What’s Going On With Charity Closures – And What We Can Do About It 

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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. 

Coming up! Support Cambridgeshire open day. Priority to Hunts Forum members register your interest now. 

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Save the Date – Support Cambridgeshire Open Day
Wed 25th June | 10am – 4pm 

Maple Centre, 6 Oak Drive, Huntingdon, PE29 7HN.  

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. 

Interested in attending?
Let us know ,by registering your interest here
We can’t wait to welcome you. 

Let’s build the future of Cambridgeshire’s voluntary sector, together. 

Introducing: JOY Marketplace is a Directory of Service of local and national non-clinical services 

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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:- 

  • How to add a service to the Joy Marketplace * 
  • Managing your referral pathway 
  • Changing a listing owner 

How to use the Joy Marketplace – Joy Knowledge Base 

* If you prefer to watch a video on how to add your service to the Joy Marketplace click this link:  Joy Marketplace Demonstration Session Recording 

Monthly Demos 

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. 

What does a patient see when they get referred to your social prescribing service? 

How do I manage inappropriate referrals? 

Here you will find some tips on how to minimise the number of inappropriate referrals being sent to your organisation 

How to reduce inappropriate referrals? 

To find out more about JOY Marketplace, please click here: https://www.cpics.org.uk/joy 

Please feel free to reach out to support@thejoyapp.com for any further support or information. 

Minutes of VSN meeting – 2nd April 2025 at Cambourne Church

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Minutes of VSN meeting

2nd April 2025 at Cambourne Church

Chair: Sandie Smith

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.

Ann Hunt talked about LD and Health Inequalities, link to LeDer report: https://www.cpics.org.uk/download/leder-2024-annual-report-easy-read.pdf?ver=11649

4. NHS updates- Andrea Grobois

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

The latest chapter in the Support Cambridgeshire story is starting to unfold

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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.

Do you want to make a difference? Join Our Team: Finance Manager Role Available at Support Cambridgeshire!

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About Support Cambridgeshire

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.

Hours: 21 hours per week

Contract: Permanent

Closing Date: Noon, 30 April 2025

Interview Date: Week commencing 12th May 2025

For more information on the Finance manager role please: Click here for the full job description.

General information

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.

To apply, please complete the Stage 1 Application Form and send it to hr@supportcambridgeshire.org.uk  || Click Here for application form.

All enquiries regarding this position should be emailed to hr@supportcambridgeshire.org.uk

The Voluntary Sector Network Meeting – 26th February 2025/ Online

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Chaired by Sandie Smith

Sandie welcomed everyone to the meeting especially the new VSN members.

 Draft ICB Strategic Commissioning Plan – Nicola Ward, ICB

Nicola gave a Powerpoint presentation and took questions during and after. This part of the meeting was recorded and will be available to members. In the short-term Sandie will write a briefing and circulate together with the slides.

ACTION- Sandie to produce a briefing and share with the slides – click below to access the presetion and the briefing.

ACTION- To try and convert the recording so its accessible to all- DD – Click below to access the recording.

Reps Feedback

Sandie will circulate a list of VSN reps and committees so that members know who to speak to regarding committee items.

As Julie Farrow is retiring in April and she has been attending the Integrated Care Partnership meetings the voluntary sector network will be looking for another rep. We need someone with lots of knowledge and expertise- the strategy group are looking at the ask and we will come to group for EOI soon.

We had asked the ICB for a place on the ICB Board – John O’Brian supported our ask but it has to go via NHS England as it’s a change in the constitution. In the interim Sandie or Mark (CCVS) will attend the public meetings.

The Strategy Group- wrote to the ICB and CCC about the uncoupling of the LDP

Healthwatch also raised concerns about lack of information. We will be keeping a close eye on this ensuring that organisations that provide services for people with LD as well as the carers and service users themselves are kept informed and not inconvenienced.

Sharon who sits on the Workforce collaborative regularly brings things to the VSN where you can get involved. You will see these in emails from Debbie.

Programme Director Update

The panel have now considered the EOI for the Assura/ICB  monies. We had a big response to this with 52 submissions. All organisations should have been contacted by now.

One group said they had not heard anything

ACTION- Sandie to ensure notifications have been sent.

Andrea is working hard to get the ongoing funding for the VSN and is aiming for a 3 year commitment

Hunts Forum and CCVs will be merging from beginning of April – most things will be the same but will be led by Mark (CCVS) but you will see a different email address at some point.

The ToR for the VSN need some updating so expect to see something soon – probably by the next meeting.

NI increase- the impact of this on Voluntary sector organisations is likely to have impact. Sandie has received lots of feedback on this. Mark and Julie have been having conversations with groups.  Some commissioners are looking at different ways for organisations to manage.

The CVSs and other infrastructure organisations, including Sandie on behalf of the VSN, attend the aligning support group meetings- this group formed about a year ago. It is addressing inconsistencies between different statutory organisations in the way they commission and are trying to find a coordinated way of doing this. The group wants to be sure it is having an impact. 2 areas being looked at are

  • Review of the old Compact and refreshing it in line with new guidelines. They want it to be a model rather than a document
  • Volunteering – research with Anglia Ruskin looking at local barriers to volunteering- also looking at employment routes from volunteering.

 AOB

Debbie has organised 2 mini showcase events one on Mental Health support the other on support in community. Details have been shared previously but can be found on

https://supportcambridgeshire.org.uk/training/whats-on/

A future Health and Wellbeing Network meeting is being organised around assisted technologies.

It was noted that one of the VSN members is having to close- Hunts Shopmobility after 18 years as there has been no funding stream for them for some time.

Don’t forget – 2025 State of the Sector Survey: Share Your Insights! 

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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: 

  1. Contribute to a county-wide understanding of the voluntary and community sector. 
  2. Help shape strategies and policies that support your work. 
  3. 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. 

Making changes in 2025

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Kathy Shaw Senior Development Officer at Hunts Forum gives a personal account of her volunteering journey and shares her future plans.

Volunteering could be the thing that changes the course of your life.

It certainly did for me when I volunteered for a homeless night shelter in the 1990s. I was a very disillusioned 20 something year old working for a bank and trying to save people money on their tax bills. I wondered if this was going to be my life forever- safe, boring and dull.

Volunteering at the night shelter was pivotal as it introduced me to the world of the voluntary sector and sparked up my curiosity on things I had little understanding about. I discovered the truth- homeless and human – I found out first hand, about personal choice, mental health (this is a lie as we didn’t talk about mental health then),addiction, the unfairness of life and social care systems. It shone a light on me and revealed a bigger picture of power, inequity and poorly understood issues,

At the shelter I made some good friends with volunteers, paid workers, homeless residents, each connection opened my eyes beyond the screen I sat by each day to monitor a pile of tax returns. I used my workplace to fundraise, I embarked upon an Open University degree and left my corporate job to be a paid worker in the voluntary sector.

From that point I now have a career rich in the experience and knowledge of funding, fundraising, development , policy and all the things that support social change , it stands me in good stead to support other organisations and understand the complex dynamics of the sector.

As I look towards 2025, I feel it’s time for change again, perhaps more intentional but one that may set out a new trajectory, and with the benefit of hindsight and courage of foresight, I ask myself 2 questions:

  • Why would I volunteer in 2025?
  • What sort of volunteer vacancies appeal to me?

Using Volunteer Cambs  I set about exploring what the future possibilities could be by listing the reasons to volunteer and the possible things I could volunteer to do.

You may come up with similar lists and questions and wonder why not? Who knows your volunteer opportunity may lead you to a new friends, new skills or perhaps a new career?

Reasons to Volunteer 2025

Time is a big barrier but I often find myself peeling myself off a sofa after watching multiple episodes of something, or endless hours of scrolling on social media apps, on-line shopping and afterwards -I feel nothing – I can’t remember what I watched or what I looked at!  What if I replaced that with a more meaningful and fulfilling voluntary activity?

Responsibility -I don’t want to take on another commitment, full-time work and being a single parent to 2 teenagers can be enough. But, at the end of the day it is my choice about what I volunteer to do and how much time I can give.

Connection- Real life socialising has diminished because of tech, Covid, and as I age I’m less inclined to be part of sports groups and less of a fan of nights out on the town. Meeting people through volunteering task will be a good reason to connect.

Challenge and Curiosity- there’s always a bit of me that seeks a challenge, nowadays  I seem to be a scroller to other people’s adventures and I wonder where that curious mind that wanted to see life, warts and all has gone.

Personal and Professional Development- I don’t think I’ll ever be done, every new opportunity is a chance for development, to learn and become.

Time again– if not now, then when?

Volunteering Possibilities From Volunteer Cambs that interest me.

Event Organiser

I like the idea of helping out with events, it’s a great way to get to go somewhere (for free), meets lots of new people and support a cause that really interests me, especially for organisations that I know my family and friends have been very grateful for. I don’t expect this will feel like an over commitment of time either.

Business/Social Enterprise Leader

This role for a young person’s arts organisation appealed to me as it has endless possibilities but is a real challenge, something that would really enhance my personal and professional development too.

Clothes Swap Event Volunteer

I’ve always fancied going to a swishing event this would be a great opportunity to off-load my unwanted clothes from my new year clear out and pick some stylish new threads for 2025.   It is also a one-off event, so it could fit in alongside other commitments.

Befriending Support for a Young Person

The limited knowledge I have of the care for young people doesn’t sit well with me-  it seems inadequate – being able to support just one young person, to build a rapport and be a person who can listen and support someone  would be a challenge, there something that lures me about a brand new challenge. This is the type of volunteer role that would really make me think deeply about the whys and wherefores, possibly pushing me in a new direction.

Drawing up my lists has been a useful exercise to help me try to understand why I want to volunteer to something that suits where I am in life. What’s on your list and where will 2025 take you?

What does devolution mean for the local voluntary sector?

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Just before Christmas, the government published the English Devolution White Paper – GOV.UK. They believe that

“Devolution across England is fundamental to achieving the change the public expect and deserve: growth, more joined-up delivery of public services, and politics being done with communities, not to them.”

This is about two things in essence.

“Universal coverage in England of Strategic Authorities – which should be a number of councils working together, covering areas that people recognise and work in. Many places already have Combined Authorities that serve this role. The government will continue to develop new Strategic Authorities collaboratively and in partnership with places.”

We have one of these already in the Cambridgeshire and Peterborough Combined Authority, so assuming this is deemed to be delivering effectively we can probably assume it will not be changed significantly.

The second area covered is about Local Government reorganisation

“This White Paper announces that we will facilitate a programme of local government reorganisation for two-tier areas, and for unitary councils where there is evidence of failure or where their size or boundaries may be hindering their ability to deliver sustainable and high-quality public services.”

This will impact us as locally Cambridgeshire is one of those 2 tier authorities and Peterborough is a small unitary authority. The government will work with councils to allow them to put forward proposals, but they do state that

“New unitary councils must be the right size to achieve efficiencies, improve capacity and withstand financial shocks. For most areas this will mean creating councils with a population of 500,000 or more, but there may be exceptions to ensure new structures make sense for an area, including for devolution, and decisions will be on a case-by-case basis.”

I think this will mean conversations about how the five district councils and Peterborough come together. The populations for the different districts do not make for an obvious split if the target is 500K people.

Area Population from 2021 census Political leadership
Cambridgeshire and Peterborough 894,522 Mayor is Labour
Cambridgeshire 678,849 NoC
Peterborough 215,673 NoC
Cambridge 145,674 Labour
East Cambridgeshire 87,762 NoC
Fenland 102,462 Conservative
Huntingdonshire 180,833 NoC
South Cambridgeshire 162,119 Lib Dem

 

How do these split up? Is it one big council? Do we see two unitary councils, with perhaps Hunts and Fenland joining Peterborough and City, South Cambs and East Cambs coming together? My guess is that there isn’t an easy solution given the different politics involved and the fact that everyone will want to keep their majorities, as well as the fact that the south of the county is generally better off than the north – expect some argument and horse-trading.

Do expect that we will be an early target for the government given that we were mentioned as an important region in this and the Invest 2035 green paper. But we are not in first round 2024–present structural changes to local government in England – Wikipedia despite some push to be by some parties.

Why is this important for the voluntary sector?

There is some mention of communities in the paper but it appears to be first and foremost about stimulating and enabling growth. That does not mean the sector should not pay attention. The combined authority will be given extra powers and funding, and in our case the mayor will likely become the de facto Police and Crime (and Fire) commissioner.

These reforms are expected to impact local charities in Cambridgeshire in several ways:

  1. Restructuring of Local Authorities: As set out above, this will impact Cambridgeshire. Such restructuring will lead to changes in local governance, affecting how charities interact with councils. The councils will, as of necessity, turn their focus inwards as reorganisation takes up all their spare time. Relationships will change as people move, and there is a danger that there will be a rush to the bottom regarding how councils fund and support the sector rather than a move to embrace all that is positive. This is probably the key area that the sector needs to guard against, and Support Cambridgeshire will continue to advocate for a positive outcome for the sector. We need to ensure that funding is not reduced and that some of the positive steps in funding practice are not lost.
  2. Enhanced Community Rights: The introduction of a Community Right to Buy empowers communities to purchase local assets, such as empty shops or community spaces, when they become available. This initiative offers local charities opportunities to acquire and manage assets beneficial to their missions, but in some areas funding will be an issue.
  3. Devolution of Skills and Employment Support: The combined authority will gain control over non-apprenticeship adult skills funding and have joint ownership of Local Skills Improvement Plans. This shift allows for developing integrated plans tailored to local needs, potentially enabling charities to collaborate more effectively in delivering skills and employment support services. Some of these conversations are underway already and there are likely to be more opportunities for the sector to work with the combined authority.
  4. Increased Local Authority Powers: Local councils will receive greater control over activities affecting health and environmental issues, along with enhanced protections for community assets and high streets. This empowerment could lead to more supportive environments for charities focused on health, environment, and community well-being.
  5. Strengthened Partnerships: The White Paper emphasizes the importance of collaboration between councils and communities, aiming to end the “parent-child dynamic” between central and local government. This approach encourages a more meaningful partnership, potentially providing charities with greater influence in local decision-making processes.

While these proposed changes present opportunities for charities in Cambridgeshire, they also introduce uncertainties. Support Cambridgeshire will work to keep you informed and engaged. We will continue to work with our partners in the local authorities and the combined authority to ensure that the new organisations recognise the need to support and fund the local sector. We will ensure that we learn from the best of how the local partners work, and ensure that this becomes the benchmark against which to measure the offer from the new organisations.

A great LinkedIn post with loads of other links in the comments can be found here 

This is a bit more ‘political’, and there is an argument that these reforms will move local government further away from people by trying to install a ‘one size fits all’ approach to reorganisation. There is also a danger that reforms driven by a need to increase economic growth and potentially save money will focus less on what is important to the sector and the communities we work with. That said, there is some commitment to working with communities, and this does recognise the importance of finding some way to reduce the confusion about the different council layers that exist across the county. The paper states that

“Communities need power returned back to them. We want to support local people – those with skin in the game – so that they can better affect the decisions impacting their areas. However, we cannot expect anyone to feel empowered when they are living payslip to payslip, or stuck on a waiting list to get the services they need.

That is why the government’s approach to community empowerment will focus on putting people in control of their own lives, alongside devolving power away from Westminster. We will create new opportunities for communities to have a say in the future of their area and play a part in improving it, while acknowledging that this means nothing if people are not supported to live lives where they can contribute to this decision making.”

Part of the role of the sector is to ensure that local community voices are heard that we ensure that what comes out locally works, and that this really is about driving more power down to communities and not simply about more houses, more growth, and a top-down approach.

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