The Communication Trust

Response to the Office of Civil Society consultation on a new fund to support the sustainability of voluntary, community and social enterprise sector organisations

Contents

Response to the Office of Civil Society consultation on a new fund to support the sustainability of voluntary, community and social enterprise sector organisations

About the Communication Trust

Section 1: What Support is Needed, by Who and Where?

1.1 What type of support is needed?

1.2 How can we best encourage pro-bono support alongside paid-for support

1.3 How do we define organisations in-need of support?

1.4 What might be an effective approach to identifying those ‘in-need’, particularly given that these factors could be seen as negative and organisations might be unwilling to admit to them?

1.5 Which vulnerable and disadvantaged groups are most in need

Section 2: How Should Support be provided?

2.1 How do we identify the right beneficiaries?

2.2. Are there existing tools that would enable us to do this?

2.3 Could we use existing local knowledge to identify appropriate organisations, for example by utilising a nomination approach?

2.4 Which local bodies or partnerships could best provide local knowledge? E.g. local infrastructure such as Councils for Voluntary Service, Local Enterprise Partnerships, Local Authorities?

2.5 Should we use third party intermediaries to deliver effective support? How could a model like this be made to work effectively?

2.6 Is there an appropriately sized and experienced body of potential intermediaries available to fulfil this role?

2.7 How would we ensure that intermediaries are appropriately held to account and challenged to deliver effectively

2.8 What lower limit would be appropriate for identifying organisations having the desired impact in communities?

2.9 What size of grant should be provided?

2.10 How do we ensure effective engagement from both support providers and frontline organisations

2.11 What other ways could ensure effective engagement from all parties?

Section 3: How can the Design of the Fund Ensure Long Term Impact?

3.1 Which of the proposals for achieving sustainability do you think are likely to be most effective? How else can we ensure lasting impact

3.2. What other ways could individual projects maintain their activity after 2015/16?

3.3. What other ways could we sustainably grow the market of support for frontline voluntary organisations?

About the Communication Trust

The Communication Trust is a coalition of almost 50 not-for-profit organisations.

Working together we support everyone who works with children and young people in England to support their speech, language and communication.

Our work focuses on enabling all children and young people to communicate to the very best of their ability, including those children and young people who struggle to communicate because they have speech, language and communication needs (SLCN).

We fulfil our vision through 4 strategic objectives including:

To strengthen our networks with even better co-ordination and collaboration across the third sector:

We will build capacity of third sector specialist organisations in speech, language and communication and SLCN to maximise impact and reach for children and their families. We will gather together and work with third sector organisations, social enterprises and community interest companies whose work can help more children and young people to develop their speech, language and communication skills to their full potential.

In 2008 we were a best practice case study for collaboration in the Office of Civil society publication.

We are therefore delighted to respond to this consultation representing a sector which provides essential support for children and young people and those who work with them and their families. In responding we have consulted our membership of 48 third sector organisation and the views set out below are on behalf of the sector. We have answered the questions we felt we could make a contribution too.

Section 1: What Support is Needed, by Who and Where?

This section asks questions around how we target the fund to maximise impact under headings of:

1.1 What type of support is needed?

Reflecting on the journey to sustainability, what types of support will have the greatest impact and why?

We concur that your suggestions of a needs analysis and business planning will support a variety of organisations. Organisations need to know what they don't know before they can plan for the future.
Organisations need to be clear about what they’re hoping to achieve, the best way to achieve this and to understand the systems and resources they’ll require to do this most effectively. This generally requires investment in the sector of resource for organisations to run with good business principles, which helpthem, deliver on clearly set strategic goals.
Expert support in financial modelling and sustainability would enable organisations to plan more effectively in the short, medium and long term
Organisations need to be better able to undertake budget planning which would include how to do complete cost recovery in addition to understanding how to cost save. In addition we would suggest a focus on controlling costs. Organisations often struggle to fully know what their true cost base is and how to budget and price their offers in a way which recognises full cost.
Smaller VCSE organisations may not have dedicated fundraising staff and those who do may not have staff with industry standard training. The support of consultants could help them understand what they need, but they will need fundraisers to maximise what they have learnt so funding for a trained and experienced fundraiser is essential. In addition it would be useful to explore the possibility of matched funding from other sources to contribute to this fund.
In today’s funding environment it is essential that VCSE can show their impact- many organisations are still confused as to how and what to do- it is essential that this is delivered in a bespoke way for each of the organisations as they are all coming from different places.Expertise in key principles of social innovation and social return on investment would do much to support organisations to understand how to plan for this approach.
Organisations need support in moving from statutory grant funding to operating in traded models supplying services under contract. This is increasingly the environment in which organisations need to reach their beneficiaries. However, many organisations struggle to develop their offer in this way and require support with costing and modelling and contract management. There is also a tension between the purely charitable model and traded model that many organisations and their supporters can struggle to align.
Additionally, support which allows organisations to shape their own ways and styles of working in a sustainable way should be considered. Here it’s important to reflect on ways to support organisations to invest in leadership. e.g. mentoring, coaching, action learning sets
We would advocate a fund which allowed flexibility for fundees in shaping what they were able to be supported with.
We would also suggest that a clear strategy for organisations on how to communicate outcomes of any funding and lessons learned across the sector is built into any new fund. Despite the need for bespoke approaches, there is likely to be key principles and approaches that can apply across a number of organisations. Building this into the fund would ensure messages are shared

1.2 How can we best encourage pro-bono support alongside paid-for support

All types of support should be considered. Organisations offering pro-bono support can make a valuable contribution to third sector organisations. However, the key around any support, pro bono or otherwise is to enable sufficient scope for the shaping of that support. Often this works well in collaboration, with recipients and supporters pooling their expertise, shaping the offer to effectively and efficiently meet the needs of the organisation. Often pro bono support is offered in a prescriptive menu which does not allow for tailoring.
Some organisations may also not valuepro bono support as highly as paid for support, so clear information as to the benefits for both sides would be useful.
However support is provided, organisations need to be clearly able to assess its overall impact.
Pro bono support would need to be offered making clear three things:
Clear benefits for the organisation offering the support.
Clarity of what they need to achieve in terms of outcomes for the client.
No difference in the service level agreement or delivery of service whether paid for or not.
If pro-bono support is offered it is essential that it is promoted effectively so the organisations that need it are aware of it and it is easy to access.
It would be useful to see whether VCSE providers might be encouraged to “trade” skills and support with one another on a pro bono exchange basis. For example, an organisation which has an impressive record of winning contracts may wish to offer specific amounts of support in exchange for a similar offer from another with expertise in business planning.

1.3 How do we define organisations in-need of support?

The key factors are those risks presenting, which if realised would undermine an organisations ability to operate. These include:
Lack of business planning
Relying on a small number of sources of fundingand relying on one source for more than 65% of their funding
Not preparing for a reduction of funding, for example being ready and prepared for when grant or contract funding runs out
Lack of notice on the ending or non-extending of contracts
Lack ofnecessary skills, e.g. if there is a lack of the following; income generation, budget management, tendering for contracts and grants.
Organisations working in an environment which has undergone a major shift in how funding is provided/sought following policy or legislative reform – e.g.: sectors where markets have been created for provision of services under contract
Organisations with a stated intent to move into a new market or area of operation with a different way of securing their income
Organisations without a track record of successfully winning bids for contracts or funding
Organisations without a track record in impact measurement
In addition could you have weighted criteria? Even those with large income may have sustainability challenges that need addressing for example organisations where established leadership has changed or the core purpose/activities of the organisation is changing in line with the changing needs of beneficiaries
Also worth considering is the organisations ability to deliver on its outcomes, if it has traditionally not delivered its objectives, or provided appropriate services to its beneficiaries. This will require careful consideration if a further investment fund is what they need.

1.4 What might be an effective approach to identifying those ‘in-need’, particularly given that these factors could be seen as negative and organisations might be unwilling to admit to them?

The assessment of these factors needs to be completed in a fair and transparent way. This is not about blame or lack of leadership, this is about sensibly identifying what your organisation needs and how you can access it.
A simple questionnaire covering the key questions (not too onerous) could be promoted via cross sector bodies to all their memberse.g. ACEVO, NCVO and then to specific sector led coalitions e.g. CDC, The Communication Trust etc.
The messaging needs to be clear and simple:e.g.what help do you need, this is how you apply, this is the difference this fund could make, etc.
We would advocate the possibility of staged access to the fund, which could allow for feasibility work and initial support to allow organisations to analyse their needs and then prioritise areas for focus.

1.5 Which vulnerable and disadvantaged groups are most in need?

Rather than answer each question in turn we propose the following to cover all aspects of this question:

The DWP definition can be helpful in supporting certain sections of the sector and community, yet it should not be considered an exhaustive list. It includes broad categories which within them may include groups with specific needs which, while not proportionately higher or more prevalent than others, present long term barriers to achieve improved outcomes if their needs are not met. For example, our sector works predominantly with children and young people with speech, language and communication needs and these are not listed within these categories.
Beneficiaries may also experience greater disadvantage or vulnerability at specific times. For example the sector in which we work that supports children and young people will be greatly challenged in the coming years. We will have an important role to play in supporting beneficiaries in a new legislative and service context following the passage of the children and Families Act 2014, which has totally revised special education, needs provision.
There is a balance to be struck between funding which fairly represents the experience of disadvantage which the VCSE traditionally aims to support and alleviate, and to counteract the traditional imbalance of funding to specific subsectors and issues. Some areas of need are much less understood than others and in many ways have a greater need than those where there is already a clear understanding of the issue. Its important organisations representing these issues are not overlooked due to a general ignorance or lack of understanding of the issues. Linked to this is funding for organisations that provide support to a relatively niche, possibly low incidence issue that nonetheless has huge need. Allowing access to this fund for organisationsthat are best placed to support needs which nobody else can meet will be important.
Criteria therefore need to look not only at static measures of disadvantage but also temporary or reactive causes such as political, social, economic, technological and geographical factors, which may create greater vulnerability for certain groups at certain times.

Section 2:How Should Support be provided?

This section asks questions around how we deliver the fund to maximise impact under headings of:

2.1 How do we identify the right beneficiaries?

Could we use a light touch self assessment tool that would identify the likelihood that an organisation is appropriate from simple evidence and data?

In principle this could be a useful approach. It would be non threatening and allow organisations a level of diagnosis of their own needs, which will help with identification of support and all them to recognise the benefits. However it is essential the variation across the VCSE sector is truly recognised here in terms of capacity and ability to do this. Therefore any tool needs to be simple and easy to use in order to access the information that is needed
The tool should be developed in consultation with sector support organisations
Sector support organisations could also be funded to support organisations in using a tool or conducting a self assessment
Any tool should also be capable of not only telling organisations what they need to improve,but also what their areas of strengths may be – often acting as protective factors

2.2. Are there existing tools that would enable us to do this?

There are tools and techniques in governance and leadership practice which could be useful, but we are currently unaware of a single tool which would do this comprehensively in a way which allows organisations to shape what they get from it most helpfully to their outcomes

2.3 Could we use existing local knowledge to identify appropriate organisations, for example by utilising a nomination approach?

The risk with this is that the funding may not reach the organisations that need access to it most- it would reach the ones that have heard of the funding
Additionally, some organisations don’t have local identities but could have huge potential to provide reach and service in a variety of locations if supported more centrally. Using an approach which allows for national level support rather than wholly and solely through regional or local support will also help those organisations who now need to have a more localised offer in the revised context of provision of support
It would be helpful to use a variety of dissemination methods such as social media, local third sector capacity building organisations, national third sector coalitions and local networks, in order to reach the organisations that need it most

2.4 Which local bodies or partnerships could best provide local knowledge? E.g. local infrastructure such as Councils for Voluntary Service, Local Enterprise Partnerships, Local Authorities?

We would endorse use of the groups listed and would additionally recommend including parents, children and young people's voices via local Parent Partnership Networks

2.5 Should we use third party intermediaries to deliver effective support?How could a model like this be made to work effectively?

It is important that intermediaries work hard to develop a relationship with organisations they are working with. There is a need to work on a foundation of trust and with a collegiate approach if intermediary work is to be effective. When approached well, the use of intermediaries can be an extremely productive and effective way of working, magnifying ultimate reach.
If using third parties we would concur with the proposed elements that need to be covered. I.e. needs analysis.Once needs have been identified, funding put in place and freeing up of staff we would also recommend training of those staff so it is sustainable
Intermediaries should be vetted and approved and should have some competitive advantage (e.g. they are given an ‘account manager’ or a named contact to speak to etc)
Intermediaries should be registered with any scheme/fund and be able to demonstrate their ability to work with the sector and on the issues for which support is required
Funded/supported groups should have a say in the intermediary they work with – often there is a very important dynamic at play in the relationship which impacts on outcomes – especially if the change is difficult
VCSE based intermediaries should also be supported to form collectives or combine their offer to an established provider – e.g. organisations may pool expertise from their own experience and be able to offer support collectively as intermediaries

2.6 Is there an appropriately sized and experienced body of potential intermediaries available to fulfil this role?

There are a growing number of organisations which could work in this way. The Communication Trust have developed a relationship with ACEVO solutions to explore a way of providing support to organisations in the VCS entering an emerging SEND market
It would be useful if an element of the fund could be used to allow VCSE organisations or those with an individual career background in the VCSE access to seek funding to develop intermediary offers in this way.
We would certainly declare an interest in being supported to fulfil an intermediary role for our 48 member organisations having developed expertise in the context in which they work and on the issues and audiences they aim to support

2.7 How would we ensure that intermediaries are appropriately held to account and challenged to deliver effectively?