Agenda item

Report and appendices attached.

The report before Members outlined the progress that had been made in respect of the Voluntary Sector Strategy Action Plan since it had been approved by Cabinet in June 2015.

Members were reminded that in October 2014, the Council published a draft Voluntary Sector Strategy for consultation. An independent consultant was appointed to lead the consultation process which comprised workshops, focus groups, one to one meetings and an opportunity to submit comments directly either to the Council’s consultant or to the Council itself. Over 116 people attended the workshops from a wide range of groups and the feedback was quite diverse in nature, reflecting the different levels of experience, needs and views in the sector.

Despite this diversity, however, there were a number of ideas for action that were supported by a wide range of groups. Organisations saw the potential for real improvements in relationships between the Council and the sector and, to that end, wished to see a small number of realistic, clear and achievable actions on the part of the Council to achieve this. Following the review, the Council, taking into account the feedback received, revised the strategy and developed an action plan to address a number of the issues raised by the voluntary and community sector.

In June, the Council hosted a Crowdfunding Workshop, showing voluntary organisations in the borough a new way of raising money. Crowdfunding involved funding a project or venture by raising contributions from a large number of people, via the internet. For many organisations it offered a new way to finance their activities, while giving ordinary people a new way to donate to good causes. Those organisations attending learnt how to run a successful fundraising campaign including how to deliver a successful pitch, how to communicate this and build a network of supporters. Nineteen people attended the event and five people received a 1-1 session with the facilitator.

Voluntary sector organisations had been engaged in discussions and preparations for the introduction of the Care Act. Engagement had been achieved through attendance at Care Act provider forums; attendance at a workshop for bidders that were interested in the advice and information tender (which would establish 3 Community Hubs) and through engagement in the development of the Market Position Statement which was aimed at existing and potential providers of Adult Social Care and Support.

Family Mosaic secured the advice and information contract and currently operated from Holgate House, Romford whilst establishing three community hubs across the borough.

Members noted that over forty volunteers had been engaged in Community clean-ups around the borough and a calendar of clean-ups had been developed which was appended to the report for Member’s perusal.

During the debate members commented that a central office that organisations could all work from would be a more suitable idea as often organisations were “choked” by initial start-up costs.

Members also recommended that the contract include seedbed, hot desk opportunities for start-up and small groups.

Members noted that HAVCO had now disbanded but some of their former staff had expressed an interest in providing a social enterprise service. The Council had been approached regarding finding suitable premises for the service.

Members enquired as to whether the service would need to provide public liability insurance. Officers advised that this was often a condition of receiving grant funding.

Officers were considering whether a Community Voluntary Sector Service or direct funding would be more suitable for the borough.

Members noted that the Council would continue to monitor delivery of the action plan through its Voluntary Sector Steering Group and through the Community Engagement Team. Key actions for the Council were being built into service plans delivery of which would be monitored corporately.

Members questioned the future provision of the Disclosure & Barring Service (DBS) checks that were previously carried out by HAVCO. Members agreed that the DBS checks should be brought back in-house and carried out by the Council.

In reply to a question regarding the make-up of the Steering group officers confirmed that the group would comprise of the Group Director of Communities and Resources, Head of Business & Performance, a member of the Community Engagement Team and representatives from Adult Social Care, Children’s Social Care and Learning & Achievement.

Members felt that there was already in-house staff employed by the Council that could administer the service with the help of some administration staff.

The report made reference to the fact that havering needed new models and organisations to emerge that were to fill gaps in the market and in response to a question in how the gaps would be filled officers suggested through the Market Position Statement for Adult Services and for children through the Commissioning Strategy. It was suggested that the Chairmen of the relevant Sub-Committees be made aware of these pieces of work.

The Board reviewed the report and noted its content, it was also agreed that a further update report be presented to the Board in six months time.