Lately, I’ve been diving into the research around voluntary and community sector activity after writing ‘Lessons Learned’ pieces about group closures for our member newsletter. The wider picture for the sector is troubling: public support is dropping—fewer donations, fewer volunteers—while demand for services is rising. That’s a difficult position for the sector.
The research suggests three core issues:
1. People have less time and money
2. There’s a lack of public interest
3. There’s a lack of trust in charities
We can’t fix the first one, but I believe we can help tackle the other two.
Lack of Interest: A Visibility Challenge
Lack of interest often stems from a lack of connection to a charity’s mission—or simply not knowing what the charity does. According to the Fundraising Report Card, this is tied closely to name recognition and public perception.
For smaller charities, self-promotion can feel uncomfortable or be time-consuming, but consistent “We’re here, and this is who we are” messaging, like we often see from MPs, is critical to visibility. People won’t always pay attention the first time (or even the fifth), so repetition matters, and it’s not about being pushy—it’s about being present.
Sharing stories of your work, the people you support, and the change you’re making builds awareness. Social media is often strongest not as a direct fundraising tool, but as a space for awareness raising and storytelling.
Where we can help: I’d love to explore ways we can support our members in measuring public awareness—not just followers and likes, but real understanding of their mission. Could we offer training and/or simple strategies to help with this?
Lack of Trust: A Transparency Opportunity
Trust in charities, according to the Charity Commission, still ranks higher than many other sectors—but the average rating is just 6.5 out of 10. And it’s been lower. In a competitive funding environment, trust can make all the difference.
What builds trust? Transparency. People want to know:
· Where their money goes
· Who’s making decisions
· What real-world impact is being made
The Charity Commission identified three key expectations:
· That most money goes directly toward the mission and beneficiaries
· That the charity uses its voice to advocate for those it supports
· That ethical standards are upheld—accountability, integrity, and mission alignment
The Fundraising Report Card found similar results: trust grows when charities share their accomplishments, clearly and consistently. But crucially, both sources agree—once trust is lost, it’s almost impossible to regain.
Understanding Our Audiences
In 2024, the Charity Commission introduced new segments to understand public trust in charities. Here’s a quick breakdown, which may help in tailoring communications:
· Trusting Helpers (62%): Actively give, volunteer, and engage. They value transparency and relationship-building.
· Disengaged Donors (8%): Give occasionally, usually when prompted. Might follow social media if nudged at the right moment (e.g., while donating goods).
· Untrusting and Uninvolved (8%): Sceptical but still contribute occasionally. Want to see data—spending breakdowns, impact reports, and mission integrity.
· Trusting Receivers (8%): Beneficiaries who want to know the charity supporting them is well run. Meeting their expectations builds overall trust by showing that the charity really cares.
· No Interest (14%): Unlikely to engage regardless of approach—not a priority audience.
This leads to a simple message:
Do the thing. Be seen to do the thing. Be seen doing the thing—repeatedly.
So, What Can We Do?
For local charities, building relationships with local media can boost both awareness and trust. There’s an opportunity to help them spot newsworthy stories—from beneficiary journeys to volunteer spotlights and mission milestones.
A mindset of “little and often” may help when it comes to communicating for the sector.
With the right tools and support, we could help some organisations find sustainability at a time when it feels harder than ever.
https://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/10/Staff-Blog-1.jpg684845Costanza Dragohttps://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svgCostanza Drago2025-04-30 10:45:272025-04-30 13:03:06What’s Going On With Charity Closures – And What We Can Do About It
You are invited to a day dedicated to celebrating and strengthening the voluntary and community sector across Cambridgeshire – with a strong local presence right here in Huntingdonshire.
Whether you’re a grassroots group, an established charity, a current member or not, a passionate individual looking to make a difference – this day is for you!
What’s happening on the day?
Social Media and Funding Training Free training sessions with 1:1 personalised guidance to help your group grow, develop effective strategies, and access the right resources and opportunities.
Hear from Mark Freeman, CEO of Support Cambridgeshire Join the conversation on the future of the voluntary sector, and how we can work together to meet the challenges and opportunities ahead.
Lunch, Networking & Collaboration Meet with other local groups, share experiences, and build meaningful connections to support you in your role.
Workspace available Need to catch up on emails or work between sessions? We will have desk space available throughout the day.
Let’s build the future of Cambridgeshire’s voluntary sector, together.
https://supportcambridgeshire.org.uk/new/wp-content/uploads/2022/02/SC-standard-image-7.png684845Costanza Dragohttps://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svgCostanza Drago2025-04-30 08:13:322025-04-30 13:01:45Coming up! Support Cambridgeshire open day. Priority to Hunts Forum members register your interest now.
JOY Marketplace is a Directory of Service of local and national non-clinical services
Introducing: Joy Marketplace – a helpful website where you can find information about non-clinical services and support available locally and nationally. This includes things like community groups, mental health support, physical activity programmes, and more.
This guide will walk you through how to use, update, and make the most of the website.
A beginner’s guide to using the Joy Marketplace
The Joy Marketplace is designed to help people find the right support for their needs. It’s especially useful for professionals working in social prescribing and voluntary organisations who want to refer or signpost individuals to trusted services.
But it’s more than just a directory – it also allows health and care professionals to make referrals and track them, helping to see what impact those services have had on the people they support.
How Joy works with other local platforms
The Joy Marketplace works alongside the How Are You (H.A.Y.) websites. Both platforms list local organisations that provide support across Cambridgeshire and Peterborough, making it easier for people to find the help they need when they need it.
Joining the JOY Marketplace
How to use the Joy Marketplace is a beginners guide to setting up and using the Joy Marketplace and includes information on:-
Anyone in a Community Organisation who has added a listing to the Joy Marketplace is invited to join monthly demo sessions. Find out more: Joy Marketplace Monthly Demo
To ensure that patients are prepared, once they have been referred to a service, they will receive an email with a link to your listing on the Joy Marketplace. Click in the link below to see what it looks like.
Please feel free to reach out to support@thejoyapp.com for any further support or information.
https://supportcambridgeshire.org.uk/new/wp-content/uploads/2024/03/Cambridgeshire-Peterborough-Voluntary-Sector-Network-4.png500500Costanza Dragohttps://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svgCostanza Drago2025-04-24 14:19:272025-05-06 10:20:29Introducing: JOY Marketplace is a Directory of Service of local and national non-clinical services
1. High Impact User Programme- Mary Barnes, Cambridgeshire County Council
This work has been commissioned by the ICB and covers the 3 hospitals in the area- Peterborough, Hinchingbrooke and Addenbrookes and is being delivered by the council.
• Purpose: The Tier 1 HIU Service supports individuals who frequently attend A&E (10+ times in 12 months) due to unmet social, emotional, or environmental needs. There are over 400 people in the area who fit into this category.
• Focus: Reducing unnecessary A&E attendances by addressing root causes such as loneliness, mental health issues, and social deprivation.
• Approach: -Personalised Support: -Low Eligibility Criteria: Open to individuals aged 18+ with 10+ A&E attendances in the past year. -Collaboration: Acts as a bridge between services (health, social care, voluntary sector) to prevent individuals from falling through gaps. -Referrals: Currently from Hospital Trusts only and the teams working around the hospital.
There is no limit/ timescales on the visits someone can have. The support is often a very practical need- food, clothes, advocacy, helping attend appointments, liaising with other agencies such as CGL navigating the system etc . People’s histories show that they have often had multiple inputs from agencies for periods of time .
In future the scope may be widened to ambulance service and first responders.
Q: When do you think you will have some idea of success? MB by the end of the year we will have some data and we are already seeing what can be achieved.
Q: Are you seeing any gaps? MB we are collating a list of services but the gap we are seeing is thresholds-people are often not unwell enough or disabled enough to meet referral criteria. We have also found that early trauma is a common denominator for those coming through to us.
Q: Does this work also cover frequent users of GPs? MB no this is being picked up under Tier 2 work (see details below).
The group highlighted the potential benefits of threading stories through the data that is being gathered.
ACTION Sandie to schedule VSN meeting item on Population Health Management and explore linking this to the strategic outcomes framework.
2. Data Catalogue – Michael Mitchell
For those who had not heard about the data project Micheal gave an overview
The Data Catalogue is an Excel spreadsheet on NHS futures platform with a tab for each organisation to enter the headings of the data they collect. NHS Futures is a free, secure, private and controlled by the VSN.
Each organisation should nominate a Data Contact to be added to NHS Futures and complete their organisation’s tab. Data Contacts need to request to be added to NHS Futures. (if this has not been done yet please contact Michael) MichaelM@cambridgecab.org.uk
The Data Catalogue is a living document on NHS Futures which allows live updates for anyone with access to the platform.
Why Is This Important?
Each organisation collects valuable data from its activities. By better understanding who is collecting what, we can better influence stakeholders, enhance decision-making, and strengthen funding bids. No existing tool in the VSN helps to understand data collection or identify opportunities for data collaboration. We can learn from other organisations’ data collection practices and analysis tools. And you could participate in specific data projects in the VSN as well as collaborating with peers for data sharing opportunities.
VSN it was suggested that a demo of how easy it is to add data in case people thought that the task was complicated.
ACTION Sandie and Michael to compile further information to encourage more organisations to sign up.
3. Reps Update
People Board: Sharon and Fiona
– The Leading Beyond Boundaries training is to be paused as it is becoming more difficult to release staff form their service to attend.
– The People Strategy – this was reported on before and looked at several things including parity of terms and conditions etc. Due to the cuts the Trusts need to implement it was felt that this needs to be relooked at as “now is not the right time”. Sharon will keep on board with this.
Sharon mentioned that even though there is work being done around anti racism there is still a lot of disparity in organisations. Sharon wondered what we knew within the VSN? Have we ever collected data on this? Much discussion took place and it was wondered if there was something the VSN could look at. Maybe add questions to future surveys.
Sandie confirmed that Claudia Iton, ICB Chief People Officer, is confirmed to present to the next VSN meeting so that further discussions and actions can be agreed then.
North Partnership: Keith
Keith said the meeting discussed reorganisation of local authority and changes within the NHS and talked about plans for the future, although on an uncertain basis.
As most are aware the government has announced the abolishment of NHSE, with some functions merging with the Department of Health and Social Care. This process will take about two years to complete.
ICBs have been asked to reduce running costs by 50% in Q3 2025/26. They are currently awaiting further details around the future function of ICBs and how the savings are to be realised. Additional cuts to corporate costs have also been announced for NHS provider organisations. We expect further information in the coming weeks. This will understandably be a challenging time for NHS/ICB colleagues and particularly those with non front line facing roles.
Jim Mackey, CEO of NHS England wrote to all Trusts and ICBs this week.
ACTION Sandie to share the letter. NHS England » Working together in 2025/26 to lay the foundations for reform
Good News- Continuation of funding for the VSN for the next 12 months has been agreed. It was appreciated that in these difficult times receiving the funding guarantee was a bonus.
5. ToR VSN- Sandie
These have been updated and were sent out with this agenda.
ACTION All to send comments to Sandie before the May VSN meeting.
6. Director Update- Sandie
ASSURA round 2- the project proposals that were submitted were amazing and all successful organisations will receive notification shortly. At the end of this round we are left with just 2 Integrated Neighbourhoods who have not received any funding. There will be scope for a smaller round 3 and this will be targeted- Sandie will be working on this
JOY- Sandie and Care Network will be attending the JOY meetings. Sandie would like to know of any organisations experience / feedback of using JOY or getting referrals etc.
ACTION – All of VSN to feedback where appropriate on JOY – an email will be sent.
Integrated Care Partnership- Julie Farrow from Hunts Forum used to attend these meetings however as Julie is retiring there will be a representative vacancy. Now we have next years funding confirmed, Sandie is working on a role description and an EOI form will be circulated once this is completed.
7. AOB
Sandie and the VSN members thanked Debbie for her work with the VSN form the beginning as she is retiring next week.
Postscript from Debbie
A big thank you to all of you for your support over the last few years and putting up with my Monday Morning emails!! Thank you too for the lovely gifts and card. I cant wait to use my exclusive VSN mug!!!!
Tier 2
Funding was made available across the North Care to support a High Intensity User Tier 2 Scheme commencing in November 2023 until March 2025. This scheme could be delivered at general practice or Primary Care Network (PCN) level.
This project aims to promote a proactive approach to patient care. This in turn should reduce patients’ need to access care frequently from the practice and wider system partners, including ED, acute beds, GP practices, and NHS111.
Each participating practice/PCN will be required to:
• Identify a patient cohort
• Offer a proactive personalised care plan to the identified patient cohort
Include this cohort of patients in the regular practice MDT and discussions
In December 2024, an interim evaluation was sent out to all participating practices/PCNs to gather insight and feedback into the scheme.
Each PCN will take a different approach here is how most the Hunts teams are doing this
· Cohort identified
· Patients contacted – could be text or phone
· Offer made re personalised care plan
· If accepted – personalised care plan conversation held and a ‘what matters to me’ conversation had – all this information will be recorded and noted on patient records.
· From this SP/dedicated resource allocated to the project – will make appropriate referrals to support patient in Health and wellbeing
https://supportcambridgeshire.org.uk/new/wp-content/uploads/2024/03/Cambridgeshire-Peterborough-Voluntary-Sector-Network-4.png500500Costanza Dragohttps://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svgCostanza Drago2025-04-22 13:47:372025-04-23 09:32:36Minutes of VSN meeting – 2nd April 2025 at Cambourne Church
This charitable foundation offers a limited number of grants to registered charities in England, Wales, the Isle of Man, and Republic of Ireland as well as to eligible Roman Catholic Dioceses and Roman Catholic charities in these countries.
The funding is for charitable projects that are based in and for the benefit of people living in England, Wales, the Isle of Man or Republic of Ireland.
To be eligible, projects need to address one or more of the current funding priorities:
Victims of modern slavery
Victims of domestic abuse
Ex-offenders and their families
Homelessness
Medical research
Support for people with terminal illnesses / life limiting conditions and their carers
Drug and substance misuse
Support for people with intellectual disability
Care leavers: to give them a chance to succeed on a par with other young people
Worship and associated community outreach
Amateur sport
Care for the elderly
Funding is at the discretion of the Trustees. Previous grants have ranged from £5,000 to £2.25 million.
Hello and welcome to this recording from Support Cambridgeshire.
This recording considers how to create safeguarding policies and procedures It is a starting point and part of a package of tools and guidance available from Support Cambs.
Alongside this recording this transcript includes the links referred to throughout.
Slide 2 – Session Overview
This recording will cover:
Policy or Procedure?
What to consider when developing your policy?
What to include within your policy and procedures?
Plus additional considerations.
Slide 3 – What is a Safeguarding Policy
A safeguarding policy:
Outlines the aims of the policy without specifying how it will be delivered and also includes a commitment to protecting vulnerable individuals from harm, abuse, and exploitation.
Creates a framework and lays out the principles for safeguarding within your organisation.
Slide 4 – What is a Safeguarding Procedure?
A safeguarding procedure is more detailed that the policy and includes a detailed step by step guide that outlines the actions your organisation will take to protect individuals from harm, abuse or neglect. You may choose to combine your policy and procedure documents.
The details and length of your procedures should be relevant to your organisation needs and can include flowcharts, diagrams, and reporting forms to help make the steps easier to follow if that works best for your organisation.
Slide 5 – Why have separate policies for Children and Adult at Risk?
It is recommended that you have separate policies and procedures because:
This issues the 2 groups face are different.
The definitions and terms used differ.
Procedures for reporting abuse and handling cases are not the same.
Different legislation covers each group.
The most importance difference between safeguarding adults and children is the adults right to self-determine. An adult may choose not to act at all to protect themselves and it is only in extreme circumstances that the law will intervene.
If you are a smaller group and choose only to have one document, this should clearly differentiate between children and adults where needed.
For further guidance regarding separate policies please refer to this link
Slide 6 – What to consider when writing your policy?
Each organisation is different and there isn’t one size fits all policy. Although templates can provide a quick starting point you will need to consider:
Does the policy reflect how you operate?
Is it in keeping with the size and needs of your organisation.
Think about the language:
use must and not may
be reader friendly, clear and easy to understand
if you use links, they need to be checked regularly
Slide 7 – What should you include in your safeguarding child safeguarding policy?
On the following slides I’ll talk you through each of these key policy elements relating to child safeguarding:
Your aims and commitments regarding safeguarding.
Refer to current legislation.
Outline the scope of the policy.
Give the legal definition of a child or young person.
The definition of child abuse or neglect.
State who is the Designated Safeguarding Lead and how can they be contacted
Slide 8 – Child Safeguarding policy: Aims and commitments
When writing your child safeguarding policy a stated aim might be to protect all children and young persons who come into contact with your organisation from harm, regardless of their age, disability, gender reassignment, race, religion or belief, sex or sexual orientation and the policy could state a commitment to support all committee members, staff and volunteers so that they have an understanding of their role and responsibilities regarding safeguarding. Your policy is an opportunity to reflect your organisations values and culture.
Example wording is shown on the slide (see below)
Aim
Protect all children and young persons who come into contact with our organisation from harm, regardless of their age, disability, gender reassignment, race, religion or belief, sex or sexual orientation.
Commitment
Support all committee members, staff and volunteers in understanding their role and responsibilities regarding safeguarding
Slide 9 – Reference to Current Legislation
You should also include the relevant legislation to demonstrate your awareness of the need for legal compliance. The legislation provides further guidance and clarifies your responsibilities.
In England, child safeguarding legislation is covered by three main acts:
Children Act 1989.
Children Act 2004.
Children and Social Work Act 2017.
Working together to safeguard children is the key statutory guidance for anyone working with children in England.
For more detailed information regarding legislation for safeguarding children please refer to the links below
The scope of the safeguarding policy outlines who it applies to, typically staff, volunteers, and trustees, but consider who else may interact with the children, such as caretakers or contractors.
We recommend also including the paragraph shown on the slide that states that ‘Safeguarding is the responsibility of everyone’, it is a reminder to us all that taking no action is not an option!
Text shown on slide
Safeguarding is everyone’s responsibility
Safeguarding is the responsibility of everyone within
(name of organisation) that includes, committee members,
staff, volunteers and service users. (name of organisation)
recognises that every organisation has a crucial role to play in
the support, identification and reporting of adults who may be at
risk of harm. Doing nothing is never an option.
Slide 11 – Definition of a Child or Young Person
In England, a child is defined as anyone who has not yet reached their 18th birthday, even if a child has reached 16 years of age and is:
Living independently.
In further education.
A member of the armed forces.
In hospital.
In custody in the secure estate.
It is important to remember that even when they are away from home living as an adult, they are still legally children and should be given the same protection and entitlements as any other child and any safeguarding concerns will need to be managed via the safeguarding procedures.
Slide 12 – Definition of Abuse or Neglect
Working Together to Safeguard Children 2018 includes definitions of the four broad categories of abuse:
Physical Abuse.
Emotional Abuse.
Sexual Abuse.
Neglect.
Supporting your staff and volunteers to be able to recognise the signs of child abuse or neglect is a priority.
How much detail you choose to include within your policy for both the definition of abuse and neglect and potential indicators again will be relevant to the size and service your organisation provides.
The template we have available on request provides a brief statement within the policy but with further information being provided within an appendix which you may wish to consider as an option.
Name and contact of the Designated Safeguarding Lead (DSL) and deputy.
Name of safeguarding trustee.
Charity trustees have a collective responsibility for safeguarding which includes appointing a Designated Safeguarding lead (and ideally a deputy) and a named trustee to oversee safeguarding.
Slide 14 – What we recommend including in your safeguarding adults at risk policy?
We’ll now go on to look at an Adult at Risk safeguarding policy and procedures
The following slides will consider these key elements:
Your aims and commitments regarding safeguarding.
Reference to current legislation.
Scope of the policy.
Definition of an adult at risk.
Definition of abuse or neglect.
Designated Safeguarding Lead.
Although the points covered are the same to those in the safeguarding children’s policy, there are some significant differences which is why separate policies are recommended.
Slide 15 Adult at risk policy: Aims and Commitments
Just as with child safeguarding the policy should state aims or outcomes and commitment to achieving these. An example for an adult safeguarding policy is shown on the slide (see below):
Aim:
To create a safe and supportive environment where all adults, particularly adults at risk, are protected from harm, abuse, and exploitation.
Commitment:
We will ensure all staff and volunteers attend safeguarding training annually, we will implement robust reporting procedures for suspected abuse and conduct background checks on all those working within our organisation. “
Slide 16 – Reference to Current Legislation (Adults)
Key legislation your policy must reference include The Care Act 2014. The six key principles are shown on the slide (see below) and underpin how organisations should manage adult safeguarding, how you support adults who need care, and ensures that everyone you work with is treated with respect and empowered to make choices about their care.
The 6 key principles should inform your policy and practices for safeguarding adults. If you work with adults at risk it is an essential read prior to developing or reviewing your adult policy.
Text from slide
The Care Act 2014 – Six Key principles:
Empowerment – People are supported and encouraged to make their own decisions and informed consent.
Prevention – It is better to take action before harm occurs.
Proportionality – The least intrusive response appropriate to the risk presented.
Protection – Support and representation for those in greatest need.
Partnership – Services offer local solutions through working closely with their communities. Communities have a part to play in preventing, detecting, and reporting neglect and abuse.
Accountability – Accountability and transparency in delivering safeguarding.
Other key pieces of legislation your policy should reference are:
The Mental Capacity Act 2005 (MCA)
The MCA is the legislation that provides the legal framework for making decisions on behalf of adults who lack capacity to make decisions for themselves.
Making Safeguarding Personal (MSP):
The MCA outlines how to assess capacity, make decisions in the best interests of those who lack capacity, and the legal obligations of those acting on behalf of others.
Making Safeguarding Personal MSP is ensuring that safeguarding work is done with the person concerned and not to the person concerned. This again needs to be reflected within your procedure.
The scope of the safeguarding policy outlines who it applies to, typically staff, volunteers, and trustees, but consider who else may interact with the person at risk of abuse.
Slide 19– Definition of an Adult at Risk
An adult at risk of abuse
Has needs for care and support (whether or not the local authority is meeting any of those needs).
Is experiencing, or at risk of, abuse or neglect.
As a result of those care and support needs is unable to protect themselves from the risk of, or the experience of abuse or neglect.
Slide 20 – Adult Definition of Abuse
The Care Act guidance lists the following types of abuse:
Physical abuse.
Domestic violence.
Sexual abuse.
Psychological abuse.
Financial or material abuse.
Modern slavery.
Discriminatory abuse.
Organisational abuse.
Neglect and acts of omission.
Self-neglect.
Recognising abuse is the first step toward following safeguarding procedures, ensuring appropriate action is taken to protect individuals. Understanding potential indicators—like changes in behaviour, unexplained injuries, or withdrawal can help to stop abuse. The details you include within your policy regarding abuse and signs or indicators is down to each organisation but again can reinforce your safeguarding commitment.
Slide 21- Designated safeguarding lead
As with the Child Safeguarding Policy, the Adult Safeguarding policy should give the name and contact details of the Designated Safeguarding Lead and their deputy and the name of the trustee who takes a particular interest in safeguarding and ensures it is considered in all relevant trustee decisions.
Slide 22 – What to include within your safeguarding procedures?
This slide provides some guidance to help you address the key points of a safeguarding procedure, whether it’s for children or adults.
How to recognise the signs of abuse and neglect.
How to respond appropriately.
How, when and what to record.
How, when and where to report.
Managing an allegation against a staff member or volunteer.
Information sharing.
Reviewing safeguarding practises.
Annual review of policy.
While the overarching points are similar, the way you manage processes for children and adults will differ. This difference should be reflected in the specific wording and approach outlined in your child and adult safeguarding procedure.
Slide 23 – Additional considerations
We’ve now completed our review of what you should include in your adult or child safeguarding policy and procedures. But there are additional points that need to be considered and you should check whether the following are covered within other policies and if not, consider if they are relevant for your organisation
On-line safety and use of social media
Whistleblowing
Events and outings
Record keeping and retention
Safer recruitment
Prevent
Missing child
Uncollected child
Mobile phones and cameras
Anti bullying
If you need help addressing any of these please contact us.
Slide 24– Next Steps
You might now want to take some time to read the useful links provided with the transcript, review your current practises and see what works well or could be improved.
Ensure your policy is easy to read for anyone who needs to understand it, and you might want to consider testing a draught policy with a small group to identify any unclear sections.
You also need to think about how your policies and procedures are communicated and whether people need training to ensure they understand and can follow them clearly.
Slide 25 – Thank You
If you would like more individual support, further guidance, a policy review or draft templates please contact us Info@supportcambrigdeshire.org.uk
The latest chapter in the Support Cambridgeshire story is starting to unfold. In November 2024, CCVS and Hunts Forum gained approval for a merger that would see both organisations join forces as a new charity – under the name Support Cambridgeshire. The brand name has been well known and well regarded for several years, as a programme delivered by CCVS and Hunts Forum – but as of 1st April 2025 took on a new significance as the name of our charity; with CCVS and Hunts Forum combining forces to become one single team.
As you would expect, there has been lots of work for our teams behind the scenes, whilst also continuing with the delivery of our services.
You’ll now start to see some changes in our evolution in line with our 1st April 2025 merger date; moving forward in a way that takes in best practice and follows legal advice. Merger activities and actions are following an intentionally phased process to ensure we roll out changes and updates in a methodical way – but crucially, without disrupting our core areas of work.
Here we share the latest status on this exciting development.
· Hunts Forum has formally changed its name to Support Cambridgeshire and the team has started to use new email addresses – but for now, and until the formal transfer documents are signed, the CCVS team will be continuing to use their old addresses.
· Three CCVS trustees – Flóra Raffai, Angie Ridley and Mary Sanders – will be co-opted onto the Support Cambridgeshire board whilst still remaining as CCVS trustees as well, with the remaining CCVS trustees transferring across to the new charity if they wish once the organisation has been formally wound up.
· We are hugely grateful that the new charity will benefit from the existing counsel of the CCVS and Hunts Forum chairs (Flóra Raffai and Noel Kearns) who now move forward as Co-Chairs.
· We can also announce that for any period following the retirement of Julie Farrow on 30th April and before the CCVS assets are transferred across to Support Cambridgeshire, a formal agreement will be made for Mark Freeman to step in as the interim CEO of Support Cambridgeshire.
In coordinating the comprehensive merger process led by legal guidance, the whole team is working incredibly hard – and for that, we thank them hugely. Working closely together, we are continuing to deliver the exemplar services we have always provided, whilst at the same time managing the complex process of joining up all systems, processes and approaches as we move forward as one new entity.
Running a tightly managed and well-balanced merger process helps to ensure the new Support Cambridgeshire charity has strong foundations from the start – providing us with more resilient set up and a platform from which our services and support grow and improve.
If you have any questions at all, please do contact Mark Freeman at mark@cambridgecvs.org.uk. You can also read more about this development in the original merger announcement.
https://supportcambridgeshire.org.uk/new/wp-content/uploads/2025/04/We-are-hiring-Finance-Manager-4.png684845Costanza Dragohttps://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svgCostanza Drago2025-04-09 12:57:372025-04-09 12:57:37The latest chapter in the Support Cambridgeshire story is starting to unfold
Support Cambridgeshire is a newly merged organisation which brought together CCVS (Cambridge Council for Voluntary Service) and Hunts Forum to help communities thrive. Working together for a number of years to support local groups and people in various ways, such as providing advice, training, and resources. The Support Cambridgeshire brand started with a Countywide contract to offer countywide free services across Cambridgeshire. On 1st April 2025 CCVS and Hunts Forum merged to make a positive difference and strengthen connections in the Cambridgeshire area.
Support Cambridgeshire’s head office is in the Maple Centre, located in Oxmoor, Huntingdon. This voluntary sector hub offers space to local voluntary and community groups to rent offices or run training sessions, meetings, or events. Support Cambridgeshire also manages offices in Cambridge.
Representation
We act as a voice for voluntary groups in our area, contributing to central committees and partnerships that determine public policy and action across Cambridgeshire.
Networks
We bring groups together to provide support for themed and geographical networks. In addition, we provide regular bulletins and access to consultations.
Organisation development
We provide training and one-to-one development sessions to enable community and voluntary groups to become stronger and more sustainable.
Volunteering
Volunteering lies at the heart of the non-profit sector, as evident in the term “Voluntary and Community sector.” At Support Cambridgeshire, we are dedicated to empowering groups to promote these essential roles and cultivate advocates who contribute to delivering crucial services that enrich our communities.
About this role
Support Cambridgeshire is recruiting for a skilled Finance Manager with demonstrable skills within finance and an aptitude for charity work. This is a key role within Support Cambridgeshire’s management structure, you will be responsible for the overall financial management of Support Cambridgeshire and the day-to-day running of the finance team.
This role reports to the CEO and Honorary Treasurer and would suit an experienced finance professional who is keen to play a crucial role in supporting Support Cambridgeshire and the local charity sector.
The successful candidate will also support the delivery and projects team and our wider membership, sharing their knowledge and skills.
Job Details
Position: Finance Manager
Salary: £41,942 – £45,099 pro rata (depending on experience)
Location: Huntingdon or Cambridge (min. 1 day/week onsite), with flexible home working.
All application needs to be made through an application form and sent to hr@supportcambridgeshire.org.uk by noon on 30th April 2025. Interviews will take place during the week commencing 12th of May.
https://supportcambridgeshire.org.uk/new/wp-content/uploads/2025/04/We-are-hiring-Finance-Manager-3.png684845Costanza Dragohttps://supportcambridgeshire.org.uk/new/wp-content/uploads/2023/09/support-cambs.svgCostanza Drago2025-04-08 14:13:332025-04-09 10:21:13Do you want to make a difference? Join Our Team: Finance Manager Role Available at Support Cambridgeshire!
Big changes are happening in the NHS and local government and this month’s VSN bulletin explains these. Also this month we have a guest contribution from CPSL Mind about their WorkWell service, news about NHS Easter opening and lots more. Do contact us if you have any ideas, suggestions or comments.
The Power of Cross-Sector Collaboration: A Panel Discussion
A panel of experts, including Rebecca Stimson from MJS Construction, Matt Dobbing, Associate Principal at Thomas Clarkson Academy, Simon Jackson, Economic Growth Manager at Fenland District Council, David Page, Employment Adviser at the Department for Work and Pensions (DWP), and Nikki DiGiovanni, Development Director at Remo, led the next discussion. They focused on how businesses and educational institutions can collaborate to address the ‘disconnected’ challenge faced by many young people in Fenland.
Key discussions included the lack of soft skills among young people, such as effective communication and confidence, and how these gaps also affect older individuals seeking to re-enter the workforce. “We need creative, innovative ways to introduce businesses to schools for mentoring and support,” said Dobbing, emphasising the importance of breaking down the barriers between young people and the working world.
Long-Term Commitment to Volunteering and Support
Nikki DiGiovani, from Remo, spoke passionately about the importance of long-term, sustained efforts to create real change in Fenland. She discussed how many initiatives
are brought in by external organisations with short-term funding, only to disappear once the money runs out. “People in Fenland aren’t believing this anymore,” she said. “They want long-term, sustained efforts.” She urged businesses to think more broadly about their role in the community and how they can contribute to creating lasting change.
Rebecca Stimson also shared her experience of getting involved in the local community, saying that people were looking for long-term investment in their region. She gave an example of how her team at MJS Construction helped create a construction zone at Manea school, donating equipment and time. Stimson highlighted how small acts of kindness and long-term support can make a huge difference in local education and community initiatives.
The Importance of Soft Skills and Strategic Career Support
The event concluded with a call for continued collaboration to bridge the gap between young people and the workforce. Matt Dobbing emphasised the importance of teaching soft skills in schools—things like how to behave professionally, express gratitude, and manage difficult conversations. “The first steps are the most important,” he said, explaining that young people need to learn how to learn and apply that knowledge to future opportunities. “Hearing real people from real jobs earning real money telling their stories to the young” is a key action to inspire and motivate them.
A Call for Action and Continued Progress
This event was a powerful reminder of the importance of working together—businesses, schools, local authorities, and community organisations—all pulling in the same direction to create a brighter future for Fenland. By continuing to foster volunteering, education, and cross-sector partnerships, Fenland can build a resilient, skilled workforce that is ready to face the challenges of tomorrow.
Elsewhere during the day, discussions emphasised how businesses can enhance Fenland’s appeal to both young talent and experienced professionals by adapting their recruitment strategies. Key points included building a strong employer brand by showcasing Fenland’s unique qualities, such as its lower cost of living and strong sense of community. Employers were also encouraged to invest in professional development programmes to retain local talent and provide career growth opportunities.
The importance of offering apprenticeships and work experience to create tailored career pathways for young people was highlighted, along with the need for upskilling and reskilling to ensure the workforce remains adaptable to changing industry demands. Volunteering and community wellbeing were also central themes, as businesses were urged to integrate these into their operations to foster employee satisfaction and retention. Additionally, the event included group discussions that allowed attendees to share insights and connect with others, further strengthening the network of professionals and organisations committed to Fenland’s growth.
The key to Fenland’s success lies in the power of partnerships. By aligning education with industry needs, fostering strong connections between businesses and public sector organisations, and prioritising employee wellbeing, Fenland can create a more resilient, dynamic economy. Moving forward, it is clear that collaboration will remain vital. The discussions at this event laid the foundation for a sustainable, inclusive, and prosperous future, and we look forward to supporting Fenland’s ongoing journey towards success.
As the event wrapped up, one powerful takeaway emerged: for Fenland to reach its full potential, a blend of sustained dedication, strategic partnerships, and a long-term vision is imperative. These collective efforts will lay the foundation for a thriving future where both today’s and tomorrow’s generations can build successful, fulfilling lives within a dynamic and resilient community. The conversations ignited at the Fenland Networking Breakfast reinforced that tackling the region’s challenges requires a unified, forward-thinking approach—one that drives lasting impact and empowers Fenland to flourish in the years to come.
