The future of civil society support in London

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1 Srabani Sen OBE & Associates The future of civil society support in London Summary Project Plan Section Page 1 Introduction 1 2 Context 1 3 The opportunity 2 4 Objectives 3 5 Outline methodology and timetable 3 6 Project management and communications 5 7 Project Steering Group and Reference Group membership 5 8 About Srabani Sen & Associates 6 1 Introduction London Funders, working with London Voluntary Service Council (LVSC), Greater London Volunteering (GLV) and others has commissioned research to look into the future of civil society infrastructure in London. Funded by the City Bridge Trust, the work is being carried out by Srabani Sen OBE & Associates. The research seeks to understand how civil society in the capital can best be supported in order to make the biggest difference for Londoners. Building on existing national and London focused research, and informed by interviews and discussions with groups across the sector, this new project will result in a practical plan for the future of infrastructure in London. 2 Context The citizens of London need and deserve a high quality, sustainable voluntary and civil society sector that will enable everyone to live safe, healthy and successful lives. Voluntary and civil society organisations deserve the right support and an effective voice so that they can do what they do best deliver for Londoners. Yet, at a time when it is needed most, the voluntary and civil society sector is facing unprecedented change and uncertainty. Further proposals for devolution, including in London, are being formulated now Page 1

2 There will be a continued reduction in public spending, with 12bn of cuts in 2015/16 alone and a further 20bn of cuts expected to be announced in the Comprehensive Spending Review in November 2015 There have been substantial changes in commissioning Competition to provide services traditionally offered by local voluntary organisations has increased Nowhere are the challenges these issues pose brought into sharper focus than in London. By 2030 London s population is projected to grow to 10 million, presenting challenges around ageing, housing, health services, school places/education and poverty. Various themes have emerged from the numerous research projects which have sought to make sense of the challenges facing the voluntary and civil society sector: Austerity: funding has reduced and likely to reduce further Demand for front line services is growing At a time when its funding is reducing, the need for infrastructure has never been greater: o To support front line organisations survival & resilience o To support working together better across the sector and with others o To give voice to the sector, especially those working with the most under-represented, at risk and disadvantaged in society Uncertainty is the new normal There is little acknowledged impact data for infrastructure All of these factors have led to a sense that the voluntary and civil society sector, and the infrastructure bodies that support it, need to change. NAVCA s Change for Good report reflects that: the infrastructure of the future is likely to be a much leaner enabler, broker and catalyst rather than necessarily a deliverer. If the message to funders is to invest, the message to infrastructure has to be to change. But what does that change specifically look like? It is the answer to that question that this review seeks to answer. 3 The opportunity There is a danger that the challenges summarised above lead to a burning platform mentality, whereas what faces the sector is an opportunity to build a new model of success. Civil society and voluntary organisations, particularly those that are close to their communities are often able to provide compelling solutions to the issues affecting Londoners. Infrastructure organisations have a key role in helping civil society organisations to recast themselves in this new world. This could be through practical measures like helping them to make the most of limited and shrinking resources and developing new cross sector partnerships. Or it could be through drawing on evidence of organisations impact to ensure the voice of the civil society and voluntary sector is effectively heard by public sector decision makers looking for innovative solutions to address increasing demand with diminishing resources. Page 2

3 It is this focus on building a new paradigm that will be at the heart of the approach that Srabani Sen & Associates will bring. 4 Objectives Srabani Sen & Associates starting point is that civil society and voluntary organisations exist to make a difference for people in need and who face disadvantage. To deliver for these vulnerable sections of our society, voluntary organisations themselves need the right support and a credible voice which is heard and acted on by decision makers. London Funders invitation to tender stated that the overall project objective is: to understand how civil society in the capital can best be supported in order to optimise its positive impact on Londoners Specifically, the project should focus on infrastructure bodies to: know how... support should be provided in London for the future to meet the needs of front line organisations to make the best use of resources available The outcome of the project will deliver: A robust vision for infrastructure in London Recommendations about how infrastructure should be developed in London Clear recommendations about what work should be delivered locally, subregionally, regionally or nationally Credible evidence about the impact in investing in this work 5 Outline methodology and timetable Approach In undertaking this work Srabani Sen & Associates are committed to moving the agenda forward and devising practical recommendations which can be implemented. Much valuable research and debate has taken place already, on which we aim to build to ensure that we do not reinvent wheels. Whilst conscious of the numerous pressures and challenges facing London s infrastructure, we will be working on the basis of developing a better and positive future for London s civil society by reviewing and rethinking how it can best be supported to optimise its positive impact on Londoners. Srabani Sen & Associates approach aims: To work collaboratively and involve key stakeholders at every stage of the project to ensure the vision, strategy and recommendations have been shaped by their expertise Page 3

4 To work with stakeholders in a way that is manageable for them, given the need for them to find time for this project in their busy schedules within the tight timeframe of the project To work closely with the Project Steering Group and the Reference Group to ensure the evidence, vision and recommendations are tested, refined and developed through iteration, and utilising the expertise and knowledge of these key individuals and their organisations Core to Srabani Sen & Associates methodology will be the definition of outcomes and impact, around which the infrastructure sector can coalesce, and which would provide funders with a clear basis of awarding funding and evaluating its worth We will work with London Funders and partners throughout the project to ensure that we are delivering a useful piece of work that meets the sector s needs, provides a vision for the future and evidenced recommendations. Outline methodology The project timescales set by London Funders and partners are being driven by a number of external factors including: the London Council s review of its funding priorities; the budget setting processes being undertaken in local authorities across London; and the forth coming Comprehensive Spending Review. Stage 1 Dates Project phase Project element 7 20 September Phase 1: Project initiation Establish project management and communications protocols Begin literature review Devise and agree research questions 21 September Phase 2: Conclude literature review 18 October Research 1:1 interviews Run focus groups with stakeholders Online survey Analyse research results 19 October 1 Phase 3: Produce Emerging Findings Report November Emerging Test with Reference Group Findings Report Identify questions and issues for further exploration in Stage 2. Stage 2 Dates Project phase Project element 2 November 29 November Phase 4: Test emerging Work with Reference Group to devise Theory of Change and impact methodology findings and devise theory of change Stakeholder Conference and wider feedback to test Emerging Findings and explore questions and issues identified Revise Emerging Findings Report to produce the Final Report and test with key contributors. 30 November 20 December Phase 5: Final Report Develop Final Report Page 4

5 6 Project management and communications To ensure the effective day to day management of the project, a Project Steering Group has been established: To ensure that the project remains on track To enable decisions about the evolution of the project to be taken quickly, given the tight timescales within which the project has to report To communicate regularly with stakeholders about the project To act as a sounding board The Project Steering Group will meet fortnightly. In addition a Reference Group has been set up to act as a sounding board and to support Srabani Sen & Associates in reaching out to a wide range of stakeholders. Communications and engagement London Funders, LVSC and GLV have planned regular communications with their networks. In addition, a dedicated page has been created on London Funders website. This page will be regularly updated on the project s progress. An account has been set up to enable people to submit their thoughts, ideas, comments and questions. consult@londonfunders.org.uk There will be a range of ways in which the Srabani Sen & Associates will be seeking the views of stakeholders including 1:1 interviews, focus groups, an online survey and a Conference. Please check London Funders website for details. 7 Project Steering Group and Reference Group membership Project Steering Group David Warner, London Funders Eithne Rynne, London Voluntary Service Council James Banks, Greater London Volunteering Reference Group David Warner, London Funders Eithne Rynne, London Voluntary Service Council James Banks, Greater London Volunteering Andy Matheson, London Borough of Southwark Carolyn Housman, Heart of the City Sufina Ahmad, Big Lottery Fund Page 5

6 Jenny Field, City Bridge Trust Sharon Long, Children England John Griffiths, Rocket Science Amanda Coyle, Greater London Authority Geraldine Blake, Community Links Andy Gregg, Race on the Agenda 8 About Srabani Sen and Associates Srabani Sen & Associates bring a wealth of knowledge, credibility and profile and a unique combination of skills, knowledge and networks. We are skilled, independent consultants with extensive experience of defining and shaping vision and strategy, research, stakeholder management and consultation, a strong knowledge of London and of the voluntary and civil society sector. Our practical approach and our strength in sector engagement enable us to co-produce work which secures buy-in and credibility. Our team also has a particular expertise in defining and evaluating impact. Srabani Sen OBE (Programme Director) with 30 years in the voluntary sector, including10 years as the CEO of three high profile organisations, and 20 years as a trustee (4 as a trustee of national infrastructure body ACEVO and 8 as trustee of the LTCA, a specialist infrastructure body which was the forerunner of National Voices), Srabani brings an in-depth insight into the infrastructure needs of the voluntary sector. Srabani also has strong networks in the voluntary sector, including with NCVO for whom she is a senior associate consultant and leads on many of its strategy projects, with a particular emphasis on defining and measuring impact. Brian Lamb OBE (Campaigning Expert) - the sector s acknowledged leading expert on campaigning and VCS voice. Brian brings strong networks and an in-depth insight into the infrastructure needs of the voluntary sector in terms of voice. Hilary Emery PhD (Research Expert) former CEO of the National Children s Bureau, a specialist infrastructure and research body, Hilary has extensive knowledge of local and national government, including local authorities, and of leading whole system change derived from her roles at the Department for Education, including work with private sector partners. Hilary has an academic and research background which is well suited to this project. Laura Willoughby MBE (London Expert) with five years as a political advisor at London Councils and 12 years as an elected member of a London Council (4 as Cabinet Member for Communities, responsible for the local voluntary sector reviews and regeneration programmes), as well as being a charity CEO and social business founder herself. Laura has a deep understanding of London, its issues, its voluntary sector and its infrastructure bodies. Benet Middleton (Impact Expert) a highly experienced consultant delivering complex projects for a number of clients, Benet is steeped in the voluntary sector and has extensive experience of research and evaluation projects. He has strong Page 6

7 governance experience of specialist infrastructure bodies, and also a particular expertise in defining and evaluating impact. Huw Morris (Writer & Editor) - an editor, writer, journalist and researcher with 27 years' experience, Huw has extensive experience in research both as a business research consultant and as a journalist. He was a contributing author to two reports on the future of key public policy under the Coalition government. Page 7