The February 2025 edition of the Voluntary Sector News is here. Please get in touch with Sandie Smith or Debbie Drew if you would like to know more about any of our work. Please pass this on to colleagues who may be interested.
January 15th March Library- Chaired by Sandie Smith
The meeting was well attended and a general round of introductions was done as there were some new faces around the table.
Sandie went through the action log which had all been completed all bar action 114 on awareness of the Outcome Framework which is hand.
Programme Director Update
The Assura/ICB grant is now out for expressions of interest and there has been a lot of interest. EOI need to be in by 26th January.
A couple of attendees have had problems contacting their respective Integrated Neighbourhood Managers and were worried that they would not get a response before the closing date.
ACTION Andrea agreed to feed this back to the team.
New Reps- Three new reps have been appointed. Fiona (Craft4 smiles) Emma (Steelbone) and Faustina (Chinese Community group). They will be supported by the current reps on committees.
Shared Care Record- This was raised by a Strategic Group (previously steering group) member so Sandie has spoken with the ICB Programme Lead. There seems to be a fair bit of interest from VSN members so it was thought it could be a topic for the Health and Wellbeing Network.
ACTION- Sandie to share details with Debbie- Debbie to arrange a H&W session for 11th February.
Strategy Action Plan- Sandie and Andrea have been “road showing” the action plan at various meetings across the ICB. The ICB board meeting last Friday was the last and it was received well.
Andrea is now trying to secure funding going forward and is looking for 3 year funding to enable the VSN to have more stability. The ICB funding process is slow but it is hoped that the VSN would know the outcome Mid March.
Sharon thanked Andrea for her support on this.
A discussion took place as to how to cascade the enthusiasm to operational level. It was agreed that progress on the Action Plan would be overseen by the Strategy Group and reported to VSN meetings twice-yearly.
ACTION Sandie to highlight the Action Plan in the VSN news bulletin and ask members to feedback any actions that they are contributing to.
Seat on Integrated Care Board- Sandie has previously written to the ICB and requested a seat for the Voluntary Sector. In theory this has been approved. There is an invite to attend the public meetings and the Strategic Group will ensure someone from there will attend the next public meeting.
Above Difference-Sharon and Miriam
Sharon and Miriam gave an excellent presentation which summarized the Above Difference training that they completed. Slides were included with the agenda pack but if they are wanted separately contact Debbie.
This subject gave lots of discussion and the group were able to discus idea of how this can be progressed and learning embedded.
This maybe revisited again at a future VSN meeting.
Miriam mentioned a video. The link was shared post meeting.
Andrea reminded the meeting that the WorkWell programme was up and running for each area- this is funded by DWP and its aim is to enable people back into work or help them remain in work.
Anglia Ruskin are doing some work around Volunteering. There are three bits to this. Volunteering, Research into health benefits from volunteering, and how best to support employers.
Staff health and wellbeing hub
The ICB has launched a free health and wellbeing hub for all health and care staff working in Cambridgeshire & Peterborough, including Royston. It is open to all voluntary and community organisations to use too and provides signposting to support and offers locally.
To support further development of the hub, please let us know if there are other services available locally not currently listed on the website, and what support you would like to see from the site in future – whether that’s providing materials that people can adapt and use, training offers or educational pieces.
Please send any suggestions to Bev Hoskin bev.hoskin1@nhs.net
Naturesave Trust is currently accepting applications to its Spring 2025 round.
This small, registered charity is the charitable arm of Naturesave Insurance, an ethical insurance provider, and provides funding three times a year to support specific UK-based environmental, conservation and community renewable energy projects.
The Trust offers funding for a different theme each year.
This year, grants of up to £5,000 are for projects that actively promote sustainable and eco-friendly approaches to travel and transport.
NatureSave is looking to support the following types of projects:
Vehicles – clean fuel, batteries or both. This can include electric vehicles, hybrid power systems and fuel cells.
Infrastructure – such as public transportation systems.
Energy source – using renewable energy sources instead of fossil fuels like coal.
Activity – walking, cycling or using a scooter instead of driving.
Applications are accepted from a range of UK based organisations, including charities, social enterprises, voluntary organisations, small grassroots community groups and businesses.
To be eligible, the organisation and/or project must be entirely based in the UK and have a website or social media presence.
There are three funding windows per year: January to February; May to June; and September to October.
The application deadline for the current round is 27 February 2025 (12 noon).
The Royal Countryside Fund are launching our UK-wide Supporting Rural Communities grant programme on Friday 10th January 2025. This new differentiated funding will support transformative, community-led initiatives across the UK, unlocking the huge potential for positive change in rural communities. The aim is to support innovative solutions that will “power up, not prop up” communities, inspiring change and encouraging economic vibrancy.
Organisations can apply for grants of up to £25,000 over a period of 24 months to deliver activities along the themes of:
Cambridgeshire and Peterborough ICS VCSE Strategy action plan 2025-27
STRATEGY GOALS & OBJECTIVES
Action Owner
Short term actions
(Year 1)
Medium term actions
(Year 2)
Longer term actions
(Year 3)
STRATEGY GOAL 1 – SUPPORT AND ENABLE A VIBRANT AND THRIVING VOLUNTARY, COMMUNITY & SOCIAL ENTERPRISE (VCSE) SECTOR TO PLAY ITS PART
1.1 Investment in the VCSE sector
Impact: Greater clarity on local need, gaps in provision and the proactive role the VCSE sector can play in improving health and care outcomes. Unified VCSE sector support, funding and processes across ICS partners, reducing duplication, ensuring value for money and sustainability of VCSE organisations, improving support available to local people.
1.1 Investment in the VCSE sector to create resilience and capacity to meet increased demand
ICB/VSN/ CVS
Development of a system-wide Compact, accountability model and annual action plan, that sets out principles and common approaches for how statutory bodies collaborate to support and fund VCSE organisations.
Work with partners to understand where the system invests in VCSE sector to identify risks to the delivery of ICS system priorities from gaps in investment or service – in communities of geography, service and/or interest.
Work with Integrated Care System (ICS) partners to identify funding sources (including through external funding, reducing duplication or repurposing existing pots) to better support the delivery of ICS priorities, supporting prevention / early intervention / health inequalities agendas.
Build on the Hunt’s Forum/Hunts District Council ‘Good to Go’ scheme supporting more effective due diligence processes, evaluating effectiveness with a view to roll out wider.
Use learning from other ICS initiatives (e.g. NHS Bristol, North Somerset and South Gloucestershire Brokerage Model), develop a local framework to support system-wide investments in VCSE, offering routes to market for diverse VCSE organisations, opportunities for pooling budgets, and simplifying processes where possible.
VSN
Collate and share annual pipeline of collaborative VCSE project proposals with ICS partners, including Place Partnerships in preparation for future funding opportunities or to address system challenges and priorities.
1.2 Align commissioning best practice and support
Impact: A codesigned proportionate system of funding that is aligned to national regulation and best practice
1.2 Align commissioning best practice and support
ICB/VSN/ CVSs
Support a greater understanding within the VCSE sector of the health and care funding landscape and priorities, including implementation of procurement changes with the national Provider Selection Regime (PSR), to drive greater collaboration with the sector.
Work with ICS partners to ensure commissioning processes are simplified (in line with PSR and national guidelines) identifying opportunities to embed ‘grants-first’ principles and offering routes to market for greater diversity of VCSE providers reducing systemic inequalities.
Development of a framework / mechanism that is understood by all partners supporting grants vs commissioning, related to size and complexity of activity with a common approach to demonstrating impact.
1.3 Build the VCSE infrastructure, workforce and skills for diverse partnership
Impact: Strengthened VCSE relationships and partnerships supporting greater collaboration in developing innovative solutions to local challenges.
1.3.1. Partnership infrastructure, workforce and skills
VSN/ ICB
Embed a process for conducting an annual strategic review of impact and effectiveness of VSN, using the NHS Quality Development Tool to aid annual update of action plan
Work with the ICB health economics and evaluation function to identify frameworks and methodology for evaluating social return on investment.
Review of ICS VCSE strategy delivery and impact and develop future strategy and associated action plans.
VSN
Develop a VSN members charter led by members to support relationship and trust building.
CVSs/VSN
Promote consortia development advice and case studies for VCSE organisations looking to deliver services in collaboration
Increased number of VCSE consortia developing innovative solutions to local challenges and funding applications/offers.
1.3.2 Diversity of VCSE sector involved in partnership
VSN
Develop a mechanism for regular analysis of VSN membership to identify gaps and target areas to increase membership diversity and reach
VSN/CVSs
Implement findings of CVS faith research to expand reach and strengthen relationships with faith groups in VSN
Increase reach, diversity and engagement of faith groups as VSN members
VSN
Annual review of the effectiveness of the VSN Steering Group and Terms of Reference
STRATEGY GOAL 2 – EMBED THE VCSE SECTOR AS A RESPECTED AND EQUAL PARTNER IN THE ICS
2.1 Develop VCSE Representation
Impact: Great diversity of thought and perspective in ICS decision making leading to the development of solutions that better meet local needs.
2.1 Develop VCSE Representation
ICB/VSN
New VSN reps and CVS staff members offered training by the ICB governance team to understand structures, processes and approaches to risk. Similar induction for ABU reps.
CVSs
Review representation training course and discuss issues and needs at VSN steering group meetings
Identify training gaps in the sector that could be supported by ICS partners.
VSN/ICB
Joint training opportunities are made available across the sectors, with VCSE input into training development and promotion.
A consistent approach to engaging with the VCSE is included in ICS organisational development programmes.
2.2 Influencing change
Impact: Greater amplification of VCSE and community voice influencing positive change driven by the needs of our communities.
2.2.1 VCSE embedded in system governance
ICB/CVS/VSN
VCSE sector rep is a full voting member on the ICB
Engage with the sector to gather a mandate for the ICB representative role
VCSE influence evidenced across all ICS partners, including all Accountable Business Units (ABUs)
ICB/VSN
Increase the number of VSN reps at ICB committees/decision-making groups to two per committee. Systematically use intel and case studies from the VCSE sector to demonstrate impact and drive change
2.2.2 System partnership reflects good practice and follows the
principles of joint working
ICB/VSN/CVSs
Support the development of the ICS values/behaviour framework to replace the ICS Leadership Compact. Identify how the new framework is embedded within the VSN structures and processes.
Co-develop a code of conduct detailing the principles of good partnership working and what ‘equal partners’ means to be adopted and regularly reviewed by across ICS structures and programmes.
ICB/VSN
Annual review of VSN/ICB Memorandum of Understanding (MoU)
MoU expanded to include wider ICS partners.
2.3 Investment in partnership infrastructure across the ICS
Impact: Reduced negative impacts on VCSE sector resulting from ICB decision-making due to greater collaboration and consideration in impact assessment processes. .
2.3.1 Investment in partnership structures in VCSE, including strategic and thematic provider alliances and costs of participation
ICB/VSN/CVS
Annual review of C&P ICS VCSE action plan to identify need for ongoing and sustainable investment into VSN and develop a business case for longer-term recurrent funding
Resources for VSN and supporting infrastructure is committed to on an ongoing basis
VSN/ICB
Codesign of a standard system-wide approach for reimbursement and recognition of VCSE participation/rep time that covers time and other expenses of participating to ensure diversity of representation.
Budget holders across the system adopt and provide consistent funding for VCSE reimbursement for involvement wherever possible, to encourage greater diversity of involvement
2.3.2 Investment in partnership capacity in the ICS
ICB
Contribute toward the development of the ICB impact assessment process to ensure VCSE impact is considered and guidance on what ‘good’ mitigations look like.
VSN/ICB
VSN works closely with ICB VCSE lead to ensure impact of partnership is understood and shared through regular reports to ICB committees and wider comms channels
Identify opportunities for greater visibility, celebration and scrutiny of VSN impact through development of a People and Communities Engagement sub-Board committee.
STRATEGY GOAL 3 – DRIVE CHANGE AND CREATE TANGIBLE IMPACT ON PEOPLE AND COMMUNITIES AND TACKLE HEALTH INEQUALITIES
3.1 VCSE as key partners in Integrated Neighbourhoods
Impact: All Integrated Neighbourhoods know their local VCSE organisations and involve them in planning and delivery resulting in better offers for local people.
3.1 VCSE as key partners in Integrated Neighbourhoods
VSN/ICB
VSN evaluate, celebrate and share the learning from impact made by sector from the Assura grant scheme, and Healthier Future’s Fund.
VSN work with Integrated Neighbourhoods, district councils and other partners to explore how VCSE voice is heard and embedded at a local level and full impact understood.
3.2 Influence and build relationships with Integrated Neighbourhood Teams
Aiming for: Funding and referral systems align to VCSE capacity resulting in greater awareness of gaps in provision and reduced waiting lists in VCSE organisations.
3.2 Influence and build relationships with Integrated Neighbourhood Teams
CVS/VSN
Health and Wellbeing Network sessions to facilitate relationships and learning between the VCSE, Integrated Neighbourhoods, Primary Care Networks (PCNs) and other local partners
Identify opportunities and mechanisms to signal capacity within VCSE organisations (working with Integrated Neighbourhoods, WorkWell hubs and JOY) to inform referral pathways and future commissioning/funding applications.
Identify opportunities working closely with Integrated Neighbourhoods to understand gaps in VCSE provision from social prescribers.
3.3 Focus on health inequalities
Impact: VCSE knowledge, relationship and experience of marginalised communities supports reduction in local health inequalities.
3.3 Focus on health inequalities
VSN/ICB
VSN includes health inequalities as a regular item at network meetings with updates and briefings on:
· CORE20PLUS5 initiatives
· Population Health Management
· CQC Health Inequalities Framework.
Support the ICB with testing the new CQC Health Inequalities Framework, self-assessment and action plan development.
Work with partners to support identification and development of solutions to reduce demand on healthcare services, through supporting initiatives such as the High Intensity User programme, WorkWell and implementation of New Care Model initiatives e.g. digital enabler programme.
VSN/CVSs
VCSE sector continues to feed into strategic workstreams that address health inequalities – including Health Inequalities Strategic Oversight Group, Health Inclusion Network and Health Inequalities PCN Network. VCSE share local data and insights to support and inform discussions in these forums.
3.4 Development and sharing of data, impact measurement and outcomes
Impact: VCSE data contributes towards system data collection to enable greater insights into communities’ health and wellbeing needs to inform decision-making and demonstrate VCSE impact
3.4.1 Build VCSE data collection capacity
CVSs
Increase the skills, confidence and understanding of the VCSE sector about the use of data and insights including Health Economics
There is a common yet proportional approach to data collection and shared access to data / insight which is utilised for continual development and improvement
VSN/ICB
Expansion of the VSN data catalogue project led by Cambridge CAB by widening contributing VSN members
Work with ICB data team to identify opportunities for VCSE data to contribute towards system data collection e.g. annual health inequalities stock take, to improve local health outcomes
Develop a digital platform using NHS Future’s to enable VSN members to access the VCSE data catalogue, reports and learning.
Support the implementation of phase 3 of the Shared Care Record Project to include VCSE data.
ICB
Link data project to the digital Insight Bank run by the ICB-led system-wide Participation and Involvement Network Group, to support the sharing and collation of system insights and data.
3.4.2 Unblock barriers to sharing data and information
VSN
VSN develop an action plan for identifying priorities, opportunities and challenges to VCSE data sharing, including around data sharing agreements, IT, information governance etc.
Support the development and implementation of the Digital Enablers Programme (Digital Front Door), amplifying the voices of communities in the project and ensuring inequalities aren’t exacerbated.
VSN works in partnership with ICB to implement more equal ways of accessing IT systems and data which supports improved health and wellbeing.
System-wide mechanisms and processes in line with GDPR are developed for sharing data and insight, at a system and local level, that includes soft data and outcomes from VCSE
3.4.3 Develop shared outcomes and impact measurements
ICB/VSN
VCSE contribute to the deployment, understanding and usage of the ICB Outcomes Framework across VCSE plans.
Ensure future VSN action plans align to the ICB Outcomes Framework.
ICB/VSN
VSN to work with ICB/Place/social impact organisations to explore how the VCSE can better measure and demonstrate impact.
STRATEGY GOAL 4 – BUILD STRONG, INCLUSIVE AND EMPOWERING RELATIONSHIPS
4.1 Promotion of the value of the VCSE
Impact: The value of the VCSE sector is well understood by all ICS partners and early meaningful engagement is the default
4.1.1 Build understanding of VCSE sector and its value across the system
VSN/CVS/ICB
VSN develops and deploys awareness resources and training to improve ICS partners’ understanding of the nature, value, governance, systems and benefits of the VCSE sector.
ICB System leadership training includes materials and modules on VCSE sector and are co-developed and evaluated from a VCSE perspective
VCSE awareness training in ICB new starters and mangers’ induction training
Training offer to VCSE sector to improve understanding of the health and care landscape
VSN leads research on value of VCSE sector working with all ICS partners (see Yorkshire and BOB ICSs for examples)
4.1.2 Embed VCSE co-production and learning culture in the system
ICB
VSN team, infrastructure organisations and members continue to give feedback on proposals but are increasingly engaged at an earlier stage of ICB planning, as identified in the ICB Combined Impact Assessment Process.
ICB/VSN
Support review of ICS People and Communities Engagement Strategy delivery and development of an action plan supported by clear governance routes for regular review and scrutiny.
Support implementation of the ICS People and Communities Engagement Strategy action plan to ensure the voices of local people and communities are embedded throughout ICB decision making.
Support development of new ICS People and Communities Engagement Strategy.
4.2 Communications and interactions between and within sectors
Impact: Improved information flows between VCSE and ICS partners enabling greater reach of key messaging. VCSE workforce are part of ‘One Workforce’.
4.2.1 Develop VSN’s communications capacity
VSN
VSN continues to share information about the VCSE sector through a wide range of dedicated and regular communication channels to ensure wide reach of impact. Creation of regular updates on VSN projects and progress to share through ICS channels.
Development of a digital collaboration platform using NHS Futures, to enable greater reach of the VSN and opportunities for collaboration.
Strong, open communication channels deployed across all ICS partners including key organisations such as the County, District, Town and Parish Councils to share best practice and access to information
4.2.2 Position VCSE relationship building as central to system workforce development
ICB
Ensure the ICS Workforce Strategy and the reviewed ICS VCSE Strategy align.
Terms and conditions start to align, facilitated by realistic funding and commissioning.
Development of VCSE workforce data sets and resources to explore feasibility of combining with ICS workforce data to support One Workforce approach.
Terms and conditions align further, and One Workforce equally includes VCSE partners
ICB/VSN
ICS job descriptions and appraisals includes relationship building with partners in the VCSE sector. Embed VCSE sector representation in recruitment processes for ICS leadership appointments
Job descriptions and appraisals of VCSE leadership roles include relationship building with ICS partners.
Relationship building across and within partners in the ICS is recognised and rewarded as essential for career progression of ICS leaders and staff
VSN/ICB/
CVS
Support the ICB/ARU research project including recruitment of volunteers to the study, to support the sustainability and enhancement of our volunteering workforce.
Review research findings and identify opportunities for implementation.
4.2.3 Identify opportunities for sharing assets and experiences
VSN/ICB
VSN conducts survey to see how many VCSE people have taken up learning opportunities and understand the barriers to greater uptake.
Develop pro-bono skills offer as part of volunteering day offer to ICB staff.
VSN/ICB
Build shared experience and understanding through the VCSE/NHS Mentoring Programme,
Extend mentoring scheme across other NHS trusts following successful evaluation.
Extend mentoring scheme across wider ICS partners.
https://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svg00Costanza Dragohttps://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svgCostanza Drago2025-01-16 10:43:172025-01-16 10:43:17VSN Action Plan 2025 – 2027
Cambridgeshire and Peterborough ICS VCSE Strategy action plan
Actions Year 1 2025
Objectives
Action Owner
Year 1 actions
STRATEGY GOAL 1 – SUPPORT AND ENABLE A VIBRANT AND THRIVING VOLUNTARY, COMMUNITY & SOCIAL ENTERPRISE (VCSE) SECTOR TO PLAY ITS PART
1.1 Investment in the VCSE sector
1.1 Investment in the VCSE sector to create resilience and capacity to meet increased demand
ICB/VSN/ CVS
Development of a system-wide Compact, accountability model and annual action plan, that sets out principles and common approaches for how statutory bodies collaborate to support and fund VCSE organisations.
Work with partners to understand where the system invests in VCSE sector to identify risks to the delivery of ICS system priorities from gaps in investment or service – in communities of geography, service and/or interest.
VSN
Collate and share annual pipeline of collaborative VCSE project proposals with ICS partners, including Place Partnerships in preparation for future funding opportunities or to address system challenges and priorities.
1.2 Align commissioning best practice and support
ICB/VSN/ CVSs
Support a greater understanding within the VCSE sector of the health and care funding landscape and priorities, including implementation of procurement changes with the national Provider Selection Regime (PSR), to drive greater collaboration with the sector.
1.3.1. Partnership infrastructure, workforce and skills
VSN/ ICB
Embed a process for conducting an annual strategic review of impact and effectiveness of VSN, using the NHS Quality Development Tool to aid annual update of action plan.
CVSs/VSN
Promote consortia development advice and case studies for VCSE organisations looking to deliver services in collaboration.
1.3.2 Diversity of VCSE sector involved in partnership
VSN
Develop a mechanism for regular analysis of VSN membership to identify gaps and target areas to increase membership diversity and reach.
VSN/CVSs
Implement findings of CVS faith research to expand reach and strengthen relationships with faith groups in VSN.
VSN
Annual review of the effectiveness of the VSN Steering Group and Terms of Reference.
STRATEGY GOAL 2 – EMBED THE VCSE SECTOR AS A RESPECTED AND EQUAL PARTNER IN THE ICS
2.1 Develop VCSE Representation
2.1 Develop VCSE Representation
ICB/VSN
New VSN reps and CVS staff members offered training by the ICB governance team to understand structures, processes and approaches to risk. Similar induction for ABU reps.
CVSs
Review representation training course and discuss issues and needs at VSN steering group meetings
VSN/ICB
Joint training opportunities are made available across the sectors, with VCSE input into training development and promotion.
2.2 Influencing change
2.2.1 VCSE embedded in system governance
ICB/CVS/VSN
VCSE sector rep is a full voting member on the ICB
Engage with the sector to gather a mandate for the ICB representative role
ICB/VSN
Increase the number of VSN reps at ICB committees/decision-making groups to two per committee. Systematically use intel and case studies from the VCSE sector to demonstrate impact and drive change
2.2.2 System partnership reflects good practice and follows the
principles of joint working
ICB/VSN/CVSs
Support the development of the ICS values/behaviour framework to replace the ICS Leadership Compact. Identify how the new framework is embedded within the VSN structures and processes.
ICB/VSN
Annual review of VSN/ICB Memorandum of Understanding (MoU)
2.3 Investment in partnership infrastructure across the ICS
2.3.1 Investment in partnership structures in VCSE, including strategic and thematic provider alliances and costs of participation
ICB/VSN/CVS
Annual review of C&P ICS VCSE action plan to identify need for ongoing and sustainable investment into VSN and develop a business case for longer-term recurrent funding
VSN/ICB
Codesign of a standard system-wide approach for reimbursement and recognition of VCSE participation/rep time that covers time and other expenses of participating to ensure diversity of representation.
2.3.2 Investment in partnership capacity in the ICS
ICB
Contribute toward the development of the ICB impact assessment process to ensure VCSE impact is considered and guidance on what ‘good’ mitigations look like.
VSN/ICB
VSN works closely with ICB VCSE lead to ensure impact of partnership is understood and shared through regular reports to ICB committees and wider comms channels
STRATEGY GOAL 3 – DRIVE CHANGE AND CREATE TANGIBLE IMPACT ON PEOPLE AND COMMUNITIES AND TACKLE HEALTH INEQUALITIES
3.1 VCSE as key partners in Integrated Neighbourhoods
3.1 VCSE as key partners in Integrated Neighbourhoods
VSN/ICB
VSN evaluate, celebrate and share the learning from impact made by sector from the Assura grant scheme, and Healthier Future’s Fund.
3.2 Influence and build relationships with Integrated Neighbourhood Teams
3.2 Influence and build relationships with Integrated Neighbourhood Teams
CVS/VSN
Health and Wellbeing Network sessions to facilitate relationships and learning between the VCSE, Integrated Neighbourhoods, Primary Care Networks (PCNs) and other local partners
3.3 Focus on health inequalities
3.3 Focus on health inequalities
VSN/ICB
VSN includes health inequalities as a regular item at network meetings with updates and briefings on:
· CORE20PLUS5 initiatives
· Population Health Management
· CQC Health Inequalities Framework.
VSN/CVSs
VCSE sector continues to feed into strategic workstreams that address health inequalities – including Health Inequalities Strategic Oversight Group, Health Inclusion Network and Health Inequalities PCN Network. VCSE share local data and insights to support and inform discussions in these forums.
3.4 Development and sharing of data, impact measurement and outcomes
3.4.1 Build VCSE data collection capacity
CVSs
Increase the skills, confidence and understanding of the VCSE sector about the use of data and insights including Health Economics
VSN/ICB
Expansion of the VSN data catalogue project led by Cambridge CAB by widening contributing VSN members. Work with ICB data team to identify opportunities for VCSE data to contribute towards system data collection e.g. annual health inequalities stock take, to improve local health outcomes
ICB
Link data project to the digital Insight Bank run by the ICB-led system-wide Participation and Involvement Network Group, to support the sharing and collation of system insights and data.
3.4.2 Unblock barriers to sharing data and information
VSN
VSN develop an action plan for identifying priorities, opportunities and challenges to VCSE data sharing, including around data sharing agreements, IT, information governance etc.
Support the development and implementation of the Digital Enablers Programme (Digital Front Door), amplifying the voices of communities in the project and ensuring inequalities aren’t exacerbated.
3.4.3 Develop shared outcomes and impact measurements
ICB/VSN
VCSE contribute to the deployment, understanding and usage of the ICB Outcomes Framework across VCSE plans.
ICB/VSN
VSN to work with ICB/Place/social impact organisations to explore how the VCSE can better measure and demonstrate impact.
STRATEGY GOAL 4 – BUILD STRONG, INCLUSIVE AND EMPOWERING RELATIONSHIPS4.1 Promotion of the value of the VCSE
4.1.1 Build understanding of VCSE sector and its value across the system
VSN/CVS/ICB
VSN develops and deploys awareness resources and training to improve ICS partners’ understanding of the nature, value, governance, systems and benefits of the VCSE sector.
ICB System leadership training includes materials and modules on VCSE sector and are co-developed and evaluated from a VCSE perspective.
4.1.2 Embed VCSE co-production and learning culture in the system
ICB
VSN team, infrastructure organisations and members continue to give feedback on proposals but are increasingly engaged at an earlier stage of ICB planning, as identified in the ICB Combined Impact Assessment Process.
ICB/VSN
Support review of ICS People and Communities Engagement Strategy delivery and development of an action plan supported by clear governance routes for regular review and scrutiny.
4.2 Communications and interactions between and within sectors
4.2.1 Develop VSN’s communications capacity
VSN
VSN continues to share information about the VCSE sector through a wide range of dedicated and regular communication channels to ensure wide reach of impact. Creation of regular updates on VSN projects and progress to share through ICS channels.
4.2.2 Position VCSE relationship building as central to system workforce development
ICB
Ensure the ICS Workforce Strategy and the reviewed ICS VCSE Strategy align.
ICB/VSN
ICS job descriptions and appraisals includes relationship building with partners in the VCSE sector. Embed VCSE sector representation in recruitment processes for ICS leadership appointments
Job descriptions and appraisals of VCSE leadership roles include relationship building with ICS partners.
VSN/ICB/
CVS
Support the ICB/ARU research project including recruitment of volunteers to the study, to support the sustainability and enhancement of our volunteering workforce.
4.2.3 Identify opportunities for sharing assets and experiences
VSN/ICB
VSN conducts survey to see how many VCSE people have taken up learning opportunities and understand the barriers to greater uptake.
VSN/ICB
Build shared experience and understanding through the VCSE/NHS Mentoring Programme.
https://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svg00Costanza Dragohttps://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svgCostanza Drago2025-01-16 10:41:362025-01-16 10:43:35VSN Action Plan 2025
It’s that time of the year again that the Support Cambridgeshire partners, CCVS and Hunts Forum, publish their annual report for the period of November 2023 – Dec 2024, reflecting back on the work the two organisations have accomplished in the past year. To read the report please Click HERE or the image.
Fundraising basics for small voluntary groups and charities
Slide 1
Hello and welcome to this recording from Support Cambridgeshire. This training introduces the basics around fundraising that any group should consider.
You’ll find the guidance links to all the materials mentioned in this recording at the end of the accompanying transcript.
This recording focuses on fundraising through encouraging donations and contributions to activities and events. If you want to find out more about applying for grant funding we have another recording you can look at called Funding Application Tips and you can also look at our Support Cambridgeshire 4 Community funding database available for free on our website which gives information about funds for not for profits in Cambridgeshire.
Slide 2
Fundraising provides vital unrestricted income for small charities. Unlike most grant or contract funding, it is not usually ring fenced for a particular purpose and can be used to cover essential costs that support the delivery of the group’s mission or build reserves that can be used at the discretion of the trustees to build sustainability.
However, with changing economic conditions and new trends in donor expectations, staying effective means adapting and refining your fundraising approach. In this session we’ll look at some key fundraising trends , explore a basic fundraising strategy, discuss building a supporter base, highlight the importance of a strong case for support, touch on the fundraising mix, and finally, outline some tips for planning your fundraising activities.
Slide 3
Key Fundraising Trends include
The need to focus on donors from all age groups although older donors remain important for regular donations and legacies, younger donors are more likely to engage in events and in fundraising volunteering
Digital Fundraising continues to be important despite the return and growing popularity of in person events. Digital fundraising includes donations made through websites and giving platforms as well as social media and email marketing. Mobile-friendly giving is key with more people than ever browsing and donating through mobile devices. Areas of focus include:
Livestream fundraising – this has been steadily growing on platforms such a Twitch involving people making donations while watching others play online games
In person events using digital fundraising tools have also been growing in popularity. Both those centred around socialising such as quizzes and coffee mornings and exercise challenges such as fun runs.
The need for greater transparency in relationships with donors: Donors want to know exactly where their money is going. They want to see impact through storytelling, social proof, and real-time updates. The most popular causes continue to be health, children and animals with most individuals supporting 2 or 3 causes
Opportunities for Corporate Partnerships: Businesses are increasingly looking to align with social causes both to appeal to the values of their staff and to deliver on their social responsibility commitments.
Environmentally conscious campaigns appeal to many donors, especially younger ones, but groups need to ensure they make this alignment with integrity and avoid green washing.
Slide 4
Fundraising insights
Given these trends what sorts of things could you do to improve fundraising success?
Set fundraising targets and developing fundraising strategies to meet these targets
Diversify sources of income
Manage data to gain an understanding of your supporters and their patterns of giving behaviour.
Make use of AI’s potential to utilise data to anticipate supporter need, predict behaviours and improve efficiency. As well as using free AI packages to help generate resources.
Slide 5
A Basic Fundraising Strategy
A fundraising strategy is essentially a roadmap to achieve your funding goals over the next few years. Creating a strategy doesn’t have to be complex:
Start by reviewing where you are now with your fundraising:
How much did you raise in the last couple of years? Which of your activities and events were most successful in raising funds?
Who are your existing supporters and how do they support you? Include those that give you their time and in-kind support to help raise funds as well as direct financial contributions. Are your supporters’ individuals in your local community, small businesses, specific groups with a passion for your cause or some other group? Think about what you know about your supporters and how you can build a closer relationship with them.
What is the environment you are operating in? Do you have competitors for funding? What are the likely barriers to supporter engagement? For example, cost of living increases or demographic change.
Set your goals: Define how much money you need to raise over a particular period and why. If you have a business plan this should be reflected here. Be specific – knowing your exact funding requirements and purposes will make it easier to communicate this to supporters.
Select Fundraising Methods: Choose the tactics that best fit your resources and audience, we’ll discuss this further when we look at the fundraising mix.
Allocate Resources: Who can you involve and how, what budget can you afford to allocate?
Finally, continually monitor your efforts, and don’t hesitate to adjust your tactics based on what works and what doesn’t.
Slide 6
Developing a Supporter Base
For small charities, a cohort of loyal supporters can be more valuable than simply aiming to grow your number of supporters. Loyalty is developed by creating relationships. Here are some points to consider:
Keep in touch: Send out regular updates and stories via social media, emails, and newsletters to help build your community around your cause. The most effective messaging will outline the positive difference their support has made to your beneficiaries.
Show appreciation: Thank your donors so that they know their contributions matter and are valued.
Find ways to engage people: Not everyone can give money, so consider ways they can volunteer, share your cause, or contribute their skills.
Create Donor Journeys: Think of the donor relationship as a journey, from first contact to regular giving, advocacy, and potentially legacy giving. Nurture relationships at each stage.
Slide 7
Developing a Strong Case for Support
A compelling case for support is critical – it’s what communicates the need and urgency of your cause. To develop this effectively:
Clearly Define the difference you want to make: What problem are you solving, and why does it matter? Describe how contributions make a tangible difference.
Share Stories: Facts and figures are essential, but stories create emotional connections. Share real stories of those whose lives have been changed by your organisation’s work. You may want to make it clear if you are intentionally keeping beneficiary identities anonymous.
Show Accountability: Highlight how donations are used. Transparency and accountability build trust and show that you’re responsible with funds.
Include a Call to Action: Be direct about how supporters can help. Whether it’s donating, volunteering, or spreading the word, make the call to action clear and easy to follow. Don’t be shy about making an ask here is a lot to be said for a big red donate button.
Slide 8
The Fundraising Mix
The fundraising mix is the combination of methods you use to bring in donations. The mix you develop will depend on your specific goals, resources, audience and attitude to risk. The main elements of the mix are:
Individual Giving: This can be one-time giving, such as a collection outside a supermarket or regular giving through direct debit offered by more committed supporters. It is essential that donors’ data is kept secure and that there is good communication to build relationships and to be responsive. Individuals may also give by paying your organisation for goods or services
Community Events: such as charity runs, bake sales, or fetes allow you to engage face-to-face with donors and build connections to create a wider base of supporters. This type of fundraising is resource intensive and requires careful management of costs to ensure a good return on investment. You will find resources to support event fundraising in the transcript accompanying this recording and for larger events check out your local authority’s safety advisory group page – this covers advice around any licencing and permission required.
Peer to Peer fundraising is when supporters raise money on your behalf via their existing networks typically through social media or donation platforms like JustGiving that can reach a wide audience with limited overhead costs.
Crowdfunding for not for profits usually involves asking people to donate to a campaign run by an organisation to achieve a specific purpose and within a set time frame. Although we usually associate crowdfunders with online giving platforms, crowdfunding has been used to good effect for many years to raise funds, for example for community buildings. Some crowdfunding platforms such as ‘Crowdfunder’ and ‘Space Hive’ offer access to match funding opportunities.
Finally we have organisational giving: where businesses or organisations such as the Rotary Club may offer sponsorship, volunteering or in-kind donations
Slide 9
Fundraising Planning
In addition to creating a fundraising strategy you’ll need a shorter-term action plan. Here are some tips to consider:
Create a Calendar: Map out key fundraising activities throughout the year, considering factors like seasonal giving trends, annual events, busy delivery periods and your cashflow forecast. For example, Giving Tuesday is a matched crowdfunding opportunity that takes place in December but requires groups to sign up for it in July There is a link about Giving Tuesday in the transcript.
Create a budget: Allocate funds to cover fundraising activities, keeping your budget realistic
Set short term targets: such as funds raised, donor retention rates, and event attendance. These will help you assess progress and guide future planning.
Evaluate and Reflect: Regularly assess your fundraising efforts. What worked well, and what didn’t? Use these reflections to feed into what you do.
Slide 10
Fundraising compliance
Any charity that is carrying out fundraising activity, even on a small scale, is subject the Fundraising Regulator’s code of fundraising practice. The code exists to protect the public and encourage those involved in fundraising to follow best practice. You can find a link to the code in the transcript. The code includes a requirement to have an easily accessible complaints policy and to put in place safeguards on how to handle and bank any money collected. Your organisation will also need to comply with other relevant regulations for example around safeguarding, health and safety, food hygiene and licencing. See the links in the transcript for more on these.
Slide 11
Data protection
Data protection is crucial to ensure the privacy and security of supporters information from unauthorised access, misuse, or loss. This is important not only to comply with legal requirements – such as the General Data Protection Regulations – but also to maintain trust and credibility with your supporters. Take a look at the links relating to this topic in the transcript.
Slide 12
In summary
Fundraising brings unique challenges and opportunities. By staying on top of trends, building a dedicated supporter base, creating a compelling case for support, mixing various fundraising methods, and planning strategically, your organisation can become more sustainable.
Slide 13
To find out more
For more detail on all of the topics covered here, check out the guidance links in the recording transcript.
You can also contact our team for help including help with policies and templates at
https://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/01/cover-6.jpg600900Karen Cannhttps://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svgKaren Cann2025-01-14 15:43:392025-01-14 15:43:39Fundraising basics for small voluntary groups and charities
Matthew Smith from Integrated Care Board gave a presentation on the Outcomes Framework.
A discussion took place after the presentation. Matthew explained that the data information is open to the public on Cambridgeshire Insights and there is a video being produced that will explain the framework.
A question was asked info from Voluntary Sector data would be included because at present organisations are unsure where their feedback on monitoring forms is collected or if it is used.
The aim is to include as much data as possible so hopefully this will include VCSE data where appropriate.
It was felt that this could be a useful resource for all but people need to know more about it.
ACTION to share presentation with whole VSN.
ACTION Highlight the outcomes framework with VSN members and that this should be referenced in ICB grants and contracts.
ACTION to run some familiarisation sessions with VSN members on the framework and share all explanatory resources as they are developed.
Karen Nolan- Head of social impact for Assura
Karen gave an overview of Assura and explained that they like to look at the bigger picture when framing their strategy. This includes Healthy Environment, Healthy Community and Healthy Business.
Karen talked about Assura’s Community Fund. She explained that £500k a year has been put into the fund and that 95% is allocated as small grants to grassroot organisations.
As the VSN are aware we had already received monies from a first round of grants topped up by the ICB and have been able to enable several organisations to run very local based activities where there has been a need.
Assura projects
Three of the previously successful Assura grant recipients gave presentations on their work and what the grants had helped them do.
Safe Soulmates
Sew Positive
Cornerstone Cares
Sandie thanked them for giving us the time and showing what can be achieved.
ACTION to share the presentations
Updates– Sandie Smith and Andrea Grobois
The Assura/ ICB round 2 grants will be open for expressions of interest before Christmas. This will be sent out via Debbie.
Applications have been received for the vacant rep roles and there will be news on this shortly.
The reviewed strategy and action plan are being considered by the ICB Commissioning, Investment, Reform Committee later this week. Thanks to Miriam for presenting this on our behalf. Ahead of this very positive feedback has been received from the ICB Exec Team. We are on track to launch at our January meeting.
Andrea highlighted that the WorkWell programme is now open.
The WorkWell hubs, are now open to referrals across Cambridgeshire, Peterborough, and Royston, offering free and dedicated support to people who are struggling to find or keep a job due to physical and/or mental health challenges.
People can apply for support themselves or can be supported by someone with their referral, by completing a short form online or over the phone. More details are available on WorkWell website: WorkWell
As we approach the end of 2024, it’s time once again for us to hear directly from the voluntary and community sector about the challenges and opportunities you face. From 26 November 2024 to 17 February 2025, we invite charities, not-for-profits, and community groups across Cambridgeshire to participate in this vital survey.
This year feels calmer compared to the upheavals of recent times. Yet, beneath this relative quiet, our communities continue to grapple with complex issues—and the voluntary sector plays a crucial role in meeting these needs.
The 2024 State of the Sector report “We get back up again” painted a challenging picture: a drop in volunteer numbers, growing demands for services, and stretched waiting lists. This evidence helped Support Cambridgeshire advocate for the invaluable contribution of charities and community groups in a landscape of tightening budgets and cuts to public services.
Now, we need your voice again. How has your organisation fared this year?
Are you still finding it difficult to recruit volunteers?
Has funding improved or worsened?
Are you feeling more optimistic about the future of your group?
This survey is your opportunity to share your experiences and make sure your voice is heard. The survey is circulated with statutory officers, councillors and funders across the county.The insights you provide will help us build a clear picture of the challenges and opportunities across the sector, enabling us to advocate effectively on your behalf.
By completing the survey, you’ll:
Contribute to a county-wide understanding of the voluntary and community sector.
Help shape strategies and policies that support your work.
Highlight emerging trends or challenges that require attention in 2025.
It only takes a short time to complete, but the impact of your input will resonate throughout the year. All organisations that fill out the survey will be entered into a prize draw for £100 for that organisation. The closing date for the survey is 17th February 2025, and the prize draw will follow this.
If you would like help completing the survey over the phone, or if you would prefer a paper copy of the survey, please call CCVS: 07935 649805.
https://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/02/Cambs-annual-survey-.jpg684845Costanza Dragohttps://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svgCostanza Drago2025-01-13 12:26:542025-01-14 10:03:00Don’t forget – 2025 State of the Sector Survey: Share Your Insights!