Strategic Plan
2014-2019
“Inspiring everyone to play a part in a caring,
vibrant community”
01 October 2014
Forest House
16-20 Clements Road, Ilford, Essex, IG1 1BA
Tel: 0208 553 1004 Fax: 0208 911 9128 Email: www.redbridgecvs.net
RedbridgeCVS is a registered charity (number 1005075) and registered company
limited by guarantee in England (number 2569614).
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Contents
1
2
3
4
Page
BACKGROUND
5
1.1
A brief history of RedbridgeCVS
5
1.2
Planning for success
6
1.3
The future
6
ABOUT REDBRIDGECVS
8
2.1
Our Mission
8
2.2
Our Aims
8
2.3
Our Values
8
CONTEXT FOR STRATEGIC PLANNING AND CHANGE
11
3.1
Internal environment
11
3.2
External environment
12
3.3
Responding to the internal and external environment
21
AIMS, OBJECTIVES AND OUTCOMES
4.1
22
Redbridge voluntary and community sector to be strong and strategic
partners when working with the local statutory bodies
4.2
Redbridge voluntary and community sector to maintain its independence
and flexibility
4.3
24
RedbridgeCVS to be a credible and authoritative representative of the
voluntary and community sector
4.4
23
25
RedbridgeCVS to be able to respond to Redbridge voluntary and
community sector support and development needs, enabling Redbridge
voluntary and community sector to grow to meet local needs
4.5
RedbridgeCVS to continue to encourage, support and facilitate
the development of sustainable communities
4.6
26
27
RedbridgeCVS to provide sound planning for sustainability in order
to continue the furtherance of our work supporting the voluntary
and community sector in Redbridge
3
28
5
FINANCIAL PLAN
29
5.1
Background
29
5.2
Current income
30
5.3
Current situation
31
5.4
Funding timeline
33
6
REVIEWING IMPACT
34
7
APPENDICES
36
7.1
Appendix 1 Trustees and staff as at October 2014
36
7.2
Appendix 2 Management structure as at October 2014
38
7.3
Appendix 3 Corporate members list as at August 2014
39
7.4
Appendix 4 Voluntary and community sector contacts
41
4
1
1.1
BACKGROUND
A Brief History of RedbridgeCVS
The Redbridge Council for Voluntary Service (RedbridgeCVS) is a Charity and Company
Limited by Guarantee. It has its roots in the Ilford Social Services Association (1923),
Redbridge Council of Social Service (1966) and Redbridge Voluntary Services Association
(1975). It was established in 1990 with the purpose of strengthening and developing the local
voluntary and community sector. RedbridgeCVS has successfully developed a wide range of
activities to help promote voluntary action and the voluntary sector. These activities include
providing services and support, building skills and capacity building, developing networks and
strategic partnerships and providing representation for local people by working across the
sector with new, emerging and established voluntary, community and faith-based groups and
social enterprises and with statutory sector partners, and the wider voluntary and community
sector in East London and beyond.
Over recent years RedbridgeCVS has continued to grow, evolve and further develop its good
working relationships with statutory organisations including Redbridge Local Authority and
Redbridge Clinical Commissioning Group. This relationship is demonstrated by our
involvement in the development of the Redbridge Compact, the Health and Wellbeing Board
and the Redbridge Safer Communities Partnership Board.
We have also built on our success and standing in the training and accreditation arena to
develop a sub-regional learning and skills project, RedbridgeCVS Employment and Skills
(formerly called “East Tenders”). This is now delivering some large cross-borough contracts in
partnership with voluntary sector sub-contractors, funded via London Councils and others.
Since we agreed our last Strategic Plan (2009-2014) many things have changed, including our
own work. Changes include the independence of the Redbridge LINk (which is now
Healthwatch Redbridge) and the Redbridge Children and Young People’s Network – both of
which were formerly projects of RedbridgeCVS. In another major development, since April
2013 we have been in receipt of long-term funding via a commission from Redbridge Council
to provide a Volunteer Centre. The Volunteer Centre is fully accredited by Volunteering
England (which is now part of NCVO) and is making great progress.
Our past work has created a firm financial footing from which to meet existing needs and has
enabled a growth in service provision to more voluntary organisations. Looking ahead, as
Governments continue to turn to our sector to play a more central role in the delivery of
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services, we face a backdrop of austerity which is driving up need whilst reducing the funding
available, RedbridgeCVS is well positioned to assist groups to make their contribution.
1.2
Planning for Success
In 2013 we embarked on a review of our strategic aims and objectives as well as the finance
and other resources required for achieving these and are consolidating this into the 2014-2019
Strategic Plan. This plan builds on previous plans and reflects the internal and external
changes and developments that have occurred during the period 2009 to 2014. This document
is both a means of taking stock of our current situation and prioritising our activities for the
future.
RedbridgeCVS’ strategic planning is a consultative process. We consulted our stakeholders
on the draft of this plan in a range of ways, including through facilitated focus group sessions,
undertaken by an independent consultant, as well as inviting online, written and one to one
input.
The Board of Trustees set the context of the Strategic Plan, ensuring it is based in our values,
aspirations and aims.
Our staff and volunteers collectively looked at the range of services and activities we currently,
previously and potentially provide, and at the operational and support requirements of the
organisation.
Based on the feedback from the cross section of RedbridgeCVS stakeholders (delivered in
part with support from Nic Hinrichsen of Plus People, an independent consultancy) the Chief
Officer worked with RedbridgeCVS staff and Board members to identify resource requirements
and potential funding streams. This strategic planning document will provide a roadmap for our
continued development and the milestones against which to measure our progress over the
coming years. It will also serve to ensure that any future activities we undertake support the
aims and objectives that we have agreed are vital to the success of RedbridgeCVS, as well as
providing mechanisms by which we can review our achievements.
1.3
The Future
This five year Strategic Plan is a useful high level road map for the next 5 years, providing a
clear destination and a route for getting there. However, the planning process was just as
important as the plan itself. The changing nature of the sector and the volatile external
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environment, together with the needs of our service users, partners and staff, mean that such
a Plan can never be ‘complete’. It should be viewed as an ongoing ‘work in progress’ supported
by annual action plans which are reviewed and revised in light of the opportunities and
challenges of the day.
Strategic Planning of this kind is both more difficult and more important in the current climate
of uncertainty surrounding our political, economic, social and technological environment. This
environment is increasingly referred to as ‘the VUCA world’. VUCA is an acronym that stands
for Volatile, Uncertain, Complex and Ambiguous. It originates from the U.S. Army College in
Carlisle, Pennsylvania in the late 1990’s and the business sector in this country has been
talking about ‘the VUCA world’ for a couple of years now, suggesting that this turbulent
environment is staying with us, and has become ‘the new normal’. In Section 3, below, we
outline some of the specific contextual issues we will need to address – including reflecting on
the uncertainties that we face at this time.
The plan reinforces and reiterates that our primary focus continues to be the ‘not-for-profit’
sector in Redbridge, encompassing voluntary and community groups, faith-based
organisations and social enterprises. It also recognises and endorses our role in representing
the interests of Redbridge’s not-for-profit sector locally, regionally and in the national arena
and as advocates for the sector.
We are confident that this plan will provide the framework we need to meet our agreed aims
and objectives whilst allowing the flexibility to respond positively to the needs of our
stakeholders. Our intention is that our core activities will continue to provide a stable and
effective base and that from this we can undertake other identified key activities so that our
shared vision of a strong, effective and independent voluntary and community sector in
Redbridge can be achieved. We will work hard to ensure the resources are available to enable
us to do this, including through the development of income-generating activities which will
enable us to subsidise our services for local voluntary and community sector groups.
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2.
ABOUT REDBRIDGE COUNCIL FOR VOLUNTARY SERVICE
Redbridge Council for Voluntary Service (RedbridgeCVS) is a member of the National
Association for Voluntary and Community Action (NAVCA), London Voluntary Service Council
(LVSC) and the National Council of Voluntary Organisations (NCVO) and is committed to
promoting and developing local voluntary and community action. We are a registered charity
and company limited by guarantee and have been in existence since December 1990.
2.1
Our Mission
Our mission is:
“To promote, support and develop a strong, effective and independent voluntary and
community sector in Redbridge.”
2.2
Our Aims
We plan to succeed in the RedbridgeCVS mission by working to achieve the following aims:
1. Redbridge voluntary and community sector to be strong and strategic partners when
working with local statutory bodies and promoting a positive vision of Redbridge.
2. Redbridge voluntary and community sector to maintain its independence and flexibility.
3. RedbridgeCVS to be a credible and authoritative representative of the voluntary and
community sector.
4. RedbridgeCVS to be able to respond to Redbridge voluntary and community sector
support and development needs; enabling Redbridge’s voluntary and community
sector to grow to meet local needs.
5. RedbridgeCVS to encourage, support and facilitate the development of sustainable
communities.
6. RedbridgeCVS to provide sound planning for sustainability in order to continue the
furtherance of our work supporting the voluntary and community sector in Redbridge.
It should be noted that these Aims are interrelated and in no particular order.
2.3
Our Values
RedbridgeCVS exists to promote, support and develop a strong, effective and independent
voluntary and community sector in Redbridge in order to improve the quality of life for
individuals, groups and communities. This requires us to work actively towards combating the
poverty and disadvantage that exclude or constrain the opportunities of many individuals,
groups and communities from full participation in civil society.
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We recognise the richness and creativity of a diverse society. We are committed to ensuring
that no individual, group or community is disadvantaged or excluded from playing an active
part in society because of their race, ethnicity, gender, disability, sexuality, religion, age, class
or geographical location.
We also recognise that inequalities exist based on the above factors and we will therefore
actively work with individuals, groups or communities whose full participation in society is
limited by economic, political and social disadvantage.
Our policies and practices stem from the following set of values:

We believe in equality of opportunity and social justice for all;

We believe in the right of individuals to work collectively to participate in decision
making and local action;

We believe in the importance of building the capacity of local voluntary and
community groups in order that they are democratic and accountable;

We believe the voluntary and community sector must always be at the heart of
community development and regeneration.
RedbridgeCVS is committed to delivering services within an honest, open and welcoming
environment where all service users, partners, staff, volunteers and funders are treated with
respect. In doing so we embrace:

Equality and Diversity – RedbridgeCVS will actively oppose all forms of discrimination
carried out on the grounds of gender, colour, creed, ethnic or national origin, disability,
social background, age, marital status, health status or sexual orientation.

Quality – RedbridgeCVS strives to ensure that all services and outputs reflect current
best practice and are accurate and timely in delivery.

Integrity – RedbridgeCVS deals openly, honestly and equitably with all service users
and partners and maintains confidentialities.

Respect – RedbridgeCVS treats all those whom with we come into contact in the same
respectful manner - whether they are service users, partners, staff, volunteers, funders
or suppliers. This means valuing their time and their contribution to RedbridgeCVS
objectives.
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
Sharing – RedbridgeCVS encourages the sharing of resources and skills, promotes
best practice and networking.

Continuous improvement – RedbridgeCVS is committed to staff development and the
principles of life-long learning. Staff are encouraged to become involved in the running
of our organisation and actively seek development opportunities.
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3.
3.1
CONTEXT FOR STRATEGIC PLANNING AND CHANGE
Internal Environment
The rapidly changing external environment means that our internal resources need to be
regularly reviewed and amended as appropriate.
The Board
The RedbridgeCVS Board has a broad range of experience and a diversity of backgrounds.
However, the Board recognises the need to continually review its membership and offer further
training to Board members. The Board will review its recruitment and continuity planning in
relation to the strategic aims and objectives of the organisation.
Staff
RedbridgeCVS recognises the pivotal role that the staff play in achieving its objectives and
ambitions and is proud to have a highly committed team. However, there is a constant demand
for an increased range of skills and resources required within RedbridgeCVS to meet the
demands of changing external environments and the expectations of our service users, as well
as the needs and opportunities that the staff themselves have identified. We will use the annual
appraisal system to review how the work of individual staff contributes to our strategic
objectives and report on this.
Volunteers
RedbridgeCVS recognises the pivotal role that our volunteers play in achieving our objectives
and ambitions and is proud to have a highly committed team. We are committed to best
practice in the recruitment and support of volunteers and have signed up to Greater London
Volunteering’s Volunteer Management Charter.
In addition, RedbridgeCVS now provides the services of a fully VCQA accredited Volunteer
Centre. This helps support high quality volunteering across Redbridge as well as supporting
our own volunteer development.
Constitution
During 2014, RedbridgeCVS committed to reviewing and, as necessary, amending its
Constitution (the Memorandum and Articles of Association) that outlines responsibilities of the
directors, the kind of business to be undertaken, and the means by which the stakeholders
and members exert control over the board of Trustees. Our current documentation is no longer
‘fit for purpose’ and we expect to propose a new Constitution to our members during 2015.
Membership
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RedbridgeCVS is also committed to reviewing its membership structure and ran a consultation
with our stakeholders on this issue in parallel to the engagement we had with regards to the
Strategic Plan. Currently RedbridgeCVS has a limited number of “corporate members” which
are all local voluntary organisations that can vote at our AGM and propose new Board
members/Trustees by virtue of this corporate membership. We secured funding via a Big
Lottery/NCVO “Big Assist” Voucher to help us work with NAVCA (the national association of
CVSs) and they helped us to work with our stakeholders in order to make proposals during the
summer of 2014 for the RedbridgeCVS Board of Trustees to consider. As a result of that work
our 2014 AGM will be asked to approve a mass-membership system where all local groups
can become full members.
Management, Policies and Procedures
This strategic plan provides the opportunity to ensure we have the means to meet our
organisational requirements and to set the foundations for facing future challenges. We review
our internal systems, policies and procedures in a rolling programme, and have just achieved
an IAG Matrix quality mark for our training service.
Funding
With national reductions in the availability of grants for infrastructure work of the kind delivered
by RedbridgeCVS and its Volunteer Centre, we have focused on winning contracts under
commissions and generating surpluses from some activities in order to build up appropriate
levels of reserves as well as enabling us to fund some of our core activities. We have also
introduced charges for some of our services (such as training and consultancy support). Our
charges are on a sliding scale with small voluntary and community organisations receiving
subsidised rates.
3.2
External Environment
Political Context
The voluntary and community sector is recognised by all the major political parties to have
much to offer the life of the nation. Under the Labour government it was branded as “the third
sector” whilst under the coalition it is seen as an integral part of “civil society” (a term which
explicitly includes other non-governmental and non-profit making bodies such as unions,
sports clubs and faith based organisations).
Early on in the life of the coalition government there was a lot of focus on “Big Society” – an
idea that had many interpretations, many of which related at some level to the development of
the voluntary and community sector and the related idea of localism. In recent years there has
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been less talk of the “Big Society”, but the ideas that underpinned it have not gone away. The
coalition government has prioritised the development of civil society and has a Minister for Civil
Society within the Cabinet Office, and some Labour thinkers have proposed an alternative
version of the “Big Society” that they call, “the Good Society”.
Under all these headings there lies a recognition of the value of volunteering, both for the direct
services that volunteers can offer, but also as a way to build “social capital.” Definitions of
social capital vary, but the main aspects include citizenship, 'neighbourliness', social networks
and civic participation and focus on the greater community cohesion generated by increased
interaction between individuals and groups.
The major political parties are also keen to encourage and support more service delivery by
voluntary organisations, including in areas that had for decades been seen as the preserve of
the state. This is usually procured through competitive tendering of services and the voluntary
sector is expected to compete with private and statutory organisations. In 2013 the Public
Services (Social Value) Act came in to force. This Act came about as a result of a private
Members’ Bill and had cross-party backing. It aimed to create a more ‘level-playing field’ for
voluntary organisations competing with large private sector businesses when tendering for
public contracts. Some thinkers within the voluntary sector express concerns that voluntary
organisations delivering commissioned services on behalf of the public sector are at risk of
losing their vital independence and their ability to identify, advocate for and directly respond to
unmet needs and/or unpopular causes.
During 2013 and 2014 a great deal of attention has been paid to the government’s Lobbying
Bill, which many saw as having negative consequences for the independence of the voluntary
sector. Whilst the National Council for Voluntary Organisations welcomed the amendments
that were made as a result of wide scale lobbying, they also argue that, “There are still some
problems with the Bill which need to be addressed in order to make it workable,” and the
Shadow Minister for Civil Society has said that a future Labour government would repeal the
Act.
A “Panel on the Independence of the Voluntary Sector” was set up by the Baring Foundation
in 2011 to monitor changes to the sector’s independence. The Panel's third annual assessment
was published on 21 January 2014 and concludes that “independence is undervalued and
under serious threat, with a deterioration in some key areas compared to the previous year.”
The Localism Act was introduced in November 2011. The aim of the Act was to devolve more
decision making powers from central government back into the hands of individuals,
communities and councils. The Act covers a wide range of issues related to local public
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services, with a particular focus on the general power of competence, community rights,
neighbourhood planning and housing. This has meant changes in the relationship between
central government and local government, including an end to Local Area Agreements and the
role of Local Strategic Partnerships in delivering and overseeing these. In Redbridge the Local
Strategic Partnership no longer formally exists, though several of its “cluster groups” continue
to operate.
There have been a number of other changes to local engagement structures. These include
the replacement of the Local Involvement Networks (LINks) with Healthwatch, as the new
“consumer champion” for health and social care service users. In Redbridge this has been
accompanied by Redbridge Clinical Commissioning Group’s championing of Patient
Participation Groups within GP practices and the development of the Redbridge Health and
Wellbeing Board.
In 2013 the new Clinical Commissioning Group (CCG) in Redbridge replaced the Primary Care
Trust, as a result of the Health and Social Care Act. The Redbridge CCG is responsible for
commissioning a wide range of local health services, including most community services. At
the same time the Public Health Department was transferred from the NHS and into Redbridge
Council. Another part of the Act has led to the development of the Redbridge Health and
Wellbeing Board. The aim of Health and Wellbeing Boards is to improve integrated working
between local health care, social care, public health and other public service practitioners so
that patients and service users experience more joined-up care, particularly in the transition
between health and social care. The Board is also responsible for leading locally on reducing
health inequalities. RedbridgeCVS has a full seat on the Redbridge Health and Wellbeing
Board to represent the views of the local voluntary and community sector.
With a general election due in May 2015, there is uncertainty about what vision the winning
party (or parties) will have for the voluntary and community sector. It will remain important
locally and nationally to demonstrate the value of the work of “infrastructure bodies” such as
RedbridgeCVS and Volunteer Centre Redbridge, together with the vital roles that the voluntary
and community sector can offer.
Austerity plans by the current Chancellor of the Exchequer include plans for dramatic cuts to
public sector budgets in the years following the next election. An incoming government will
launch a new spending review for 2016/17 and beyond. Achieving cuts of the scale currently
planned will be a significant challenge for any government and although all the major parties
share an acceptance of the need to ‘rebalance the economy’ it may be that whoever is in power
will have to consider a new approach, such as spreading the cuts out over a longer period,
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increasing taxes, investing in growth or focusing the cuts still more directly on welfare
payments.
Compact
The main political parties (both nationally and locally) remain committed to the idea of
Compacts (both national and local) between the public and voluntary sectors.
Established in 1998, the Compact is an agreement between Government and the voluntary
and community sector in England. It recognises shared values, principles and commitments
and sets out guidelines for how both parties should work together. It is now supported by its
own organisation and a Commissioner for the Compact. The London Borough of Redbridge
Local Authority and RedbridgeCVS were early participants in the development of a local
Compact which was formally ratified by the Council and RedbridgeCVS in the autumn of 2003.
RedbridgeCVS is now working to the third iteration of the Compact, in partnership with
Redbridge Council, Redbridge Clinical Commissioning Group, the London Fire Service
(Redbridge), the Metropolitan Police Service (Redbridge) and the Redbridge Faith Forum. The
drafting of the Compact is overseen by the Public and Voluntary Sectors’ Partnership and its
promotion and compliance monitoring is managed by a local “Compact Champions” group,
including representatives from all the signatory bodies. It is due to be “refreshed” in 2014/15
and remains an important tool for ensuring positive relations between the sectors.
Regulation and Governance
The legal structures and requirements for Charities have been updated under the Charities Act
2006, which has established the ‘public benefit’ principle. Audit, accounting and reporting
changes were also introduced by the Charities Act 2006, and the Companies Act 2006. The
variety of legal structures in the voluntary and community sector have been reviewed and
revised to include the introduction of Community Interest Companies (CICs) and Charitable
Incorporated Organisations (CIOs). RedbridgeCVS regularly reviews its own charitable
objectives and legal structure and ensures it can advise others appropriately.
A range of changes to legal frameworks also affects our work. Most notably this includes the
new DBS and Safeguarding regime. RedbridgeCVS ensures that we fully comply with these
and ensures it can advise others appropriately.
In recent years, there has been increased focus on and interest in Charity Governance via
Statement of Recommended Practice (SORP) accounting standards and greater monitoring
from the Charity Commission. A revised SORP is currently being developed by the Charity
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Commission. RedbridgeCVS ensures that it submits its accounts in compliance with SORP
requirements and that it can advise others accordingly.
Funders and funding
The economic climate has meant that funding for voluntary and community groups has become
ever more difficult at the same time as demands on their services grows.
Our last Strategic Plan was drafted in a time of transition from funding mostly based on grants
and management costs to income models that increasingly involved commissioning and fullcost recovery. The funding environment has continued to change and the role of
commissioning has continued to evolve. As RedbridgeCVS has grown, so have funders’
requirements and the expectations of local voluntary and community organisations, both for us
and our stakeholders. In the light of the increasing difficulty in achieving grant funding for some
of our core activities, we have developed our Employment and Skills Team which now delivers
several large contracts. This work aims to enable smaller voluntary organisations to access
contracts that they may be unable to win and deliver on their own; to deliver high quality
community based learning, information, advice, guidance and support to find further education
opportunities or sustainable employment; and to generate surpluses that can be used to help
finance our core activities.
Funding for infrastructure work of the kind delivered by RedbridgeCVS and its Volunteer Centre
has become scarcer nationally – with the coalition government making it clear that it does not
see a role for central government in funding these activities to the extent that its predecessor
government did. There has been talk of a move to “demand led infrastructure” whereby front
line groups would secure funding (or ‘vouchers’ for funding) in order that they may choose
where to purchase such support, but this has not yet been developed fully.
Redbridge Council has continued to support local voluntary organisations through its
Corporate Grants Programme (and other grants such as the Community Fund), as well as
commissioning, for the first time, a Volunteer Centre. RedbridgeCVS won the tender to deliver
this work and is now in year two of a three year commissioned programme. In addition, we
have secured funding from the Council and elsewhere to enable us to offer a “Community
Fundraiser” to help local groups identify appropriate funding sources and make successful
bids. The first year of this project (which was part funded by Redbridge Council) raised around
£600,000 for local groups.
The Redbridge CCG has not yet been able to review its commissioning of voluntary
organisations, but intends to do so in the next eighteen months, in partnership with Redbridge
Council. Following the change of political control in the Council, a review is currently taking
16
place on the administration of the Corporate Grants programme and RedbridgeCVS will seek
to take a leading role in ensuring that the views and needs of the voluntary sector are best met
by any new arrangements.
Economic Context
As referred to in the sections above, the recession and the government’s responses in terms
of cuts to services leading to more pressure on voluntary sector services and reductions in the
funding available to the sector, are having major impacts on the voluntary sector nationally and
locally. Between 2010/11 and 2011/12, income from government to the UK’s charity sector
fell by nearly 9%, or £1.3bn, in real terms. The vast majority of government income to charities
is in return for running public services. The figures also show that government cut spending
with charities at a faster rate than overall spending cuts. Locally, Redbridge Council has not
cut the voluntary sector grants programme at the same level and we continue to work with
them to try to protect the preventative and innovative work that the voluntary sector is able to
deliver. Expected cuts to local government in the years ahead mean that the amount
commissioned from the local voluntary sector is vulnerable.
The National Council for Voluntary Organisations (NCVO) says it was inevitable that charities
would be hit by public spending cuts, particularly given the tough spending settlements for local
government. However, it has called for the government to review the way public service
contracts are awarded, as charities are often squeezed out by larger companies. The Public
Services (Social Value) Act has a key role in achieving this and RedbridgeCVS will work hard
to ensure it can be made to work effectively in Redbridge.
Social
Social attitudes to a range of issues affecting the voluntary sector, including, in some cases,
in relation to the role of charities themselves, have changed in recent years. Charitable income
from individuals still outstrips that from any other sector, including government and the private
sector, but the number of donors is reducing, as is the average sum donated. This may stem
from changes in social attitudes, but is most likely to be a direct response to the economic
climate. People tend to give to causes that personally mean something to them, rather than
the most ‘urgent’ or high profile appeals. New ways of developing ‘engaged giving’ will be
necessary for the voluntary sector to maintain or increase income levels in the years ahead.
Redbridge has seen huge demographic changes in the last decades, and the pace of change
continues. The 2011 census shows that Redbridge had the highest population of children
(persons aged 0-15) in London. Redbridge had the joint second highest average household
size in the country with 2.8 persons per household, exceeding the London (as a region) figure
17
of 2.5 persons per household. Redbridge had the 9th highest population growth in London
between the 2001 and 2011 censuses.
Of all London Boroughs, the 2011 census showed Redbridge to have the sixth highest number
of people whose stated country of birth is outside of the EU (including Accession states)
countries. Redbridge ranked ninth highest on this indicator in England and Wales. The (selfdefined) ethnic composition of Redbridge has changed significantly from 2001 and for the first
time, the number of people from Black and minority ethnic groups exceeded the number of
White British residents.
Aside from Caribbean, the number and proportion of all other Black and minority ethnic groups
has grown.
In particular, the Pakistani group has seen the highest numerical
increase. Redbridge had the highest proportion of Pakistanis of all London Boroughs and
ranked seventh highest in the country. The Bangladeshi group had grown by four times since
2001. The number of people stating their ethnic background as ‘Other Asian’ has also
increased significantly and ranked seventh highest in London.
Despite these changes, community cohesion in Redbridge remains good. Voluntary and faithbased organisations can claim much of the credit for this – alongside our partners in the public
sector. Cross-cultural voluntary sector activity is widely recognised as being a key driver in
reducing tensions between people from different ethnic or cultural backgrounds and a
continuing focus on building ‘social capital’ in this way will have positive outcomes for cohesion
locally.
Redbridge also has a fast turnover of residents, with relatively high numbers moving house,
including within the borough, each year. This has impacts on their sense of community and
identification with where they live (as well as having negative impacts on the educational
attainment of children moving in this way).
The numbers of people volunteering nationally has been rising in recent years, but no robust
figures are available to confirm if this is true of Redbridge. However, since the 2012 Olympic
and Paralympic Games and the commissioning of an accredited Volunteer Centre for
Redbridge, the environment for volunteering has clearly improved locally. The challenge for
the voluntary sector is to find ways to respond effectively to the increase in demand for
volunteering opportunities with fewer resources. There is a great diversity of motivation and
many people have an ‘instrumental’ view of volunteering (eg seeing it as a route into
employment) that needs to be understood and responded to. People also seek more flexible
volunteering roles, including ‘micro-volunteering’ (eg for short one-off projects, including online
volunteering). There are also moves towards more ‘compulsory placements’ as part of current
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welfare reforms. These can appear to equate to ‘volunteering’ – but as they lack the vital
element of individual choice they are clearly something else, and the voluntary sector will need
to be clear about what is a genuine volunteer placement and what is an “unpaid internship”,
“unpaid work placement” or “mandatory work activity.” It will be important to ensure that
compulsory unpaid work placements do not lead wider society to view volunteering as
something to be done as a ‘punishment’ or to see volunteers as only providing low level
services, when they can be vital to the delivery of high quality person-centred services.
NCVO’s review of the operating environment for voluntary organisations in 2013 (“The Road
Ahead”, NCVO 2013) notes that attitudes towards poverty and welfare spending are getting
“tougher” and says that there is “an increasing need to challenge public perceptions by
providing robust evidence.”
It is clear that many people are becoming increasingly disengaged and disillusioned with
politics, as evidenced by low turnouts at elections and reducing membership of mainstream
political parties. Voluntary organisations can respond to this by encouraging their members to
re-engage with the political process, and in using their resources and influence to ensure that
the voices of local people can be heard outside of the election cycle by those making key
decisions, and to share their experiences of policies as they are implemented. As ever,
charities will need to be aware of the dangers of associating themselves with any particular
politician or political party.
The development of the ‘consumer society’ has led many people to expect and demand
personalised services tailored to meet their needs. This is something that the voluntary sector
– which can often find ways to operate outside of bureaucratic ‘silos’ – has always prided itself
on. Successive governments have responded to these new demands by developing the
“personalisation” agenda within health and social care. This approach includes giving service
users/patients access to personal budgets that they can choose how to spend in order to meet
their needs. Voluntary organisations will need to actively consider whether to position
themselves as potential providers of paid-for services in this way.
Technological
As we have noted above, engagement with formal political processes is reducing, but the
expression of political views and campaigning activity is taking place in different ways – often
facilitated by new technologies (eg online petitions).
19
The government is attempting to drive down costs by moving, wherever possible, to online
services. In addition, many people now expect to be able to access services and information
online, and voluntary organisations need to respond to this. However, voluntary groups remain
concerned about those left on the wrong side of the digital-divide and continue to argue that
paper copies of documents and human beings to talk to should remain available for those
choosing these options. In 2013 15% of the population of the UK had never accessed the
internet. The voluntary sector, therefore, will continue to argue the need for offline services,
and has a continuing role in helping people to directly access the internet. The wider trend is
now for “blended services” where online and offline activities are integrated. For example,
some training courses now use a mixture of online elements and classroom sessions and this
looks likely to be a trend that continues over the next few years.
Desktop computer sales are also declining, relative to tablets and other mobile devices (such
as smart phones). Voluntary organisations need to be able to communicate in ways that are
effective on mobile devices. This also feeds into the need for voluntary organisations to actively
consider their “social media” profiles and activities, such as considering having Facebook
pages and Twitter-feeds.
The expansion in the use of web-enabled devices, and the increase in “big data” from the
internet, is likely to provide an evidence base used for driving social change. Where the
analysis of “big data” may be too complex for most voluntary organisations, harnessing the
power of data and IT for monitoring and evaluation purposes becomes ever more important.
A number of forecasters currently argue that the days of open standards and ‘interoperability’
are changing, as big web companies seek to hold onto their users (eg Google, Microsoft,
Apple). In addition many large ‘content providers’ (eg The Sun and The Daily Telegraph) are
starting to charge for access to services that once were free. This may drive a broader
acceptance of charging for online services.
Partners
Our partners and service users have continuing expectations of RedbridgeCVS and the
services we provide. Workshops and consultations have continued to identify the following key
issues as important measures by which the success of RedbridgeCVS will be judged:

Information Sharing – promotion of opportunities, information exchange, directory,
promotion of best practice and networking; publicising activities of groups within the
sector and of RedbridgeCVS as an organisation;
20

Sector Advocacy - Senior level representation – being the voice of the voluntary
and community sector in Redbridge and being heard by the Council and other
statutory bodies;

Direct support work with emerging and existing groups;

Funding – helping groups to access and manage sustainable funding and
resources;

A broadly defined sector – providing our services to community and faith groups
and social enterprises as well as charities and other not-for-profit groups;

Accommodation – access to or assistance with locating venues for long term use
and meetings;

Volunteering – making it easier for groups to get access to good volunteer
resources;

Community Advocacy - providing advocacy and representation opportunities and a
voice for the community;

Administration – provision of access to back-office support and resources;

Regeneration and Community development – supporting community cohesion.
Marginalised Groups
There have always been groups of people within Redbridge who are excluded or face barriers
in accessing services e.g. refugees, travellers, lone parents, lesbian, gay or transgender
people, black and minority ethnic communities and migrant workers. RedbridgeCVS has
acknowledged and attempted to respond to this. We recognise that there is a continuing
challenge to ensure that they can engage in the local community and access support.
3.3
Responding to the Internal and External Environment
RedbridgeCVS must both anticipate and react to the internal and external issues outlined
above, and others yet to come. Our primary duty is to serve the long-term needs of our local
communities and to ensure that we are not led by chasing every short-term opportunity that
arises.
This strategic plan will help ensure that we focus on the right priorities and create action plans
to help us work towards a vibrant and dynamic future. We propose to review our progress in
implementing this plan annually and report on progress to the AGM.
4
AIMS, OBJECTIVES AND OUTCOMES
21
The National Association for Voluntary and Community Action (NAVCA) is the national
organisation for local voluntary and community sector infrastructure organisations. They
identify the traditional five core functions of a CVS as:
Services and support
CVS promote the effectiveness of local voluntary and community groups by providing them
with a range of services.
Liaison
As a focal point for the local voluntary and community sector, CVS encourage networking
between individuals and groups within the sector, and between local groups and the statutory
and private sectors.
Representation
With government encouraging involvement of voluntary and community groups in shaping and
delivering services, CVS enable the views of local groups to be represented.
Development work
Over the years, the local voluntary and community sector has pioneered some of the essential
public services that we now take for granted. This tradition has continued into the 21st century,
and today CVS take the lead in identifying gaps in service provision and work with groups to
develop new and innovative services to meet these needs.
Strategic partnerships
CVS work in partnership with local government and other statutory agencies to shape the
delivery of services. The CVS plays a key role in empowering local groups to take part in
partnerships and are directly involved in a wide range of regeneration, neighbourhood renewal,
health and social care, learning and other government initiatives.
RedbridgeCVS has reflected on these in its aims and in this section of the document we set
out specific objectives to achieve our aims, and identify outcomes that relate to each objective.
These are the product of internal planning, and consultation with partners and service users.
The objectives of our work can be classified as being: advocacy (A); training (T); information
advice and support, (I); networking (N); representation (R); funding and financial (F); and
community development(C).
4.1. Redbridge voluntary and community sector to be strong and strategic partners when
working with the local statutory bodies.
22
Objectives:
1. Facilitate and hold regular elections for Redbridge voluntary and community sector
representatives for strategic groups within the borough. (R) (N)
2. RedbridgeCVS to represent the voluntary and community sector as the Sector
Compact Champion. (R) (A)
3. Facilitate and provide training on effective representation and communication at a
strategic level, and other relevant support for Redbridge voluntary and community
sector representatives. (T) (I)
4. Enable and encourage Redbridge’s voluntary and community sector to access training,
advice, best practice examples, information and support to help them to maximise
influence and opportunities. (I) (N) (R )
5. Mapping of Redbridge’s voluntary and community sector resources in order to advise
both the statutory and voluntary and community sectors and assist with the
development of the voluntary and community sector. (I) (C)
6. Ensure that statutory sector partners are aware of the skills and resources of the
Redbridge voluntary and community sector and the opportunities these present. (A) (I)
7. RedbridgeCVS will continue to promote, publicise and facilitate opportunities for
involvement in consultation and regeneration activities of relevance to Redbridge
voluntary and community sector. (A) (I) (C)
Outcomes:
1. Elected Redbridge voluntary and community sector representatives attend appropriate
forums.
2. Voluntary and community sector interests championed through the Compact.
3. Redbridge’s voluntary and community sector representatives trained, supported and
confident in their roles.
4. Redbridge’s voluntary and community sector has opportunities to network and share
good practice, leading to a confident, independent and diverse sector sharing ideas
and vision.
5. Statutory partners seek the views and involvement of Redbridge voluntary and
community sector in all appropriate situations as a matter of course and seek local
solutions.
6. Redbridge’s voluntary and community sector are confident that the views of its
members/service users will be heard, considered, and where appropriate, acted upon,
by statutory sector colleagues.
4.2. Redbridge voluntary and community sector to maintain its independence and flexibility.
Objectives:
23
1. Facilitate training in strategic planning, business, and enterprise and other sector
specific training for Redbridge’s voluntary and community sector.(T)
2. Promote access to diverse funding sources and income generating methods through
Network meetings, newsletters, training courses, workshops and other appropriate
mechanisms. (F) (I) (T)
3. Promote good governance and good practice in the Redbridge voluntary and
community sector through targeted support, newsletters, training courses, workshops
and other appropriate mechanisms. (I) (T)
4. To strengthen the infrastructure and capacity of Redbridge’s voluntary and community
sector to enable groups to participate fully in service development and delivery.(A)(I)
5. To promote the continued development of the Compact. (A) (R ) (I)
6. RedbridgeCVS to facilitate voluntary and community sector input into reviewing
Compact, Redbridge Sustainable Community Strategy plans and other appropriate
strategic planning documents and processes. (R )
7. RedbridgeCVS will encourage consortium bids and other partnership working, as
appropriate, within the Redbridge voluntary and community sector. (F) (N)
8. RedbridgeCVS will provide information on national, local and central government
initiatives and encourage responses as appropriate. (I) (R)
9. RedbridgeCVS will research and disseminate information in relation to emerging
community needs to the sector. (C) (I)
Outcomes:
1. Redbridge voluntary and community sector be able to access relevant training and
good practice guidance.
2. Increased implementation of quality assurance systems by Redbridge voluntary and
community sector groups.
3. Redbridge voluntary and community sector in receipt of funding/income from a wide
range of sources, including grants, contracts and social enterprise.
4. Funders, service commissioners and other appropriate bodies aware of the needs of
Redbridge and the resources of its voluntary and community sector.
5. Redbridge voluntary and community sector well informed about opportunities to
develop its work and has the capacity to respond to these.
6. Redbridge voluntary and community sector has greater capacity, skills, confidence and
vision to develop new services and roles and respond to change
7. Redbridge voluntary and community sector actively monitors and reviews
implementation of the Compact.
8. Useful research findings available from RedbridgeCVS via the newsletter and on the
RedbridgeCVS website.
24
4.3. RedbridgeCVS to be a credible and authoritative representative of the voluntary and
community sector.
Objectives:
1. RedbridgeCVS will use the “Community” newsletters, eNews bulletins, websites,
Network meetings and other events to solicit, stimulate, gather and collate the views of
Redbridge voluntary and community sector. (R) (A) (N)
2. RedbridgeCVS will keep itself informed of best practice from the voluntary and
community sector locally and nationally and communicate this to the sector. (I)
3. RedbridgeCVS will attend and support relevant local partnership boards, networks and
forums, as appropriate, and will feed in the information collected and feedback
responses to the sector. (R) (N)
4. RedbridgeCVS will develop and maintain links with other local voluntary and
community sector networks, infrastructure organisations and identified individual
organisations. (R) (N)
5. RedbridgeCVS will develop and maintain links on behalf of the sector beyond
Redbridge. (R) (N)
6. RedbridgeCVS will achieve and maintain relevant quality marks/accreditation and
follow best practice in service delivery, governance, employment practices and people
development. (A)
Outcomes:
1. RedbridgeCVS is fully included in relevant planning and decision making processes.
2. Views of Redbridge voluntary and community sector are appreciated by statutory
planners in all appropriate consultations.
3. Redbridge voluntary and community sector feels confident its views are heard,
understood and acted upon, as appropriate, by statutory agencies, partnerships and
other relevant stakeholders.
4. Views of Redbridge voluntary and community sector are collected, processed and
widely shared in a fast and efficient manner.
5. RedbridgeCVS maintains regular dialogue with other voluntary and community sector
infrastructure organisations and larger voluntary organisations in Redbridge.
6. Stakeholders feel confident that views reported via representatives supported by
RedbridgeCVS or directly by RedbridgeCVS staff reflect the range of local voluntary
and community sector opinion.
7. Stakeholders feel confident that views expressed via RedbridgeCVS reflect those of
the wider Redbridge voluntary and community sector, and not of particular
organisations or RedbridgeCVS itself, except where explicitly stated.
25
8. RedbridgeCVS is identified as an example of good practice in the voluntary and
community sector, as a learning organisation, demonstrating a commitment to best
practice, quality and equality of opportunity for all.
4.4. RedbridgeCVS to be able to respond to Redbridge voluntary and community sector
support and development needs, enabling Redbridge’s voluntary and community sector to
grow to meet local needs.
Objectives:
1. RedbridgeCVS will, within available resources, provide or facilitate direct access to
resources for Redbridge voluntary and community sector groups; including; copier, ICT
(including web and email access), fax, meeting space, community accountancy, payroll
services. (I)
2. RedbridgeCVS to deliver services to support the recruitment and deployment of
volunteers. (T) (C)
3. RedbridgeCVS to provide support, advice and outreach services on such needs as
governance, fundraising, human resources (including recruitment) and ICT. (I)
4. RedbridgeCVS to work to increase the level and quality of referrals to the Redbridge
voluntary and community sector. (C) (N)
5. RedbridgeCVS to promote the public awareness of the value of the voluntary and
community sector and the role and range of services provided by the Redbridge
voluntary and community sector. (I)
6. RedbridgeCVS to support Redbridge’s voluntary and community sector to engage with
the lifelong learning agenda, including through links with Redbridge Institute and the
Community Learning Partnership Trust (T)
7. RedbridgeCVS to support a range of community building opportunities and address
inequalities and quality of life concerns, including working with faith based groups and
community associations. (C)
8. RedbridgeCVS to monitor the range of unmet needs in the community and work to
stimulate appropriate Redbridge voluntary and community sector responses, including,
where necessary, the establishment of new services. (I)
9. RedbridgeCVS to function as a community development organisation able to respond
to the changing needs of the sector and the community it serves. (C)
Outcomes:
1. Redbridge voluntary and community sector groups able to access appropriate
resources, including office services and high quality advice and guidance.
2. Redbridge voluntary and community sector groups able to access and properly
manage and support appropriate volunteers.
26
3. Redbridge voluntary and community sector groups receive increased levels of
appropriate referrals from both statutory agencies and the public.
4. Redbridge voluntary and community sector groups accessing and delivering lifelong
learning services and appropriate learners taking part in lifelong learning courses.
5. Redbridge community groups are confident that RedbridgeCVS understands their
needs and can support them.
6. Redbridge voluntary and community sector deliver a wide range of local services
meeting appropriate local needs.
4.5. RedbridgeCVS to continue to encourage, support and facilitate the development of
sustainable communities.
Objectives:
1. RedbridgeCVS will work actively towards combating the poverty and disadvantage that
exclude or constrain the opportunities of many individuals, groups and communities
from full participation in civic life. (C)
2. RedbridgeCVS will support and work to the Redbridge Sustainable Community
Strategy and with relevant local partner agencies. (C)(R)
3. RedbridgeCVS will seek to ensure that the health related needs of Redbridge residents
are promoted and the voluntary and community sector is supported to play a full part
in the development and management of local NHS bodies. (C)(R)
4. RedbridgeCVS seek to ensure that the voluntary and community sector is fully involved
in consultative forums, partnership developments and collaborative working. (R)(A)(N)
Outcomes:
1. Projects which work with individuals, groups or communities whose full participation in
society is otherwise limited by economic, political or social disadvantage.
2. Projects and direct work with NHS bodies in Redbridge to facilitate developments in
services in community health, mental health, and physical wellbeing.
3. Projects and initiatives which facilitate opportunities for public engagement in the
planning and delivery of services.
4.6. RedbridgeCVS to provide sound planning for sustainability in order to continue the
furtherance of our work supporting the voluntary and community in Redbridge.
Objectives:
1. In order to secure a sound financial base, both for RedbridgeCVS and for the sector,
RedbridgeCVS will strive to secure sufficient resources to ensure the continuation of
27
services for the voluntary and community sector and deployment for staff and
volunteers. (F)
2. To identify and promote funding and other resource opportunities available to the
sector.(I) (F)
3. To diversify and extend the sources of funding and to increase the duration of funding
from Local Authority and other statutory funders to provide a longer-term financial basis
on which to plan and operate. (A) (F)
4. To facilitate access to financial planning and support services. (T) (F) (I)
5. To promote resource sharing.
6. To facilitate and promote sector capacity building through human resource
development. (T)
Outcomes:
1. RedbridgeCVS in receipt of funding from a range of funders, including statutory and
charitable sectors.
2. An increased range of funding streams available to and accessed by the voluntary and
community sector in Redbridge.
3. Longer-term funding secured from statutory sources.
4. RedbridgeCVS providing infrastructure support and business start-up opportunities to
voluntary and community sector organisations.
5. RedbridgeCVS providing a Volunteer Centre for Redbridge.
6. RedbridgeCVS to generate income from contracts in order to support the delivery of
work meeting our key Aims.
28
5.
FINANCIAL PLAN
5.1. Background
With national reductions in the availability of grants for infrastructure work of the kind delivered
by RedbridgeCVS and its Volunteer Centre, we have focused on winning contracts under
commissions and generating surpluses from some activities in order to build up appropriate
levels of reserves as well as enabling us to fund some of our core activities. We have also
introduced charges for some of our services (such as training and consultancy support). Our
charges are on a sliding scale with small voluntary and community organisations receiving
subsidised rates.
RedbridgeCVS is dependent on funding from external sources in order to provide services and
support to the local voluntary and community sector groups that we exist to serve. We currently
receive funding through a mix of grants and commissions. As at 1st October 2014,
RedbridgeCVS’ main funders are London Councils, Sport England, the London Borough of
Redbridge and the Redbridge Clinical Commissioning Group (CCG). Other funding is secured
for specific initiatives such as MOPAC’s funding for our work on community engagement and
policing. There is some income generated from sale of services (such as training and room
hire) and management fees from our contract-management delivery led by our Employment
and Skills Team (which delivers a range of contracts, including acting as a Lead Partner in
consortium bids). All grant funding is time-limited which has implications for the structure of the
organisation, staff retention and continuation of services. It is therefore essential that we
develop a funding strategy which recognises the activities that we see as core, key and
optional, and can help us to secure our long term future and the continued development and
delivery of the services we provide.
29
5.2. Current Income
Income
EaST - Job Shop Community Outreach - London
Councils ESF - LBBD
EaST - Get Working - London Councils ESF LBWF
<1%
EaST - Women Works - London Councils ESF
1%
<1%
<1%
Volunteer Centre - LBR
<1%
1%
1%
2%
Fit for Fun - Community Sport Activation Fund
<1%
<1%
1%
<1%
RedbridgeCVS Strategic Partners - LBR
<1%
1%
EaST - Get Redbridge Working - London
Councils ESF - LBR
2%
Tuberculosis Awareness Service - LBR
3%
EaST - Skills Support for the Unemployed - SFA
- Community Links
4%
Fit for Fun - LBR
4%
Mental Health Project - NHS Redbridge CCG
47%
5%
Health Partnerships Project - NHS Redbridge
CCG
Community Learning - RIAE
5%
Community Fundraiser - LBR
Strategic Partners - Economy - LBR
8%
HIV Awareness - LBR
12%
Community Fundraiser - Olympic Legacy Fund
Volunteer Centre - Olympic Legacy Fund
Community Fundraiser - LBR
PaVSP - LBR
Big Lottery Advice Services Transformation
Fund - Citizen Advice Bureau
HIV Awareness - Positive East
Redbridge Safer Neighbourhood Board MOPAC
30
5.3.
Current Situation (as at 1st October 2014)
RedbridgeCVS strives to ensure that it has a diverse range of funding streams, and we
continue to submit bids to a range of appropriate funders for new and innovative work. The
timeline below has trigger points highlighting when new funding bids need to be made for
existing work.
Our current funding comes from the London Councils ESF, Sport England, London Borough
of Redbridge, London Borough of Barking and Dagenham, London Borough of Waltham
Forest, NHS Redbridge Clinical Commissioning Group, Redbridge Institute, SFA, Positive East
and MOPAC. We are very grateful to all our funders for supporting our work.
Our largest funder is currently London Councils ESF and we are currently in the final year of
our largest ever contract delivery. We have been successful in securing 4 contracts from
London Councils allowing us to deliver Employment and Skills contracts in Boroughs beyond
the borough of Redbridge. This work has been delivered in Barking and Dagenham, Newham,
Waltham Forest, Havering, Greenwich and Bexley. This work was developed as a way of
supporting smaller voluntary organisations in Redbridge and beyond that want to win tenders
to deliver learning and skills contracts and as an income-generator to support our core activities
of supporting Redbridge’s voluntary and community sector. This work is funded on a paymentby-results basis. We continue to seek further employment and skills contracts and to develop
this aspect of our work.
We are in the concluding year of a 3 year cycle of funding which we have received from the
London Borough of Redbridge (LBR) as a Strategic Partner with respect to our role as a
capacity builder for the voluntary and community sector in Redbridge. LBR is currently
reviewing the administration of its Corporate Grants programme and at the time of writing we
do not yet know the outcome of this review. We have also secured 3 years’ funding from
London Borough of Redbridge (Public Health Department) for a TB Awareness project and are
also delivering a small sub-contract on HIV Awareness with another local charity (Positive
East). We are also delivering year 2 of a 3 year commission from LBR to deliver a fully
functional and accredited Volunteer Centre. We have had another successful year delivering
bespoke training to the voluntary sector as a sub contractor to Redbridge Institute. We have
also successfully managed to secure funding from the Olympic Legacy Fund, to deliver 2
projects. The first is match funded by LBR’s Community Fund, and allows us to continue to
offer one to one fundraising support to local groups, the second project, “Volunteering for
Enhanced Employability” is enabling us to develop a new project offering support and training
for volunteers seeking paid employment. We have managed to secure 3 years funding from
Sport England to further develop our existing Fit for Fun programme, which means that we are
31
now able to offer our bespoke exercise programme in the neighbouring borough of Waltham
Forest in partnership with Voluntary Action Waltham Forest.
We continue to look at innovative ways of income generation, and since our last Strategic Plan
was developed we have successfully introduced charges for training on site and offer bespoke
in house training to organisations. Venue hire continues to be popular due to our competitive
prices and central location. As lead partner on contracts with London Councils we charge a
management fee to our subcontractors and also deliver some parts of these contracts on a
payment-by-results basis.
The basis on which services are funded continues to evolve and change to reflect a general
move from grants to contracts and we continue to use and promote a full-cost-recovery model.
The changing financial and structural context continues to have major implications for the
organisation and staff. The organisation has restructured to reflect the current and proposed
profile of activities and continues to seek ways to ensure that we can deliver our key aims and
objectives with financial sustainability.
32
5. 4.
Funding Timeline
This is correct as at 1/10/14. The Board of Trustees receive and consider an update to this document at every meeting.
GRANT /
CONTRACT
VALUE
FUNDER
PROJECT
TIME FRAME
London Councils ESF - LBBD
2,128,118
EaST - Get Working
London Councils ESF - LBWF
541,667
Jun 2012 - Oct 2014
EaST- Women works
London Councils ESF
376,040
Mar 2013 - Sep 2014
EaST - Get Redbridge Working
London Councils ESF - LBR
190,000
Fit for Fun
LBR
80,990
Apr 2014 - Mar 2015
Health Partnerships Project
NHS Redbridge CCG
58,595
Apr 2014 - Mar 2015
Mental Health Project
NHS Redbridge CCG
59,313
Apr 2014 - Mar 2015
PaVSP
LBR
8,000
Apr 2014 - Mar 2015
Redbridge Safer Neighbourhood Board
MOPAC
5,200
Apr 2014 - Mar 2015
RedbridgeCVS Strategic Partners
LBR
190,890
Apr 2012 - Mar 2015
Volunteer Centre
LBR
225,000
Apr 2013 - Mar 2016
Community Learning
RIAE
79,560
Sep 2013 - July 2015
Community Fundraiser
LBR
8,900
Apr 2014 - Sep 2014
Big Lottery Advice Services Transformation Fund
Citizen Advice Bureau
6,000
Apr 2013 - Mar 2015
Volunteer Centre
Olympic Legacy Fund
14,405
Jun 2014 - May 2015
Community Fundraiser
Olympic Legacy Fund
14,965
Apr 2014 - Mar 2015
Strategic Partners - Economy
LBR
24,360
Apr 2014 - Mar 2015
Tuberculosis Awareness Service
LBR
105,000
Apr 2014 - Mar 2017
Fit for Fun
Community Sport Activation Fund
244,178
May 2014 - Mar 2017
EaST - Skills Support for the Unemployed
SFA - Community Links
133,726
Feb 2014 - July 2015
HIV Awareness
LBR
19,498
Feb 2014 - May 2014
HIV Awareness
Positive East
6,000
Jun 2014 - Dec 2014
Community Fundraiser
LBR
27,900
2014 2015
Apr May Jun
2015 Jul Aug Sep Oct Nov Dec Jan Feb Mar 2016
Feb 2012- Mar 2015
EaST - Job Shop Community Outreach
Jul 2013 - Sep 2015
Aug 2014 - Jul 15
KEY:
Secured funding
Funding bid to be made
33
Apr May Jun
2016 Jul Aug Sep Oct Nov Dec Jan Feb Mar 2017
Apr May Jun
Jul Aug Sep Oct Nov Dec Jan Feb Mar
6.
REVIEWING IMPACT
RedbridgeCVS strives to be effective in all that we do. We recognise that we have a diverse
range of stakeholders that we need to involve in all aspects of our work. These stakeholders
are identified as any individual or organisation who is affected by what we do, and include our
staff and volunteers; voluntary and community sector organisations in Redbridge and their
members; our funders and strategic partners.
We seek to achieve our aims and objectives in a range of ways, using a range of techniques,
projects and tools. We also seek to monitor and measure the impact of what we do, in order
to prove the effect of our work, and to improve that work to generate better outcomes.
We undertake this monitoring using a range of tools and techniques, but with the following
principles:

Find out what is important - then seek ways to measure it (ie don’t find what is easy to
measure and then find ways to value it)

Quantify the outcomes agreed following qualitative engagement with stakeholders

Balance feasibility with robustness

Involve Stakeholders

Understand what changes

Only include what is material

Do not over claim

Be transparent
We monitor and measure the impact of our work in a range of ways, relating to the types of
work we are undertaking and, in some cases, the specific requirements of our funders. (Our
funders all require us to report on our work in a range of ways, sometimes, but not always,
including asking us to capture the impact of what we do.)
We undertake annual satisfaction surveys with all the voluntary and community sector
organisations in Redbridge that we seek to serve to ask them if they feel we are supporting
them appropriately and effectively and asking them to suggest new services or new ways of
delivering support. We ask all the learners that attend our training courses to complete
feedback forms to help us ensure that the training we deliver is appropriate and meets their
needs, and use these responses to improve the effectiveness of future courses. We have also
developed a range of bespoke tools to help us monitor the impact of our work. For example,
our Fit For Fun project uses qualitative impact measurement tools for participants to record
their perception of the improvements in their health as a result of taking part in the programme.
Our “TB Buddy” project uses a ‘quiz’ before and after each community information session to
34
check that the key public health messages are heard and to show the difference in
understanding before and after our visits. We also use case studies, quantitative measures
and a range of ‘hard’ and ‘soft’ measures to monitor the impact of our work. We give clear
feedback to any stakeholders that we seek views from and can demonstrate how we have
changed our work to meet their expressed wishes and needs.
35
APPENDICES
The following sections provide details of RedbridgeCVS organisational structure and management
team.
Appendix 1
Trustees and staff of RedbridgeCVS
RedbridgeCVS Trustees at October 2014
Name
Position
Brian Spinks
Chair
Keith White
Vice Chair
Ali Qureshi
Treasurer
Ram Bhandari
Amy Burgess
Bashir Chaudhry
Val Cummins
Mandeep Gabhari
John Garlick
Valrie Gittens
Catherine Rowan
Cllr Mark Santos
Local Authority Observer
Redbridge Staff as at October 2014
Name
Position
Aqida Abbasi
TB Health Buddy
Tracy Andrews
Fit for Fun Project Manager
Nnenna Anyanwu
HIV Health Buddy
Joana Branco
Employment & Skills Administration Officer
Martyne Callender
Employment & Skills Team Manager
Sherri Dempsey
Employment & Skills Project Officer
Ross Diamond
Chief Officer
Yeva Dobrovolska
Employment & Skills Training Officer
Karolina Dylewska
Administration Officer
Tricia Edeam
Fit for Fun Outreach Worker
Chrissi Eibisch
Employment & Skills Partnership & Monitoring Manager
Nargis Farzana
TB Health Buddy
36
Lorna Grazette
Employment & Skills Administrator
Ola Kanu
TB Awareness Project Coordinator/ Community Fundraiser
Dildar Khan
TB Health Buddy
Dipa Kotecha
Fit for Fun Outreach Worker
Malini Kotecha
TB Health Buddy
Nosheen Malik
HIV Health Buddy
Linzi Mansfield
Employment & Skills Apprentice Administrator
Binal Mehta
TB Health Buddy
Gian Marco Milazzo
Employment & Skills Job Brokerage Coordinator
Adiilah Moosafeer
TB Health Buddy
Trish Mossey
Training Manager
Eileen Mutanhu-Mpofu
HIV Health Buddy
Armenella Peake
Employment & Skills Project Officer
Liz Pearce
Operations Manager
David Sadiq
HIV Health Buddy
Harjit Sangha
Finance Manager
Grace Serrao
TB Health Buddy
Ghandi Sooriyakumar
TB Health Buddy
Jyoti Tandel
Finance Assistant
Suresh Vasishtha
TB Health Buddy
Bojana Vojinovic
Volunteering Brokerage Coordinator
Swati Vyas
Health Partnerships Manager
Liz Walker
Volunteer Centre Manager
Colin Wilson
Information Officer
37
Appendix 2: Management Structure as at October 2014
38
Appendix 3
Corporate Members
RedbridgeCVS is currently reviewing its membership system and will be proposing a
new membership structure at the AGM in October 2014. For further information,
please
contact
our
Chief
Officer,
Ross
Diamond,
at
RedbridgeCVS
([email protected] or 020 8553 1004)
Corporate Members are those organizations currently entitled to vote at our Annual
General Meeting. In order to become a member, organisations must apply to
RedbridgeCVS and must be in support of the aims, objectives and the Equal Opportunity
Commitment of the organisation.
The following organisations are corporate members of Redbridge Council for Voluntary
Service.
Age UK Redbridge
Bengali Welfare and Cultural Society (Redbridge)
Carers Trust
City Gates
Disability Redbridge/Ilford Shopmobility
ELHAP
Jewish Care
League of British Muslims
Lifeline Community Projects
Millgrove
Positive East
Pre-School Learning Alliance
Redbridge & Chigwell Muslim Association
Redbridge Carers Support Service
Redbridge Children & Young People’s Network
Redbridge Citizens Advice Bureau
Redbridge Concern for Mental Health
Redbridge Conference of Voluntary Youth Organisations
Redbridge Forum for People with Learning Disabilities and their Carers
39
Redbridge Indian Welfare Association
Redbridge Muslim Women's Social Group
Redbridge Equalities & Community Council
Redbridge Samaritans
Redbridge Voluntary Care
Redbridge Action Against Domestic Abuse
Refugee & Migrant Forum of Essex and London
Relate North East London
Redbridge Indian Social Klub
Victim Support Redbridge
Vision Redbridge
RedbridgeCVS is currently reviewing its membership system, and will be proposing a
new membership structure at the AGM in October 2014. For further information, please
contact our Chief Officer, Ross Diamond, at RedbridgeCVS ([email protected] or 020
8553 1004)
40
Appendix 4
Voluntary and Community Sector Contacts
RedbridgeCVS has a database of just under 600 organisations and holds an email list of
around 900. The database is available on-line at:http://www.redbridgecvs.net
There is a great wealth of experience and expertise within the sector which can be
utilised for the benefit of the local community. We want to ensure we are representing
the views of the sector and that we are responding to the needs that exist or emerging.
We want to leave no group behind, so contact us if you have any queries or want help
or assistance. All our work is carried out within an equal opportunities framework and we
do not discriminate against any group. We are here to help you grow and become
stronger.
We look forward to working with you over the next five years!
41