VSN Action Plan 2025 – 2027

/by

‘Working together for a better future’

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.

VSN Action Plan 2025

/by

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.

 

Case study: Forming a consortium – Voluntary Sector Alliance

/by

Who are the partners?

  • Age UK Cambridgeshire & Peterborough
  • Care Network Cambridgeshire
  • Caring Together

When was the consortium formed?

Formally June 2023, informally October 2022

Why was it formed?

We formed the Voluntary Sector Alliance through a belief that:

Together we are stronger than apart, and together we can create real change and social impact by supporting more people to leave hospital safely, to help avoid unnecessary admissions to hospital and to aid independence at home for the population of Cambridgeshire and Peterborough.

Our aim was to achieve a true integrated and collaborative approach to serving the population of Cambridgeshire & Peterborough by leading the way in providing a Single Point of Access for Voluntary and Community Sector Support for Hospital Discharges and Admissions Avoidance. This helps us to:

Reach people earlier in their journey from hospital bed back to home

Provide information and support at the right time

Ensure wrap around support for people before they leave hospital and after

Using our collective resources support and reconnect people into their communities

What were the first steps?

We came together to work on a Nesta 100 day challenge across the acutes in Cambridgeshire & Peterborough, – to find better ways to support discharges from hospital. Following the completion of the challenge, we continued to meet as voluntary sector partners, as we could see that there were ways in which our services already worked in synergy together. Spending time together to understand the offerings of each organisations, we started informally to reach out to one another with the aim of improving outcomes for the people we support.

What are the benefits?

There are many benefits in working together. The people that we support have access to all of our services in a more holistic manner, and don’t feel passed from pillar to post – the aim is that each person we support has access to all of our offerings and to the connections / signposts and referrals we can assist with, helping them to truly feel supported and integrated into their community.

Each organisation represents the whole Alliance at meetings and events and in raising awareness of the services that we offer.

Importantly, our teams report a much more positive working environment, and state how much they enjoy working more collaboratively with people from other organisations, taking away the need to ‘chase referrals’ or feel we are in competition with each other.

What were the main challenges and how did you overcome them?

The main challenges were in the initially stages of coming together. It does take time for trust to form and build and become business as usual within partnership work. It involved somewhat of a culture shift within our organisations, but everyone was fully invested and could see the benefits of our partnership approach.

What are your top 3 tips for any organisations looking to form a consortium?

Look for true synergy between offerings, avoiding duplication, but consider additionality of services.

Be transparent, open and honest with each other, it is important that you can have difficult conversations as well as nice ones.

Stay focussed on the mission and the reasons you want to work together. Leave egos at the door and work together for the benefit of the people you support.

Case study: Forming a consortium – Fullscope

/by

Fullscope emerged back in 2017 when some funders challenged a group of like-minded charities to come together to think about how to do things differently for children and young people at risk of poor mental health.

We have evolved and changed hugely since then.  See our Strategic Plan for 2023 – 2026 for further information about our current aims and ambitions.

Who are the partners?

Blue Smile, Centre 33, The Kite Trust, YMCA Trinity, Cambridge Curiosity & Imagination, CPSL Mind and Ormiston Families.

What were the first steps?

  • ·During 2018, our founding partners worked to turn their shared vision into a coherent plan, working together and with local consultancy Taproot to review the current landscape for both children and young people’s mental health and consortia models, coproducing a successful application to National Lottery Fund in 2019.
  • ·In June 2021 we asked researchers at UCL School of Management to conduct an in-depth evaluation of the Fullscope consortium to help us to review our work to date and to plan for our next phase of funding and work together.

Fullscope’s work

  • We deliver pilot projects, do research and work closely with other organisations to make the important changes that we believe are needed in children and young people’s mental health
  • The Fullscope core team work closely with the partnership board, our Collaborative steering groups and the wider Fullscope Community, with a focus on our values and approaches.
  • “By working together with partners we are creating a system that fully supports young people, ensures there are no gaps, and enables them to thrive.” – Beth Green, Centre 33.

 What were the main challenges and how did you overcome them?

Early on we adapted to COVID-19 by moving online to engage more with the mental health system. System working can be complex and change can be slow; it requires a focus on relationships and open-minded collaboration, with system partners’ involvement at the decision and design stage.

What are your top 3 tips for any organisations looking to form a consortium?

Have a clear purpose, aligned motivation, core team with mandate and central infrastructure.

 

Board and Trustee Health Alliance Briefing- with Kit Connick

/by

The Health Alliance held an information session for several trustees/board members from Hunts Forum, PVCS, CCVS and Cambs ACRE. Kit Connick from Cambridgeshire and Peterborough Integrated Care Board gave a presentation to explain what the Integrated Care Board (ICB) and Integrated Care System (ICS) are and what progress has been made so far since its launch on July 22.

At the session, Kit reiterated the ICB’s commitment to actively involve the Voluntary Sector in decision-making at all levels. The Health Alliance which meets monthly gives the Voluntary Sector the opportunity to have a voice and several Health Alliance members sit on some of the ICB boards and committees.

To see the video from the event click here:

Safeguarding policy statement

/by

The member organisations of Cambridgeshire and Peterborough Health Alliance recognise their responsibilities to keep the people who use their services safe from harm and abuse. We are therefore committed to ensuring the highest possible standards of quality and safety in line with the Care Act 2014.

The Health Alliance will work with its statutory partners and funders to ensure that Health Alliance member organisations have robust and effective safeguarding standards and measures in place. Health Alliance organisations deliver a vast range of voluntary and community services and vary hugely in size and capacity. The measures will therefore be proportionate and clearly address the safeguarding requirements of the services they deliver. The infrastructure organisations and Health Alliance team will assist in developing resources that help the sector navigate and more easily understand these requirements.

Help us improve our website