracted outcomes werent what people wanted Other outcomes got worse or stagnated
Measurement Problem: OBPM doesnt measure genuine impact, it measures proxies Proxy measures If we had a thousand measures, we could still not fully capture the health and readiness of young children. We use data to approximate these conditions and to stand as proxies for them.
Mark Friedman, Results Based Accountability Implementation Guide #KittensAreEvil Proxy =Measure = distortion effect of Proxy when used as a Performance
Measure Experience of outcome #LittleHeresies Outcome measurement The attribution
problem: Interventions dont create outcomes Programme Logic Model Robert Schalock & Gordon Bonham Measuring outcomes and managing for results, Evaluation and Program Planning, 2003 Effects of proxy measures
+ Lack of control = Gaming What else can we do? Embrace the complexity of the work Complexity
People are complex Issues are complex Systems are complex = embrace complexity, because life is complex Findings - Headline Complexity-friendly commissioning is based on a different attitude to:
Motivation Learning System health quality of relationships Motivation Motivation is intrinsic, not extrinsic. Learning
Learning drives improvement: Positive error culture Reflection on practice
Measurement System Health Taking responsibility for the health of the system as a whole:
Networks Building positive relationships, nurturing trust Principles Context matters X would be completely ineffective if was done in [another city], but they might benefit from this model of infrastructure. (Charitable Funder)
Humility is needed recognising we dont know the answer as individual organisations (Charitable Funder) Outcomes matter as motivation and a focus for learning We do not, we never want to get into the measuring impact thing, and the attribution thing. Its all nonsense I think. I think for us its about saying Did it work, did it do what we thought it would? If not why not?... Its about learning rather than measuring. (Charitable Funder). Cultures
Developing trust The two things that are most important that I would say are, the first is trust and the second is respect. Without those two things, you cant do anything. (Public Sector Commissioner) Its not cosy its challenging He [funded organisation] might also be very critical of me face to face. So he can say very critical things. Thats okay (Public Sector Commissioner) Learning and listening I think creating a culture that models generosity and listening
leads to critical thinking and asking questions. (Charitable Funder) A summary Systems create outcomes Complex systems cannot be controlled let go of the illusion of control How can our systems work better, from the perspective of the people who need them?
Learning and adaption Communication & networks What does this look like in practice. Findings: practice Trust Trust provides the confidence to let go of the
illusion of control. I trust this organisation to do the right thing when the world changes. Question: what is a good set of reasons for a commissioners and providers to trust one another? Trust Some potential answers: Because they collaborate well
Because they know their role(s) within the system(s) in which they operate Because they share and reflect on their practice with others Because they use data intelligently to learn Complex systems produce outcomes How can you make your places work better, as
systems? Examples Plymouth Council: adults with complex needs Realised outcomes-based commissioning wasnt working Appreciative enquiry whole system approach
Built trusting relationships & co-production Single alliance contract to 26 organisations New network infrastructure e.g. wicked problems forum Saved over 500k Award winning! Buurtzorg Letting go of illusion of control Devolved power to the frontline
= Reduced home care costs Increased client and worker satisfaction I want to work like this Read the report: https://blogs.ncl.ac.uk/tobylowe/
Check out the case studies Shape the Community of Practice: 13th November Newcastle https://www.surveymonkey.co.uk/r/7VTNYRX Help us to experiment Thanks for listening
Spotlights Session 1 1 2 3 4 Commissioning Denise Elliott, Interim Head of Commissioning, DCC
Advice in County Durham Sam Scotchbrook, Advice Network Development Officer Finance, Loans and Social Investment Michelle Cooper, Northstar Ventures Partnership Spotlights: VCS Alliance Helen Riddell, Childrens Services Reform, DCC Volunteering Abby Thompson, Centre for Volunteering Manager, DCA Refreshments
and change over! Spotlights Session 2 1 2 3 4 Commissioning Denise Elliott, Interim Head of Commissioning,
DCC Advice in County Durham Sam Scotchbrook, Advice Network Development Officer Finance, Loans and Social Investment Michelle Cooper, Northstar Ventures Partnership Spotlights: VCS Alliance Helen Riddell, Childrens Services Reform, DCC Volunteering Abby Thompson, Centre for Volunteering Manager, DCA
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