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Welcome to the Swindon Strategic Partnership Conference
22nd November 2011
Cllr Roderick BluhLeader of the Council
WelcomeVal Weston & pupils from Oaktree
Primary School and volunteers from
The Swindon Big Sing Thing
Gavin Jones
Chief ExecutiveSwindon Borough Council
SSP Conference
Gavin JonesChief Executive22.11.11
“Volunteering and Community Involvement”
The driver for change
Trust
Demand
Money
One Swindon is our:
• Shared sustained and sharp focus on what matters to the people of Swindon
– Four priorities and fourteen outcomes (the ‘What’ we do)
• Commitment to work together in a way that values shared and systemic solutions
– Four principles (the ‘How’ we do it)
• Primary strategy guiding our planning & budget decisions– One Swindon Delivery Plan (grounding our intent)
• Invitation to Swindon’s people and organisations to contribute to and benefit from One Swindon
– Capabilities and responsibilities (‘More with more’)
One Swindon
One Swindon: our way of working and our focusFour principles• Stronger together• Prioritisation and leadership
Four priorities• Living independently, protected
from harm, leading healthy lives and making a positive contribution
• We can all benefit from a growing economy and a better town centre
A shared determination to make it meaningful• Approved by each partner as their primary guiding strategy• Founded on a bedrock of strong relationships • A shared ‘more with more’ mindset and culture• One Delivery Plan (a portfolio of powerful projects e.g. LIFE)
• Trust and bravery• Local and lasting
• Everyone is enjoying sports, leisure and cultural opportunities
• I like where I live
One Swindon a four year strategy pioneering a fundamental shift in the way we work
• single organisation priorities • shared principles and linked or joint organisation priorities
• single organisation budgets • beyond pooled budgets – share, grow, replace
• single organisation decision making
• the partnership leading single organisation decision making
• single organisation resources
• rethinking resources (organisational change, community budget pathfinder, capital and asset pathfinder, LIFE )
• traditional approaches to community involvement/engagement
• innovation in developing new/different relationships with local people, creating new networks, Connecting People, Connecting Places
We will work alongside our communities to:• build healthy and resilient communities to reduce the
number of vulnerable people and their resulting long-term dependency
• focus our collective resources to secure the most cost-effective priority outcomes
• ensure innovative solutions by developing a rich and diverse market of community, voluntary, private and public sector providers
• shape Swindon’s future and grow a strong local economy
• meet our statutory duties in a way that supports safer, stronger and creative communities
Our Purpose
Strategy & Commissioning
Locality
Local People & Communities
Working alongside communities to better understand and prioritise needs, create capacity and broker local solutions
Shaping and defining outcomes for local people, and building the framework for delivery
CE
Cabinet
Local People & Communities
Fu
nctio
nal s
ervi
ces
Mixed market of community, voluntary, private and public providers
From… To…
Func
tiona
l ser
vice
s
Fu
nctio
nal s
ervi
ces
Fu
nctio
nal s
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ces
Delivery
Macro-Organisation Design
Seek to respond to demand
Offer ‘our’ solutionsShaped to optimise funds
Our ‘organisation’ is a significant determinant of services providedCorporate agenda is at the heart of what we do
Seek to influence and shape demand
create solutions togetherShaped to optimise outcomes (within clear
financial framework)
Services are determined by a rich body of evidence, data and professional insight.
Locality is at the heart of what we do
Solutions delivered through multiple) functions, in silosRespond to presenting issues…. focus on issue resolution
Join up at Corporate plan level
Solutions coordinated in LocalityRespond to insights based on the ‘whole picture’
… balanced investment in prevention as well as issue resolution
Creates dependency
We set priorities and deliver services and support Communities influence priorities, contribute to delivery and share responsibility for outcomes
Builds capability and capacity
Join up between locality and corporate level – decision is taken at the most appropriate level
Traditional Rhythm In the Future
Working differently together
People are not passive recipients of services and have assets and expertise which can help improve services.
A way of thinking about power, resources, partnerships, risks and outcomes, not an off-the-shelf model of service provision or a single magic solution.
Means involving citizens in collaborative relationships with more empowered frontline staff who are able and confident to share power and accept user expertise.
Staff should be trained in the benefits of co-production, supported in positive risk-taking and encouraged to identify new opportunities for collaboration with people who use services.
People should be encouraged to access co-productive initiatives, recognising and supporting diversity among the people who use services.
THANK YOU
Renee Smith-Gorringe
Cabinet Office
Government Support for the Voluntary Sector
Renée Smith Gorringe Policy Manager – Local Intelligence Team
(South West) Office for Civil Society - Cabinet Office
Swindon Strategic PartnershipAnnual Conference
Steam - 22nd November 2011
Social Action
Big Society – So far...
Opening Public Services
Social ActionGiving White Paper – May 2011
Transforming Local infrastructure Fund
•Grants between £250,00 and £400,000
•Only 1 application per upper tier area e.g. Swindon
•Not all applications successful
•Not for ‘business as usual’ – want imaginative and
enterprising approaches.
•Better links with local businesses
•Anticipate more consolidation and collaboration
OPSWP - potential for the VCSE
Community First Panel
Big Society Awards
www.number10.gov.uk/take-part/recognising-others/big-society-awards-2
Created to recognise individuals, groups or organisations that are demonstrating the Big Society in their work or activities.
The award focuses upon the three Big Society theme areas:
Promoting Social Action
Next round closes on 12 December 2011
Empowering Communities
Opening up public services
Queen’s Award for Voluntary Service
How we can work together?
Local Intelligence Team (SW), Office of the Civil Society, Cabinet Office
Renée Smith Gorringe
Policy Manager, Local Intelligence Team Office for Civil Society, Cabinet Office
St. Lawrence House, Broad Street, Bristol, BS1 2HF
07786 190042
For more information: www.cabinetoffice.gov.uk
www.communities.gov.uk
www.number10.gov.uk/take-part/
Diana Finch
Chief Executive
Swindon Carers Centre
Volunteering
Is volunteering the solution to budget cuts?
Volunteering
Who are carers?
• Friends and family• Looking after someone who cannot live
independently• Includes caring for someone with a
disability, learning disability, mental health problem, substance misuse problem
• Doing it for love, not money
Volunteering
Swindon Carers Centre – what we do
• Teams specialising in supporting adult carers, parent carers and young carers
• Assess needs and identify outcomes, information and signposting, supporting to access services and benefits, opportunities for breaks, training and peer support / social activities
• Relief Care service, including Alzheimers sitting service
Volunteering
Current situation
• £1m turnover organisation this year• Cuts in statutory funding – if we’re
lucky, £650k turnover next year• Fundraising environment tricky• Increasing levels of demand, waiting
lists• How to deliver more with less money?
Volunteering
Challenges with volunteers delivering front line services
• Quality• Working with vulnerable people• Skill set – listening skills, knowledge of
services, record keeping / IT• Induction, management and supervision
requirements greater than for paid staff
Volunteering
Project costs for team of 3 FTEs
• First option– 5 f/t & p/t staff for paid staff option,
with all staff staying for the full year• Second option
– 10 p/t volunteers for volunteer delivered option, with volunteers committing for an average of 16 weeks
Volunteering Paid staff Volunteers
Recruitment £300 £2,601Induction training £740 £7,154Line management £2,401 £7,204Peer supervision £480 £1,441Team meetings £480 £960Management costs £4,401 £19,360Delivery staff costs £79,200 £0Volunteer Travel £0 £1,820Total direct staff costs £83,601 £21,180Percentage 100% 25%Proportion of rent, phone, IT etc £18,558 £18,558
Volunteering
Problems
• How do you get this many volunteers?• How do you sell the need for this much
management cost to funders?• How do you get funders to pick up all the
associated overheads? (Overheads are the same in real terms, regardless of whether it is volunteers or staff delivering. But the proportion of overheads looks huge without the staff cost.)
Volunteer Enrolment
Daniel Rose
Head of Insight
National Trust
Volunteering Research
Daniel RoseThe National Trust
Canon Hardwicke Rawnsley Octavia Hill Sir Robert Hunter
2010/11 Volunteer ContributionNational Trust picture
During 2010/11 the Trust involved
61,642 volunteers….who contributed
3.6 million hours…..which is equivalent to
£30 million (overall costs est. £5-6m)
2010/11 Volunteer ContributionTypes of volunteering
Individuals
• More likely to be regular / ongoing• Approx 14k Room Guides• Approx 1.5k committee / council volunteers• Approx 500 FTV / Internships
Groups
• More likely to be one off / partnerships• 1/3 internal groups – NTV, Friends• 2/3 external – Mencap, BTCV, Princes Trust, schools etc.
Programmes
• Approx 4k Working Holidays, 2.5k Employee Volunteering
6,0006,000
19,00019,000
37,00037,000
Total = 62,000Total = 62,000
The external volunteering climate
“Which charities in general would you say you support?”Base: All respondents (3,000), 16+, England, Wales & Northern IrelandSource: National Trust/nfpSynergy, February 2011
The external volunteering climate
Volunteering has remained static.
Typical profile of a volunteer is a middle aged female from a higher social grade, who already gives to charity and is a regular worshipper.
• The gender gap is closing; • Younger; • But the tendency for volunteers to be of higher social grades
remains unchanged- in fact, it is now even more pronounced than it was ten years ago.
Volunteer Insight - objectives
• Involve more volunteers• Involve new types of volunteers• Improve the experience of our volunteers
This will help us
Increase relevance, grow support and build resource at our properties and across the organisation as a whole
All about motivations…
But we are all different!
Not Keen
“For me”(Qualification/ experience)
“For others”(Help others/ feel useful/ make difference)
Motivations:
Volunteering participation or interest : Keen
Young developer
s
Active citizens
Not Keen
“For me”(Qualification/ experience)
“For others”(Help others/ feel useful/ make difference)
Motivations:
Volunteering participation or interest : Keen
Explorer Families
Curious Minds
Young Experience Seekers
Kids First Families
Big Society champions
The 18-30’s
The families
Active Citizens
“The volunteers are so old…I’m not there yet…I’m a different generation”.
Curious Minds
“So I think your family constraints are very important? I mean when I had parents alive, and daughter at home and so forth, husband ill, 2 hours in the local charity shop was just right” Curious Mind
“Having retired, having the belief that you can actually bring your skills to volunteer work, it makes you feel good. Good about it. You know I am a school governor but that’s not a skill really. That’s for the community” Curious Mind
Explorer Families
“You’re killing two birds aren’t you? It’s a really good day out, quality time with the kids, but also you feel like you’re doing something as well” Explorer Family
“That’s certainly the reason I haven’t looked into National Trust volunteering. I assumed I wouldn’t be able to because I have a 4 year old, 6 year old and 8 year old - so how could I possibly? So if there was something we could do that would certainly interest me” Explorer Family
Kids First Families
“I tend to go when they want to. I don’t just say right we’re going because it will be educational as well as enjoyable. If they don’t want to go, it’s not worth going” Kids First
“You’ve done some good for yourself, you’ve helped and the kids have kept busy and they’re not on the bloody computers all day” Kids First
Young Developers
“A friend volunteered for the Red Cross – now he is working in their London office for a salary. That’s what I’m looking into – a means to getting something else”.
“Commitment is off-putting…it feels rigid and suffocating”.
Young Experience Seekers
“Right across the bigger charities, they all really are like that, and it is like going for a job. They even have like a massive job description for each volunteer role” Young Experience Seeker
“That’s why the broom...the riot clean ups, there was no interview process for that. It was on Twitter people turned up, and they started cleaning that day. If anything came out of that, people appreciated the speed and being part of something immediate” Young Experience Seeker
Would you like to help in the garden for half a day? No! Would you like to go on a workshop on gardening skills? Yes! Young Experience Seeker
Not Keen
“For me”(Qualification/ experience)
“For others”(Help others/ feel useful/ make difference)
Motivations:
Volunteering participation or interest : Keen
Conference Volunteer Profile
Active citizens 47%
Young Experience Seekers
10%
Kids First Families
10%
5%Home & Family
Young developer
s Curious Minds 4%
2%
Explorer Families
5%
Key messages
• Understanding motivation is paramount;
• Communication (right message to the right people in the right way);
• Awareness raising;
• Seeing volunteering in action;
• The word “volunteering”;
• Digital Media;
• Local;
• Flexibility.
Employee Volunteering
Natasha MayNationwide Building Society
Coffee
Please be back at 11:30 to start the next session
Carol Orrow
Head of Volunteering
Great Western Hospital
Great Western Hospitals NHS Foundation Trust
The total number of hours volunteered by Trust volunteers during the 2010/11 financial year = 11,598 Hours.
That’s an average of 2,320 hours per month.
That’s equivalent to 62 full time employees per month.
Great Western Hospitals NHS Foundation Trust
Cath Compton
Volunteer Health Walker
David Wreathall
Inner Flame
We are
Award Winning Charity and Youth-Led Organisation
WHAT WE DOWork with young people aged 14 - 24 to;
• Increase their confidence and self-esteem • Create a clear, compelling direction for the future
and take action towards it• Believe in themselves and what's possible for their
life
HOW WE DO ITThrough our flagship residential training programs Fire me up for 14 - 19 year old's and Ignite for 19 - 24 year old's
Course participants experience;
• 1:1 coaching with highly skilled coaches and trainers
• Challenging activities (sheep herding, anyone?)• Meeting inspirational speakers who've achieved
success and overcome adversity • Learning and practising new skills• Team working
We couldn’t do it without our...
Volunteers
Why I chose to volunteer with Inner
Flame
The Perfect Partnership?Partnerships with;
• Achieve Breakthrough to deliver training with Inner Flame, who work with multi-billion pound companies to achieve better results.
• And... Business Scene who ran a "grow your business" event with all profits going to Inner Flame
• Thank you. Thank you. Thank you. Generous donation from INTEL to use Alexandra House's superb facilities.
World Café
Conference Close
Tom CharnockChair of Swindon Strategic
Partnership Overview & Monitoring Group
Lunch
A buffet lunch is being served in the Caerphilly Castle room.
pm
Welcome to the Swindon Strategic Partnership Conference
22nd November 2011
2.00 – 3.30 pm
Networking & Market Stalls
pm
THANK YOU
