VSN Action Plan 2025
Cambridgeshire and Peterborough ICS VCSE Strategy action plan
Actions Year 1 2025
Objectives | Action Owner | Year 1 actions
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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 |
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1.1 Investment in the VCSE sector to create resilience and capacity to meet increased demand
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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.
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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.
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1.2 Align commissioning best practice and support
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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.
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1.3.1. Partnership infrastructure, workforce and skills
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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.
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CVSs/VSN | Promote consortia development advice and case studies for VCSE organisations looking to deliver services in collaboration.
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1.3.2 Diversity of VCSE sector involved in partnership
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VSN
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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.
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VSN | Annual review of the effectiveness of the VSN Steering Group and Terms of Reference.
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STRATEGY GOAL 2 – EMBED THE VCSE SECTOR AS A RESPECTED AND EQUAL PARTNER IN THE ICS
2.1 Develop VCSE Representation |
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2.1 Develop VCSE Representation
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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
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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 |
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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
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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
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STRATEGY GOAL 3 – DRIVE CHANGE AND CREATE TANGIBLE IMPACT ON PEOPLE AND COMMUNITIES AND TACKLE HEALTH INEQUALITIES
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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
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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
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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. |
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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
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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
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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. |
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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
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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.
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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.
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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.
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4.2 Communications and interactions between and within sectors | |||
4.2.1 Develop VSN’s communications capacity
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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.
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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.
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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.
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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.
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