destination2014

Consultation on National Support services / National Hubs

30.03.07 - This consultation is now closed.

Giving your feedback on these documents:
- Please leave any comments related to questions 1 & 2 as a blog post.
- For questions 3 & 4 the word document with answers grids should be completed and returned by email to info@capacitybuilders.org.uk or posted to Capacitybuilders, Consultation, 77 Paradise Circus, Birmingham. B1 2DT.

Questions:

1. What should National Support Services deliver to benefit the front-line organisations you support?

2. What should National Support Services deliver for consortia and other capacity-building partners?

The following questions have a grid answer form which you need to download as a Word document to complete:

3. What about the 6 hub themes? Which need further investment and which should stop being a priority?

4. What about other themes or issues that front-line organisations are said to need support on? Which need investment and which are not really priorities?

Learning & Innovation Consultation

Consultation on Capacitybuilders’ work to engage local authorities and other public agencies:

Background Information.

Capacitybuilders is initiating strategic discussions with IDeA and LGA, along with key Third Sector partners and Government Departments such as DEFRA, DCLG, OTS. The purpose of this would be to shape a cross-sector strategy around capacity-building the local Third Sector in the light of the new environment created by the Local Government White Paper.

Press Release: 12th Jan 2007

Transforming the Third Sector through ChangeUp

A programme of action designed to transform the effectiveness of the voluntary and community sector over the next ten years has been launched by Capacitybuilders, the agency charged with administering the ChangeUp programme.   The vision for ChangeUp is to see a ‘transformed voluntary and community sector by 2014’. 

Recognising the need to develop its role in providing strategic leadership and management of the ChangeUp programme, Capacitybuilders has drafted a strategic framework - Destination 2014 – to identify the priorities it should adopt to meet this vision and its achieve its strategic objectives by 2014.

Response to comment on 4. Achieving Change

Response to 4. Achieving Change

Dear Mick

As I am sure you will appreciate, keeping our administration cost down as much as possible is prerequisite for Capacitybuilders. The current agreement we have with our Sponsoring department (Cabinet Office) is that we spend no more than 10% on administration costs of the aggregated programme spend.

I attach a copy of the Capacitybuilders’ forecast expenditure in support of this agreement, to help alleviate your fears:

* Financial Forecast Table

	2006/07 (£m)	2007/08** (£m)	2008/09*** (£m)
Infrastructure
Continuation fund	7.00	7.00	7.00
Hub	9.20	8.00	7.00
Consortia	9.30	8.40	8.70
Non-consortia	1.30	1.20	1.67
Learning and development	0.50	0.53	0.67
Best practice	0.20	0.20	0.30
Improved reach	6.30	5.00	5.10
Programme support	0.96	0.96	0.96
	34.76	31.29	31.40
CB running cost	2.54	2.21	2.10
	37.30	33.50	33.50

* Source Capacitybuilders Corporate Plan.
** Planned allocation for 2007/08.
*** Expected allocation for 2008/09, pending Government spending review.

Financial assumptions

• The 2006/07 projection is based upon the agreed budget for the year.
• The 2007/08 projection is based upon the programme spend profile as at 31 May 2006.
• The fall in running costs between 2006/07 and 2007/08 relates to non-recurring costs incurred in 2006/07 such as the cost of website design, recruitment fees and launch costs and to efficiency savings.
• For 2008/09 the assumption is that the annual budget will be the same as the planned allocation for 2007/08.
• Excluded from the funds above are the annual rent and associated service charges (£101,000) being paid directly by the Cabinet Office.

Posted by Gilbert George
gilbert.george@capacitybuilders.org.uk

Launch of Destination 2014 in London

Destination 2014
Vision Into Action 7th December RAF Museum, London

The consultation of Destination 2014 was launched at the Capacitybuilders’ Vision into Action event on 7 December 2006 held at the RAF Museum in London. The event was attended by over 180 delegates from the voluntary and community sector, with Minister for the Third Sector, Ed Miliband in attendance as keynote speaker along with Capacitybuilders’ Chair, Chris Pond and Chief Executive, Simon Hebditch. The meeting itself was chaired by Catherine Johnstone from RAISE, who facilitated an informative question and answer session from delegates.

Capacitybuilders now plans to work in consultation with third sector organisations on the development of Destination 2014 before agreeing a final version of the document. Capacitybuilders wants to listen to the views of the sector and is encouraging involvement in a number of ways including through a series of regional consultation events.

About Capacitybuilders

Who are we?
We are a new agency with responsibility to manage initially the £70 million ChangeUp programme for the financial years 2006/07 and 2007/08.
We will work with infrastructure bodies in every region to help the voluntary and community sector become even more effective and efficient.

Our vision:
Our vision is to create an independent, innovative, flexible, responsive and sustainable voluntary and community sector, which achieves its full potential in:

• service delivery;
• policy analysis;
• community development; and
• campaigning

Our mission:
Our mission is to secure a high-quality, sustainably-funded infrastructure for frontline voluntary and community organisations.

This will allow organisations to achieve their aims better and use their resources more effectively.

More at www.capacitybuilders.org.uk

Regional Consultation Events

This consultation will run until the end March 2007 and the following regional consultation events have been organised for ChangeUp Consortia, infrastructure organisations and other organisations with an interest in capacity building so that they can feed in their views. 

Welcome to Destination 2014

30.03.07 - The Consultation for this document is now closed.

The overall vision for the ChangeUp programme is to see a transformed voluntary and community sector.

Capacitybuilders wants to hear the views of the third sector, particularly on the priorities it should adopt to meet its vision and strategic objectives for 2014.

Commenting on the draft document

30.03.07 - This Consultation is Now Closed

You may comment on any of the chapters of the consultation draft by scrolling to bottom of the relevant chapter and entering your name (and organisation if appropriate), email address and website (optional). Your comments will be considered and will be displayed on the site.   You can also view any other comments that have been made by other visitors to the site.   NB your email address will only be used to contact you with a copy of the final plan.

1. Moving ahead
2. The role of the third sector
3. The ChangeUp programme
4. Achieving change
5. Key objectives
6. Key performance indicators
7. Priorities for 2006-08
8. Priorities for 2008-11
9. Priorities for 2011-14
10. Specific activities for 2006-08
11. Specific activities for 2008-11
12. General activities for 2011-14

   Additional questions

You may also download the document as an Adobe PDF, and complete this questionnaire or obtain a printed version and questionnaire by emailing info@capacitybuilders.org.uk or writing to:

Capacitybuilders
Consultation
77 Paradise Circus
Birmingham
B1 2DT

Complete and return the printed questionnaire to :
FREEPOST (RRGR-AKAL-HLBT)
Capacitybuilders
77 Paradise Circus
Birmingham
B1 2DT

This consultation runs until 30 March 2007.

1. Moving ahead

  Comment on this chapter

1.1 Capacitybuilders was established in April 2006 to undertake the management and administration of the ChangeUp programme and to work with other funders to influence policy on building the capacity of the third sector.

1.2 This strategic framework reflects a new way forward for the programme. It is a draft document. The Board wants to hear the views of the third sector and other stakeholders, especially on the priorities Capacitybuilders should adopt in meeting its vision and strategic objectives for 2014. The overall vision for the ChangeUp programme, launched by the Home Office in 2003/04, is to see a transformed third sector by 2014.

2. The role of the third sector

  Comment on this chapter

2.1 The wider third sector plays a vital role in our society. It already contributes over £55 billion to the UK economy and employs in excess of 1 million people – it also co-ordinates the efforts of millions of volunteers every year.

2.2 VCOs offer essential services to individuals and communities in need and also act as the ‘social glue’ in many neighbourhoods, enabling people to become involved in improving their own localities and living conditions. The effectiveness and vitality of the third sector is essential if government priorities on child poverty and employment, regeneration and civic engagement are to be achieved.

2.3 A strong partnership with the public and private sectors can bring benefits. Capacitybuilders is including specific priorities for action in the Social Enterprise Action Plan launched recently and the equally important Public Service Delivery Plan.

2.4 Third sector organisations also fulfil an important ‘democratic’ function. A vibrant, healthy third sector is an important ingredient in the promotion of greater participation in the democratic process through the huge numbers of local groups with wide, diverse interests that can help channel people’s concerns and frustrations in a positive and constructive direction; often, social change and innovation have been led by the third sector.

2.5 VCOs can provide a legitimate and vital voice for socially excluded people, and Capacitybuilders believes that it is an essential priority to focus on increasing the volume of that voice – even if it sometimes annoys central and local government!

  Comment on this chapter

3. The ChangeUp programme

  Comment on this chapter

3.1 The ChangeUp programme was established in order to invest in building the effectiveness and efficiency of the third sector through supporting infrastructure or support organisations. These organisations will have to demonstrate that the investments they are receiving are leading to direct benefits at the front line.

3.2 It is absolutely essential to recognise that the ultimate aim of the programme is to achieve radical change – a transformed third sector operating locally, regionally and nationally. The benefits from investments made in infrastructure organisations must result in a step change in front-line organisations and in the communities they serve.

3.3 The ChangeUp programme has two delivery arms:

• 127 ChangeUp consortia around England (all of which have produced detailed infrastructure investment plans with identified priorities); and
• national hubs of expertise offering national support services to infrastructure organisations around the country. There are currently six national hubs, covering performance, workforce development, governance, provision of information and communication technologies (ICT), volunteering, and finance and funding.

3.4 Capacitybuilders will be undertaking a review of the delivery and reach of the ChangeUp consortia across the country.

3.5 The experience of partnership working, both nationally and locally, has been important for the sector. Many organisations have been brought together to work on shared priorities that had not done so with such a clear focus before. In many cases, such collaboration has led to some beneficial rationalisation of the infrastructure provision and supported access to new funding streams.

3.6 Capacitybuilders has decided, following a review of the national hubs, that it will play a much stronger strategic leadership role across the whole ChangeUp programme, including in the delivery of national support services. We will be directly commissioning new national services in early 2007, focusing on the needs of infrastructure organisations around the country and how they can be enabled to better serve their front-line groups.

4. Achieving change

  Comment on this chapter

4.1 Capacitybuilders’ vision is of a third sector that is independent, innovative, flexible, responsive and sustainable, and that achieves its full potential in:

• service delivery;
• social innovation;
• policy analysis;
• campaigning; and
• exercising its voice or representational role.

Q1 Do you agree with Capacitybuilders’ vision for the third sector? Comment

4.2 To support this vision, Capacitybuilders will:

• commission work to improve the sector’s:
  • knowledge, skills and staff/trustee development;
  • use of ICT and other resources;
  • ability to plan, evaluate and improve performance;
  • ability to raise and manage money; and
  • deployment and organisation of the work of volunteers; and

• understand and influence:
  • the public policy agenda and sector links to local government;
  • the sector’s role in engaging with the public policy agenda;
  • decisions taken by other organisations about their relationships with the wider third sector; and
  • the need in the sector for long-term funding agreements.

5. Key objectives

  Comment on this chapter

5.1 For Capacitybuilders to address the capacity building needs of the wider third sector is neither possible nor desirable. The agency cannot take responsibility for directly meeting the support needs and aspirations of every organisation in the sector.

5.2 If Capacitybuilders is to be successful, it must focus its investment and activities on the radical strategic improvement of infrastructure or support services. The end result of such investment, both of money and effort, must be a transformed sector at the front line.

6. Key performance indicators

  Comment on this chapter

6.1 By the end of the programme, Capacitybuilders wants to see infrastructure services that:

• cover the whole sector;
• meet agreed quality standards;
• work with key local/regional stakeholders, including local authorities, to sustain support for infrastructure through LAAs;
• deliver services that meet identified needs, monitor outcomes and are cost effective.

6.2 In striving to achieve these objectives, Capacitybuilders believes that it is very important to set a number of key performance indicators for its work. Some illustrations of what such key performance indicators could be are listed below. This is a particular area in which Capacitybuilders would welcome your views.

Q2 Do you agree with the key performance indicators that have been set out by Capacitybuilders? Are they too modest, too ambitious or about right? Comment

• 75% of all third sector infrastructure organisations have reached appropriate agreed quality standards and are monitoring their outcomes.
• Voluntary sector capacity building needs assessments have taken place in 80% of all local authorities and consequent action taken.
• 50% of all local authorities have signed up to local area infrastructure agreements as part of their general LAA activities.
• 40% of third sector infrastructure bodies are centrally involved in promoting public service delivery in key government priority areas.
• The development of effective support services across six key sub-sector areas have been identified as priorities nationally, regionally and locally.
• 50% of generic third sector infrastructure organisations have developed specific programmes to support organisations working with socially excluded groups.
• Private sector support for infrastructure services (including those provided by charitable foundations) has increased by 25%.
• Infrastructure provision has been rationalised, or new, more effective joint working arrangements have been made, in 50% of local areas.

7. Priorities for 2006-08

  Comment on this chapter

7.1 Review ChangeUp consortia and their role and develop a clearer focus for consortia funding, more closely tied to the outcomes that Capacitybuilders is seeking to achieve. The intention is to secure more effective:

• joint working or rationalisation of services, where appropriate;
• better practice on diversity; and
• effective advocacy for support for infrastructure.

The review is to be completed by June 2007.

8. Priorities for 2008-11

  Comment on this chapter

8.1 Implement agreed changes in the structure of the national support services funded by Capacitybuilders. New delivery of essential national support services either through strategic partnerships or by single organisations will start in April 2008.

8.2 Conduct an evaluation of the national support programme and the role of the main contractors in October/November 2010.

8.3 Launch a capacity building public service delivery grant programme as part of the menu of general grant programmes – focused specifically on building the skills and expertise of third sector organisations wishing to provide specific public services. The new programme will be launched in April 2008.

8.4 Launch a new three-year Improving Reach funding programme designed to invest in infrastructure across the range of disadvantaged organisations or communities – extending the existing pilot programme to cover other areas of disadvantage. The new programme will be launched in April 2008.

8.5 Work in conjunction with other organisations to refine/develop/promote quality standards and appropriate outcome measures for infrastructure organisations operating within the ChangeUp programme.

8.6 Conduct research examining different models of infrastructure provision in the regions and sub-regions and their pros and cons, and prepare benchmark costings for different levels of provision.

Q3b Do you agree with the priorities detailed for 2008 to 2011? Comment

9. Priorities for 2011-14

  Comment on this chapter

9.1 Build on the partnerships that have been created between Capacitybuilders and other public agencies, the private sector and charitable foundations to ensure a more co-ordinated approach to strengthening the infrastructure of the third sector.

9.2 Commission a series of research publications to examine the effectiveness of different approaches to capacity building, including an evaluation report on Capacitybuilders’ funding programmes over the previous phases. This exercise will be conducted in May/July 2013 to inform any further continuation of the programme beyond March 2014.

9.3 Consider social issues likely to have a major impact on society in the future, for example the digital divide and an ageing population, and develop interventions to help the third sector increase its capacity to support society in meeting these future challenges.

Q3c Do you agree with the priorities detailed for 2011 to 2014? Comment

10. Specific activities for 2006-08

  Comment on this chapter

Objective: To improve the quality of infrastructure support for VCOs 

Area based consortia

Q4a Do you agree with the specific activities detailed for 2006 to 2008? Comment

Activity: Consider the Good Foundations report and recommendations on the role of consortia
By: April 2007
Progress: A clear focus for spending on consortia

11. Specific activities for 2008-11

  Comment on this chapter

Objective: To improve the quality of infrastructure support for VCOs

Area-based consortia

Q4b Do you agree with the specific activities detailed for 2008 to 2011? Comment

Activity: Develop and begin to roll out a system of peer review for funded consortia on key issues, for example diversity and making the case for support for infrastructure
By: April 2008
Progress: Greater awareness of the issues and evidence of positive changes in practice

12. General activities for 2011-14

  Comment on this chapter

Capacitybuilders will continue to fund high-quality work at the national level and regionally/ sub-regionally in order to achieve the objectives set out earlier for 2014.

Q5 Do you agree with the general activities detailed for 2011 to 2014? Comment

Capacitybuilders will:

• work with others to ensure that further long-term aims and objectives are set for supporting infrastructure developments up to 2014;
• work with other public and private funders to ensure that strengthening the third sector through an efficient and effective infrastructure remains a high priority;
• publish a comprehensive evaluation report on the whole ChangeUp programme and associated capacity building initiatives in July 2013; and
• publish a final report in January 2014, outlining the range of issues still to be addressed and identifying new themes that have an impact on society and in which the third sector can play a vital role.

Additional questions

You can comment on any of the chapters individually, but we would also like your views on the following questions:

Q6i) Should infrastructure investment focus on more specific spatial areas – for example, to provide support in rural areas; the most deprived areas; to focus on those areas that have the most infrastructure needs; or where third sector groups are operating in challenging environments? Comment

Q6i) Should infrastructure investment be targeted with specific streams focussed on distinct outcomes?  For example, on supporting organisations to contribute their expertise and views on the improvement of public services; building capacity in smaller community organisations; supporting the development of social enterprise; or establishing effective interface between generic VCS and “functional” VCS, e.g. mental health, housing, sport and recreation? Comment

Q6.iii) Capacitybuilders is committed to at least 65% of its programme budget being allocated locally and regionally.  Is this proportionate about right, too much or too little? Please give a % national and % regional/local focus with reasons for your answers: Comment

Q6.iv) Should Capacitybuilders ensure that infrastructure investment includes stronger focus on equalities & diversity mainstreaming, or is there a case for retaining special programmes? Comment

Q6. v) In your view, what are the most important un-met infrastructure needs of the third sector?  Please provide 3, in order of importance. Please detail any other infrastructure needs you consider unmet. Comment

Q6. vi) Do you have any specific thoughts about what infrastructure support for frontline voluntary and community organisations might look like in the future?  Comment

Q7. Please leave any other general comments about the consultation here.  Comment