Voluntary Sector Transformation

Conditions

Great Yarmouth has a vibrant voluntary and community sector, which has a track record of partnership working and delivering services through consortia agreements. Despite this, and similar to the national picture, the sector has struggled to cope with a rapidly changing funding environment, and this has been particularly noticeable amongst medium-sized organisations.

A recent survey of more than 80 VCSE organisations and community groups operating in Great Yarmouth, found that 60% were using their reserves to maintain service levels. Amongst 80% of groups demand for their services has increased, whilst at the same time, a quarter of services were unsure if their service would survive into the next financial year. However the survey responses showed that more organisations are working together, but there is confusion about how best to support people with multiple and complex needs resulting in costly duplication.

Aims & Objectives

The services provided by local organisations (specialist services, local employers, commissioners and grant making bodies) will be transformed by recognising and valuing the benefit of working with communities.

Rationale

  1. Great Yarmouth has a track record of delivering services through VCSE-led consortia.
  2. The Local ASFT project has acted as a catalyst for co-location of some services.

Inputs

8 Big Lottery Funded Posts

  1. 3 x Service Connectors
  2. 3 x Life Connectors
  3. 2 x Multi-Disciplinary workers

3 x GYBC funded Neighbourhood Managers

VCSE Community Development Worker post, funded through Norfolk’s Adult Social Care, Health East CCG, Early Help Children’s Services, Public Health and GYBC.

Activities

  1. 1-1 personal development coaching, focusing on setting manageable goals, identifying new coping strategies, and adopting behavior changes.
  2. Establish and promote the single point of contact for the NTW team.

Upskilling NTW and other multi-agency project staff in strengths focused community development principles.

Outputs

  1. 400 people supported to overcome at least one personal challenge, 2000 maintaining first-time involvement in community activity / employment.
  2. 800 people experience smooth, seamless referrals into services through single contact point, 400 report improved well-being through having issues addressed.
  3. 15 specialist services report 80% decrease in duplication.

Intended Outcomes

Commissioners and grant-making bodies will report that their activity has become more responsive to local need

Intended Impacts

  1. VCSE providers drive forward a transformation agenda, with sustainable reductions made to costly and time-consuming duplication, including overlapping back office functions.
  2. Advice and guidance becomes embedded within communities; re-defining the relationship between residents with complex needs and service providers.

The bigger picture

Community Resilience

Working directly with communities to strengthen networks and capacity at a grass roots level.

Theory Of Change

Our unique theory of change recognises that connections and encounters can together affect positive change, increasing resilience and building better communities.