This is Us - Full Report

The state of the voluntary and community sector in Kensington and Chelsea 2010

This is Us

1T H I S I S U S : T H E S TAT E O F T H E V O L U N TA R Y A N D C O M M U N I T Y S E C T O R I N K E N S I N G T O N A N D C H E L S E A

ContentsForeword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Background to the Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 5

Part A – Profile Of The Sector . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 7

Part B – Managing Strategic Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 11

Part C – Voluntary And Community Sector Funding And Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 18

Health And Wellbeing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 20

Part D – Partnership Working, Voice And Influence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 27

Looking To The Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 34

Appendix –

Appendix A – Further Comments From Respondents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 38

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Page 39

T H I S I S U S : T H E S TAT E O F T H E V O L U N TA R Y A N D C O M M U N I T Y S E C T O R I N K E N S I N G T O N A N D C H E L S E A2

T H I S I S U S : T H E S TAT E O F T H E V O L U N TA R Y A N D C O M M U N I T Y S E C T O R I N K E N S I N G T O N A N D C H E L S E A 3

positive view of the voluntary and community sector (VCS) in

Kensington and Chelsea. As we move into 2010 the sector faces

and what this might mean for public funds which support the

work that we do. The final report of the Big Squeeze1 following

a campaign led by London Voluntary Service Council (LVSC),

brought to the attention of the sector and in particular the

London Mayor the fact that workload is increasing as voluntary

and community organisations (VCOs) support those who have

fallen victim to the impact of the recession. It also showed the

need for recognition of the sector and the important role we

play within society. I believe we can be proud of what we have

achieved and what we will continue to achieve in the future, but

grant giving and a presumption that this would continue we

have become complacent.

can also lead to divisions. The bigger, busy and successful

organisations concentrate much of their time and energy on

developing relationships with NHS and council officers and

commissioners, whilst small less networked organisations and

community groups are left behind. This has also meant that

as a sector, we no longer have enough privacy to develop any

strategy other than that of being at every table to ensure we are

introduced by commissioning.

government’s strategy to keep local communities actively

involved in local decision making. In Kensington and Chelsea

the council’s business groups and NHS Kensington & Chelsea

(NHS K&C) take different approaches to their relationships with

the sector, this has led in some cases to the sector being over

consulted. The development of a new community engagement

team in the borough aims to strengthen community engagement

activities and the council’s relationship with the sector and the

local community. My hope is that community engagement will

have a much improved and co-ordinated approach which will

As a sector we seem to be popular both locally and nationally,

of how well regarded we are and the spoken need by Kensington

and Chelsea Partnership (KCP) to develop a stronger relationship

with us as stakeholders is encouraging.

Finally, I am pleased to say that KCSC is in a strong position at

the moment, we are seen as an acceptable face of the local

voluntary and community sector and we work very hard to

1. The Big Squeeze; LVSC; 2009

Foreword As you read this report you will hopefully gain a strong and are being left behind, leaving them less ready for the change

a number of challenges, not least the impact of the recession Engaging communities has been a key policy drive in the

commonplace and haveled to new opportunities for the sector and to develop a range of services. Our place at the Borough

particularly in developing relationships at a local level, but Voluntary Organisations Advisory Group (BVOAG) table is a sign

not left out. Whilst some organisations are in the know, others maintain this. One of our main roles is easing the communication

I am also concerned that due to years of comfort and regular ensure that the voice of all communities are heard.

we have the backing of some long standing councillors and

Partnerships with the statutory sector have now become we are seen as a pathway through which to talk to residents


between the statutory and voluntary sector. Our work to

organisations and to be more democratic in their approach

and outlook is paying off. We are creating an image of a sector

that knows itself, its values and its strengths. We need strong

representation over the next few years as important decisions are

made and changes are introduced to local services.

One of KCSC’s aim for next year will be to strengthen the sector’s

ability to campaign and lobby. This is partly because we have the

data to make a case, partly because there is an election pending

and partly because KCSC is now strong enough to encourage

these activities. The current economic climate has created a sense

of unity across the sector, recognising that the need for social

hold.

The findings of this report reveal a positive attitude for the

next 12 months amongst the sector but we are reminded of

the government’s admission that public sector spending over

the next few years will be affected due to the country’s debt.

It is against this backdrop that I ask the local sector to respond

appropriately in ways that will ensure the survival of our small

organisations whilst KCSC will continue to fight on your behalf.

Mary Gardiner, Chief Executive, KCSC

encourage our representatives to look beyond their own justice is ever more important as the effects of the recession take

T H I S I S U S : T H E S TAT E O F T H E V O L U N TA R Y A N D C O M M U N I T Y S E C T O R I N K E N S I N G T O N A N D C H E L S E A

Last year the State of the Sector stage one report produced very

useful findings on the local voluntary and community sector

(VCS) in Kensington and Chelsea, but also highlighted the need

for further and more detailed research. Whilst we were able to

gain a much clearer picture of the size and scope of VCOs in the

borough, it was determined that more information was required

to understand the position of the sector. This is because of the

changes which are taking place in relation to government driven

policy including the Transformation Agenda and empowerment

of local communities.

Last year’s report also lacked information about the very small

community groups which operate in the borough. In collecting

the information for this report a dedicated effort was made to

ensure that the very small and particularly the black and minority

ethnic (BME) VCOs contributed to the research. Throughout this

report, last year’s findings shall be referred to as stage one whilst

this year’s shall be referred to as stage two.

Last year the stage one research of the State of the Sector,

concentrated on the purpose and activities of organisations

across a wide and varied range. This included advice and

advocacy, infrastructure and capacity building, children and

family support and drug and alcohol support services. On the

basis of those findings stage two has aimed to understand

whether social, economic and political changes over the past few

years have influenced the need for organisations to change their

purpose and/or deliver new activities.

Whilst stage one focused on the type of services being delivered

it did not attempt to find out how those services make a

difference to the lives of service users and how we capture the

evidence, stage two has looked at this in detail. There was also

evidence which came to light during stage one that some VCOs

were delivering unfunded services, stage two has aimed to

explore this further.

Last year, stage one reported only the income levels of the

organisations delivering services in the borough. Stage two has

looked at income in greater detail to determine the impact of

commissioning and the economic climate on VCOs as well as

their confidence to survive the next 12 months. Stage one also

revealed that more than 50% of local VCOs receive their funding

from the Royal Borough of Kensington and Chelsea (RBKC)

whilst only 5% of income was derived through earned income.

Stage two has aimed to understand the sector’s capacity to

diversify income.

The development of the sector’s workforce is as important as the

financial security of the sector. The stage one research focussed

organisations, stage two has looked in greater detail at VCO

resources including that of staff paid and unpaid, trustees and

future development needs.

Finally stage one did not look at the civic engagement of the

sector, however stage two has focussed on the sector’s ability to

influence local decision making and working in partnership.

Background to the Report

5

within the borough. It found in each case there was spread on the percentage of paid and unpaid staff working within


How we collected the information

! Last year to collect evidence for the stage one report

KCSC sent out a total of 850 paper questionnaires to all

organisations held on our database which saw a return of

111 (13% response rate). This year in order to filter out

only the voluntary and community organisations operating

in Kensington and Chelsea, a more focussed approach was

taken to determine the survey sample. This approach lead

to a review of the database and resulted in the survey being

sent to a total of 563 organisations. In response, 155 VCOs

completed the survey, we are therefore pleased to report we

had a 28% response rate.

! This year for the collection of data for the stage two report,

KCSC used an on-line design package called Survey Methods

to help increase the response rate. A paper based version

of the questionnaire was also posted to the same number

of organisations. Data from the questionnaires returned via

the postal system were entered into Survey Methods for the

purpose of collating and analysing all the data. To encourage

organisations to respond to the survey a prize of £50 worth

of office stationary was offered through a prize draw. The

draw was made on 19th June 2009 and three organisations

received vouchers to spend of office stationary. KCSC would

like thank all the organisations that took the time to respond

to the survey and congratulate Worlds End Neighbourhood

Advice Centre, Sohoboyz and Family Friends for winning.

! Information on income for 2007/8 (the latest audited

accounts) was collected using the Charity Commission’s

Website. A total of 239 organisations income was collected

using this method.

! Information on funding from RBKC to the local sector was

gathered from the Council website.

! Throughout the report reference is made to the BME

voluntary and community sector for which a separate analysis

of data was conducted. The total BME sample used to

generate the analysis was 27 (17% of the total sample).


Part AProfile of the sectorThe profile of the sector has been constructed based on the updated information which is held on KCSC’s database. Sample figures

therefore vary according to the total amount of data held for each analysis.

Paid Staff No. %

No paid staff 13 10

Between 1 and 4 paid staff 59 44

Between 5 and 15 paid staff 35 26

16 or more paid staff 27 20

Total 134 100

Trustees No. %

Total 87 100

Type of Organisation No. %

Registered Charity 188 77

Non Registered Charity 41 17

Social Enterprise 9 3

Other 7 3

Total 245 100

Volunteers No. %

No volunteers 1 2

Between 1 and 4 volunteers 16 33

Between 5 and 15 volunteers 13 27

16 or more volunteers 18 38

Total 48 100

Area of Work No. %

Total 292 100

Between 1 and 4 trustees 9 11

Between 5 and 9 trustees 29 33

10 or more trustees 49 56

Across London 65 22

K&C Only 74 25

K&C and neighbouring boroughs 153 53

8 T H I S I S U S : T H E S TAT E O F T H E V O L U N TA R Y A N D C O M M U N I T Y S E C T O R I N K E N S I N G T O N A N D C H E L S E A

The chart below shows the income of organisations either based in Kensington and Chelsea or operating services within the borough.

Voluntary and community sector income 2007/8

The total income for VCOs operating within Kensington and

Chelsea stood at approximately £117 million for year ending

2006/7. This chart reveals that income for the sector increased

7.8% for year ending 2007/8. This percentage is likely to increase

due to 11 VCO reports of audited accounts which had not yet

been posted on the Charity Commission website for 2007/8.

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Annual Income Bracket Number of

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Actual Total Income

2007-2008

£0 - £1000 34 £3,330

1001 - £10,000 58 £306,681

£10,001 - £100,000 67 £2,633,259

£101,000 - £250,000 28 £4,500,051

£251,000 - £1M 39 £17,076,477

£1M - £5M 9 £21,972,608

£5M - £10M 3 £17,653,881

£10M + 1 £62,631,000

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The chart does not include large institutions such as museums and universities that deliver community projects. The total income for

VCOs operating services within Kensington and Chelsea was approximately £127 million for 2007/8.

The chart below compares the level of VCO income in Kensington and Chelsea for financial year 2006/7 and 2007/8.


This chart shows the percentage of VCOs in

From the chart we can observe that for 2009/10

the greatest proportion of organisations (32%)

received funding for amounts up to £10,000.

The smallest proportion of organisations (6%)

received funding of £200,000 or more.

This table shows the total amounts of funding

given to VCOs in Kensington and Chelsea

according to each funding bracket for 2009/10.

The total amount of funding awarded to the

sector was £3,927,946.

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32%

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18%

22%

6% £0 -£10,000

£10,000 - £50,000

£50,000 - £100,000

£100,000 -£200,000

£200,000 Plus

RBKC funding 2009-2010

Funding Bracket

No. of Orgs

funded

Total funding awarded

2009/10

Kensington and Chelsea that have received

funding from RBKC for 2009/10.

£0 -£10,000 16 £99,283

£10,001 - £50,000 12 £274,878

£50,001 - £100,000 8 £553,886

£100,001 -£200,000 11 £1,595,239

£200,000 Plus 3 £1,404,660


In 2006/7 and 2007/8, grant funding to the sector from RBKC was over £6 million by 2008/9 grant funding was reduced to

£3,877,557 and by 2009/10 grant funding had risen slightly to just under £4 million.

commissioning of services has been

on the increase. Last year we reported

the change in funding from grants to

commissioning for RBKC’s Family and

£2m of funding awarded to successful

VCOs through a commissioning process.

Whilst no other business group has formally moved to commissioning, it is likely that with the Personalisation Agenda, many services

within Adult Social Care will be delivered through a formal commissioning process. In addition, funding from NHS Kensington and

Chelsea (NHS KC) awarded contracts to VCOs during 2007/8 totalling around £1.5 million. Last year we reported that the estimated

RBKC voluntary and community sector funding

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Funding to VCOs 2006/7


funding to VCOs 2008/9


The chart below shows a comparison between funding received from RBKC for years 2006/7, 2007/8, 2008/9 and 2009/10.

Whilst there has been a gradual

reduction of grant funding since 2006/7,

Children’s Services which saw just under

total income for the sector from RBKC and NHS KC was £7 million. This year our findings suggest the total income for the sector is

still around the same at £7 million.


Part BManaging Strategic ChangeMain purpose of the organisation

The State of the Sector survey asked respondents whether the

purpose of their organisation had changed since it first began.

The importance of this question was to evaluate whether social,

economic, political and technological changes within society

have resulted in a need for organisations to assess whether the

purpose of their organisation still fits the current social climate as

it did when the organisation was first set up.

This chart reveals that out of 155 responses 77% report that

the purpose of their organisation has not changed since it first

began, whilst 17% reported that it had. For those organisations

that stated the purpose of their organisation had changed, some

of the reasons included the expansion of services to meet the

needs of new clients, developing social enterprise activities or to

provide a more holistic service.

Operating within a changing environment means that the sector

needs to be responsive to the changing needs of service users. The sector is increasingly being asked to operate within a market

driven economy which places greater emphasis on gathering evidence to show why a particular service is needed and the difference

that service will make. Respondents were asked whether their organisation had captured evidence of the difference their service

17%

77%

3% 3%

Yes No Don't know Not applicable

Total Sample: The purpose (mission) of my organisation has

changed since it first began

Responding to the changing needs of service users

makes to the lives of their service users. The chart on page 12 reveals that out of 155 responses 79% reported that they do capture the

evidence, whilst 17% do not.


Some of the ways that organisations stated they capture

evidence included:

! Feedback forms ! One to one interviews

! Satisfaction surveys ! Case Studies

! Support plans ! Testimonials

Other tools such as the Impact or well-being wheel were also

used. Another way was to gather the view of the funder on the

delivery of a service.

79%

17%

3% 1%


Total Sample: My organisation has captured evidence of the

difference our services have made to the lives of our service

users in the last twelve months

Solidarity Sports

Solidarity Sports delivers sport and healthy living projects in disadvantaged areas,

mostly for children who cannot afford to go away for the summer or are priced out of

attending other activities such as school clubs.

Solidarity Sports use film to capture evidence of the impact of their work because

English is not the first language for a lot of families that are supported by the

organisation and so many find it difficult to provide written feedback. Sean Mendez,

Activities Manager at Solidarity Sports states ‘Film is much more accurate. It is much

better to get them speaking on camera than just to write down a couple of sentences. It

also allows us to monitor progress as filmmakers are present throughout the life time of

the project.’

At the end of the project Solidarity Sports screen the film for children and families which

gives them a sense of pride and achievement. It empowers the children and boosts their

self-esteem and confidence as they are seen as ‘stars of the show’.

Enjoying one of the many activities

provided by Solidarity Sports


Making a difference to the lives of service users

Respondents were asked to list the top three changes their organisation has made to the lives of their service users over the last 12

Ebony Steel Band

Established in 1969, Ebony Steel Band Trust

is one of the UK’s leading arts organisations

and has received the Queen’s Award for

Voluntary Work in 2005.

Ebony’s highly successful Millennium

Volunteers Project is aimed at young people

aged 16 to 24, whilst their Outreach Project

engages communities through teaching

about the history and culture of the

Caribbean.

Pepe Francis, Director of the Trust believes

the work of Ebony Steelband really does

make a difference to the lives of those

they engage with. He states ‘Over the past

40 years Ebony has worked with literally

thousands of young people, raising their

self esteem and supporting them into

employment’.

However, whilst Ebony can celebrate 40

years of success the Trust is yet to realise

financial self sufficiency. Pepe concludes ‘our

work is recognised but not valued and this

needs to change if Ebony is to continue for

another 40 years’.

months. From 137 responses, 88% of organisations were able to list three changes which included a wide range of answers such

as improving skills, gaining employment, prevention of homelessness and entry into further or higher education. Softer outcomes

were also mentioned such as improving confidence, building self esteem and reducing isolation.

Ebony Steel Band Pepe Francis, Director of Ebony Steel Band receiving

the Queen’s award in 2005


Respondents were asked whether in planning their future services they believe their organisation is able to meet the changing needs

of their service users. The chart below reveals that from 155 responses almost 90% of respondents agreed or strongly agreed that

they are able to do so.

the large majority of organisations are able to meet the changing

needs of their users, the reality of being able to provide new

services still remains a resource and funding issue. From 155

responses, 57% of respondents stated that they definitely plan

to provide new services in the future that can meet the changing

needs of clients, whilst a further 31% said they may do so.

When asked how they planned to fund these new services

changing to a mixed economy of funding sources. From 134

responses, 33% said that they would seek grant funding whilst

almost 40% said they would also generate income through

public sector and NHS contracts and 13% through selling

services or products. When asked for further information on

how they plan to generate income, answers included through

volunteers, donorship and through partnership working both

with the statutory sector and with other VCOs.

Results for the BME sector reveal that there will be a greater reliance on grant funding for provision of new services whilst the spread

across the other sources of funding was relatively similar to the total sample.

Although a large part of the sector rely on funding to deliver services, organisations may find themselves delivering services which are

not funded, this could be for a variety of reasons. One such reason is that the organisation does not receive funding and relies purely

on volunteering to deliver much needed services. Another reason is that funded organisations may find it difficult to turn people away

if they require further support and so continue to provide a service when funding comes to an end.

37%

50%

6% 5%

0% 2%

Strongly agree

37373737% % % %

5050% %

6%

37%

50%

6% 5%

0% 2%

Strongly agree Agree Neutral

Disagree Strongly disagree Not applicable

Total Sample: In planning services for the future, I believe

my organisation is able to meet the changing needs of its

service users

It is important to recognise that whilst there is the belief that

responses revealed that to a large extent, the VCS is


Respondents were asked whether they currently provide services

almost 67% of organisations said that they deliver services that

they are not funded to do. When asked for further information

One of the most common was the demand for the services from

the organisation to continue to deliver services.

Interestingly, one organisation which operates on a voluntary basis

and receives no funding stated that by providing a service which is

unfunded they are free to respond to need without justifying this

to a funder. Findings from the BME sector revealed that running

unfunded services was almost one fifth greater than the total

sample.

67%

23%

5%

5%


85%

15%


85%

15%

Total Sample: My organisation currently provides services

that are unfunded, but are delivered to meet the needs of

our service users

BME Sample: My organisation currently provides services

that are unfunded, but that are delivered to meet the

needs of our service users

that are not funded. Results showed that out of 153 responses

as to why this was the case a range of responses were provided.

clients even after funding is no longer available which can lead


If two thirds of the total surveyed and 85% of the BME sector state that they deliver unfunded services, this raises an important issue

of how much the sector contributes in additional volunteering time and the social benefit of those activities which goes unmeasured

by funders. The case study below highlights this issue.

Strategic planning

It is well documented that organisations that actively develop and follow a strategic plan are more likely to be successful and more

likely to be better funded. NCVO’s ‘Tools for Tomorrow’ on Strategic planning2 report (2007) states that organisations trapped in a

cycle of reacting to change rather than reviewing and planning for change can suffer higher amounts of stress and burnout. Having a

strategic plan ensures clear direction that helps the organisation stay on track towards achieving its goals and maintaining its purpose.

A strategic plan is also of no consequence if it is not reviewed. Situations change and new challenges arise and regular review of the

organisation’s strategy will help to steer the organisation in the correct direction of travel.

Helping Hands

Helping Hands was set up in 2007 to provide an opportunity for children to have extra tuition and help to achieve better academic

results. Teaching is provided in Maths, Science, English and Arabic at primary and secondary level. The classes attract between 20 to

25 students from various ethnic backgrounds such as Moroccan and Sudanese.

Helping Hands was originally planned to set up other services such as sports, youth activities and adult learning, but a lack of

funding has meant that even the core services are not fully funded. However, the services provided impact greatly on the children

who have gained in confidence and improved their performance in school despite the lack of funds.

Helping Hands rely on very small pots of grant funding. Tutors are volunteers and Abdalla Salim the founder and coordinator of

the organisation works voluntarily. Abdalla states ‘I would like to see the organisation receive more funding to cover the cost of its

services and to diversify into other areas’.

2. Tools for Tomorrow; A Practical Guide to Strategic Planning for Voluntary and Community Organisations; NCVO (2008)


Respondents were asked whether they had a strategic plan and

the time span at which the strategic plan covered. The chart

below reveals the extent to which VCOs work to a strategic plan.

year strategic plan (the most likely time span) and just over a

quarter (27%) stated that they do not have a strategic plan. Of

those organisations that do not have a plan 12% said they are

planning to develop one. Only 2 respondents revealed that they

had never reviewed the strategic plan whilst 76% have reviewed

their strategic plan between 1 and 12 months ago. Other

responses stated that their business plan was open ended whilst

2 respondents stated that their business plan spanned 10 years.

The chart below shows the results for BME organisations that

responded to the survey. Findings for the BME sector found very

similar results to that of the total sample

15%

12%

38%

16%

6%

5% 8%

Has no strategic plan Is planning to develop a strategic plan

Has a 1-3 year strategic plan Has a 3-5 year strategic plan

Has a 5-10 year strategic plan Don't know

Other

15%15%15%15%15%15%15%15%15%

12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%12%

38%38%

16%16%16%16%16%

6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6% 6%

5% 8% 8% 8% 8% 8% 8% 8% 8% 8% 8% 15%

12%

38%

16%

6%

8%

Total Sample: My organisation...

26%

15%

33%

15%

4% 7%

Has no strategic plan Is planning to develop a strategic plan

Has a 1-3 year strategic plan Has a 3-5 year strategic plan

Has a 5-10 year strategic plan Don't know

Other

26%

15%

33%

15%

7%

Has a 5-10 year strategic plan

BME Sample: My organisation...

From 153 responses 38% of respondents said they have a 1-3


Part CVoluntary and Community Sector Funding and ResourcesCommissioning

by the Finance Hub in 20083 revealed that grant aid funding from local authorities has declined over the past 3 years by at least 13% 4

money earned from contracts, contributed to 51% of third sector income compared with 39% in 200/1. In contrast voluntary income

accounted for 41% of income in 2006/7 down from 50% in 2000/01.

slightly more organisations who are not delivering a contracted public service (50%) than those that are (44%). This can be viewed

positively as the grant system is far more suited to small VCOs. However, this reliance may prove challenging in the future as grant

funded services move towards a formal commissioning process leaving many VCOs in a vulnerable position.

are sub-contractors. Other responses showed that 5 organisations were both main and sub contractors. Answers for the BME VCS

Encouragingly, 62% of BME organisations delivering a contract report that they are the main provider whilst 38% state they operate

as a sub contractor.

3. Talking at Cross Purposes: Why the public and third sectors need to speak a common funding language; Finance Hub; Charities Aid Foundation ( 2008)

4. The UK Civil Society Almanac; NCVO (2009)

Recent years have seen a growth in government funding to the voluntary and community sector which has come through contracts

rather than grants. This increase has also occurred at the local level as grant funded services switch to commissioning. A report

whilst contracts to the sector have increased. NCVOs Almanac 2009 also supports this stating that earned income which consists of

Results from the State of the Sector survey revealed that at this current time in Kensington and Chelsea, out of 151 responses there are

For those VCOs that are delivering a contract, it is encouraging to note that 65% say they are the main provider whilst only 13%

reveal that 30% of organisations are delivering a contract and 62% are not, thus revealing an even greater reliance on grant funding.


funded for longer, helping to maintain financial and operational

stability as opposed to the continuous threat of grant funding

coming to an end and staff moving on to new positions.

However, it can also bring a new set of challenges which was the

basis for the next question posed in the survey.

When asked if delivering a contract had improved a range of

their organisation’s resources, a total of 63% of respondents

stated that delivering a contract has improved their organisation’s

financial stability whilst only 14% believed it had made their

financial situation worse. Results also show that 50% or more

of organisations feel that delivering a contract has helped

improve their strategic planning for the future and given them

more confidence to deliver more contracts and well as helping

of respondents say that it has improved their organisation’s

independence and 23% say that it has improved their ability to

campaign.

When respondents were asked to describe in greater detail the impact delivering a contract has had on their organisation comments

included:

‘The increase in paperwork such as monitoring requirements has placed undue pressure on the organisation’

‘Conflict arises between delivering to contract specifications and delivering to the values of the organisation’

Some positive comments included:

‘Delivering a contract has improved my organisation’s understanding of the needs of our users’

‘it has improved our financial and entrepreneurial skills’

65%

13%

3%

19%

Main provider Sub-contractor Don't know Other

The role of delivering public services can help mak a positive Total Sample: In delivering a contracted services my

contribution to the growth of the sector. Organisations are organisation is the:

to achieve their organisation’s goals. Worryingly, only a quarter


Health and Wellbeing Why are we concerned about health?

exist between the wealthier and the less well-off parts of the borough, and this is also true for health – these are called ‘health

inequalities’.

Data gathered by the National Health Service shows much higher levels of diabetes, obesity, cardiovascular heart disease, and other

preventable illnesses in the poorer parts of the borough. Kensington and Chelsea Social Council (KCSC) believe that in order to really

tackle entrenched health problems, we need to take an approach which addresses all the wider determinants of health.

Interact Reading Service

InterAct Reading Service is dedicated towards supporting

stroke recovery. Now entering its tenth year of charitable work,

the charity uses professional actors and provides a live and

interactive reading service for stroke patients in hospitals and

stroke clubs.

InterAct delivers this service with the aim of alleviating the

boredom and depression often experienced by stroke patients

while also using literature and communication to help stimulate

the brain’s neuronal networks.

In the past 12 months, InterAct has been contracted by local

health care authorities to deliver its reading service. Such

contractual arrangements are testament to the validity of

InterAct’s work. It also helps the charity to develop more

integrated relationships with health care professionals as

contracts recognise their service as being part of the range of

rehabilitative methods offered by hospitals and stroke clubs.

Contracts also provide financial security for the services

delivered over an agreed period of time.

InterAct Reading Services uses professional

actors to read with stroke patients

Whilst Kensington and Chelsea is generally a prosperous borough, we have shown throughout this report that marked differences


A new opportunity

A great opportunity arose for the local voluntary sector in 2008 when NHS Kensington & Chelsea (at that time known as the Primary

Care Trust) announced a new commissioning programme. After a period of financial recovery during which time no new community

projects were funded, the local NHS announced that new funding was available for projects to improve health and reduce health

inequalities, and local voluntary organisations were invited to submit proposals. Two commissioning rounds were held, and out of

and support to this programme, we helped organisations with the proposal documents and design of projects.

Through this programme, local organisations have also developed valuable links with each other and with NHS health professionals,

4Minds

In 2009, NHS Kensington & Chelsea announced a commissioning opportunity

for a new service – community development work in mental health for

BME communities. This came about following an inquiry into the death of

David ‘Rocky’ Bennett in 20035 and which highlighted huge differences in

experiences of mental health services by people from black and minority ethnic

communities. Following lobbying by KCSC, the local NHS put this service

out to tender, and KCSC led a partnership of local organisations – Dalgarno

Neighbourhood Trust, MyGeneration and Chelsea Theatre. The Partnership

successfully won the contract to deliver this service. Three community

development workers, together with a community research coordinator and

This is only the beginning ...

A recent restructuring of the NHS has seen primary care trusts split into two organisations - a commissioning organisation (now

known as NHS Kensington & Chelsea) and a provider organisation. Now the commissioning organisation is required to put more

services out to open competition, we hope that the voluntary sector will be in a strong position to bid to win more service delivery

more responsive to local needs and issues. KCSC will continue to provide leadership and support to enable local organisations to rise

to this challenge over the coming years.

5. Independent Inquiry into the Death of David ‘Rocky’ Bennett; Norfolk, Suffolk and Cambridgeshire Strategic Health Authority (2003)

The Staff Team of the 4Minds Project based at

Earls Court

these came 23 funded community projects, funded to approximately £2million per year. KCSC was commissioned to provide advice

which we hope will mean that services in the future will be better coordinated and more holistic.

team administrator, are now working across the borough as the 4Minds Project.

contracts. This will mean that services are delivered more closely to local communities, in a way that involves local people, and is


Voluntary and community sector funding

state that they are definitely looking to diversify their funding in the future whilst 21% say they may do. Given the current climate of

funding for the sector, organisations will have to consider other ways of raising income to help sustain their organisation.

When asked to describe how the organisation intends to

obtain funding in the future, out of 104 responses over one

third (38%) said it would be through generating income such

as through venue hire, running a charity shop, charging fees

or fundraising activities. Other answers included through

delivering contracts (15%) grant funding (10%), donorship

(10%) and sponsorship (5%). 8% of organisations were

Last year the stage one findings reported only 5% of

organisations received funding through earned income so it

is encouraging to see that more organisations are considering

this approach as a more guaranteed way of securing their

survival or growth. Results also show that organisations

intend to use other ways of generating income compared to

delivering a contract.

71%

34%

29%

48%

40%

10% 9%

14%

21%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Total Sample: My organisation is funded through...

The chart below shows that out of 147 responses, 71% of organisations receive their funding through grants and over a third,

34%, are charging for services. 14% of organisations said that they were currently unfunded. Encouragingly, 48% of organisations

unsure. Over two thirds of respondents still intend to rely

on grant funding for the future.


The chart below for the BME sector reveals that whilst organisations receive the majority income through grants they are less likely to

receive income through donations, legacies, investment income and other fundraising activities. There is also a greater proportion of

BME VCOs that report they are unfunded compared to the total sample.

78%

37%

19%

30%33%

4% 4%

22%

7%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

BME Sample: My organisation is funded through...

From the chart on page 24 we can see that 14% of all organisations have seen their income increase significantly during the last 12

months. However, most organisations, 28% of the total sample have stated that their funding has remained contant. 11% of

organisations reported that their funding had decreased significantly.


stated that it has helped them to develop new services. 19% said that it had helped them to focus strategically, whilst 14% said that

individual comments included a reduction or loss of services, loss of staff and having to become more financially stringent.

that they are confident of their organisation’s ability to survive the next 12 months. Only 2% either disagreed or strongly disagreed

14%

23%

28%

14%

11%

10%

Increased significantly Increased a little

Stayed constant Decreased a little

Decreased significantly Don't know

15%

22%

26%

19%

11% 7%

Increased significantly Increased a little

Stayed constant Decreased a little

Decreased significantly Don't know

1515151515151515% % % % % % % % %

22% % % % %

2626% %

1919% %

111111111111111111111111111111111111111111% % % % % % % % % % 7%7%7%7%7%7%7%7% 15%

22%

26%

19%

11% 7%

Total Sample: In the last 12 months my organisation’s

income has

BME Sample: In the last 12 months my organisation’s

income has

funding has decreased a little.

When respondents were asked to describe the impact of change in income on the organisation, 21 of those respondents (61%)

they were able to increase their workforce. For those organisations that indicated a reduction in funding, when asked about the impact,

From 145 responses, 90% of organisations from the total sample stated that they either strongly agree or agree with the statement

with this. When asked why they felt confident about their ability to survive the future, answers included confidence in the services

they provided, strong leadership vision and positivity, healthy reserves and secured contracts or grants. Results from the BME sector

show a similar level of confidence when compared to the total sample.

When looking at the chart for the BME sector, the results are similar to the total sample, although an extra 5% report that their


Managing resources

in the UK. In part this growth has been stimulated by changes in government policy such as the transfer of some public services to the

sector, whilst in other parts it is as a result of the increased migration to the country from other parts of the world. At the same time

the changing funding environment, cuts in public spending and private sector competitors places tighter constraints on how VCOs

manage their resources.

49%

40%

7%

1% 1% 2%

Strongly agree Agree

Neutral Disagree

Strongly disagree Don't know

52%

33%

11% 4%

Strongly agree Agree

Neutral Disagree

Strongly disagree Don't know

5252% % % % % % % %

333333% %

1111111111111111% % % % 4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%

52%

33%

11% 4%

Total Sample: I am confident of my organisation’s ability to

survive the next 12 months

BME Sample: I am confident of my organisation’s ability to

survive the next 12 months

The current recession is likely to lead to more competition for funding. In the recent decade there has been an expansion of the sector


Respondents were asked whether they believe their organisation

12 months. From 145 responses the strongest response was in

management and leadership with over 80% agreeing or strongly

agreeing they were adequately resourced, the second highest

was in trusteeship. Staff training and reserves received the lowest

response.

When looking at workforce development in greater detail

145 organisations were asked where they had committed the

most money and time. The highest response was found to

be management and leadership (72.6%), secondly volunteer

training and development (63.7%). The lowest response was

towards governance training and development (41.8%) and paid

staff training and development (49.3%). Results for the BME

sample revealed a very similar result with money and time mostly

committed towards management and leadership and least of all

to paid staff training and development.

Total Sample: My organisation is adequately resourced to

Total Sample: During the last 12 months my organisation

has committed money and time to the following

0%

10%

20%

30%

40%

50%

60%

70%

Strongly agree Agree Neutral Disagree Strongly disagree Not applicable

0%

10%

20%

30%

40%

50%

60%

70%

80%

is adequately resourced to meet their objectives over the next meet its objectives over the next 12 months in the following


Part DPartnership Working, Voice and Influence Partnership working

consortia.

The results show an encouraging sign of VCOs working together

to help build their sustainability. Partnerships through consortia

a contract. Only 10% of organisations stated they did not work

with any other VCO during the past 12 months. Almost 79%

of organisations strongly agree or agree that being involved in a

partnership has helped to strengthen their organisation.

stating that they had not worked in partnership, 7% working

with one VCO, 37% with two or more VCOs and 41% in a

consortium.

When the total sample was asked for further explanation on how

10%

8%

43%

33%

6%

No voluntary or community organisations

One voluntary or community organisation

Two or more voluntary or community organisations

A consortium of voluntary or community organisations

Don't know

Total Sample: During the last 12 months my organisation

has worked in partnership with

The chart below shows that 44% of organisations have worked in partnership with two or more VCOs and 33% have worked in

can be one of the ways small VCOs can come together to bid for

partnerships have helped to strengthen their organisation, out of

Analysis of the BME sector shows similar results with 11%

41 responses, most (21%) said that they felt partnerships were

necessary for the future or they could be left behind. Other

answers included that they helped to spread risk, build knowledge

and skills and helped fuel creativity.


Advice Now

In September 2008, 8 local organisations were successful in securing funding from the Big Lottery to deliver a programme which

aims to improve and support the provision of advice services in Kensington and Chelsea. This would be achieved by joining up

those who may have no formal advice role but need better knowledge of issues, boundaries and referral procedures. Advice Now is

an example of the way in which VCOs can come together to bid for large contracts and deliver much needed services locally.

Union of Angolan Women in the UK (UMARU)

UMARU started its activities in 2000 with the main focus to

help integrate Angolan women into British society. Ana from

UMARU states ‘there was a feeling that the women in the

Angolan community kept pretty much to themselves and were

not integrated into British society in terms of speaking the

language, taking an active role and applying for good jobs.

Our role was in teaching and pushing this agenda’.

UMARU believe that partnerships work well in the voluntary

sector, the organisation currently works in partnership to

deliver the ‘Good Health 4 Parenting’ project. Ana went on to

say ‘the nature of our work means that we always operate on

limited resources, so when an opportunity comes that matches

our needs and wants, it is a perfect marriage’. At the moment

UMARU have been experimental but are now proactively

talking to other Angolan charities to see where they could

assist and support each other.

agencies in the delivery of general and specialist services. Community groups are also an important part of the network, particularly

advice services across the borough into a network. It would also build on existing partnership arrangements between advice

UMARU helping Angolan women integrate into British society


Age Concern Kensington and Chelsea and Sixty Plus merged

on 1st April 2009 following a feasibility study which took

place to examine the compatibility of both organisations aims

and objectives, alongside many other aspects of organisational

life. Both organisations worked very closely to agree joint aims

and values which would ensure that the merger would bring

wider benefits to its service users.

Cynthia Dize, Director of the Age Concern/Sixty Plus states

‘the process of the merger was challenging but the benefits as

a result have been worth it’. Cynthia went on to say ‘it is vital

that the differing cultures of the organisations are recognised

and the values agreed as a priority before thinking about the

brand, whilst it has been a very ambitious programme we

have celebrated our achievements together throughout’.

The merger of Age Concern Kensington and Chelsea and Sixty

Plus has brought additional benefits to older people in the

borough

Another form of partnership working is for VCOs with similar charitable objectives to merge. Merger has become more common in

recent years due to the difficulties which arise in obtaining funding but even more importantly because there is a recognition that a

strategic alliance will help organisations to strengthen service provision and become more economically efficient.

Age Concern Kensington and Chelsea and Sixty Plus


Voice and representation

With so much government emphasis on local democracy and community engagement, we felt it important to assess whether the

local VCS feel actively engaged in local decision making structures and whether they believe their views and those of the communities

they represent are being listened to and taken into account.

From the charts below we can see that the percentage of VCOs from the total sample that agreed that they find it easy to get the

views of their service users represented to local statutory bodies (33%) roughly equals that of those that feel neutral (34%) meaning

they do not feel either one way or the other as to whether this is the case or not. However over a total 50% of the total sample

strongly agreed or agreed that they found it easy to represent the views of their service users to local statutory bodies. Findings from

the BME sector reveal that just under 60% of organisations strongly agreed or agreed that they found it easy to represent the views of

their service users to local statutory bodies.

18%

33% 34%

14%

1%

Strongly agree Agree Neutral Disagree Strongly disagree

29%

30%

22%

15% 4%


29292929292929% % % % % % % % %

30% % % %

222222% % %

15151515151515151515% % % 4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%4%

29%

30%

22%

15% 4%

Total Sample: My organisation finds it easy to represent the

views of service users to local statutory bodies (e.g. RBKC,

NHS K&C)

BME Sample: My organisation finds it easy to represent the

views of service users to local statutory bodies (e.g. RBKC,

NHS K&C)


However, when looking at whether VCOs from the total sample are satisfied that their views are acted upon by local statutory bodies,

the highest response was in the neutral category which again reveals that just under 50% of organisations are unclear one way or the

Community engagement is a key and central part of the renewed emphasis on local involvement in policy decision making. If 50% of

organisations are unable to express their satisfaction with local statutory bodies on how their views are acted upon, this may signify

that not enough is being done on the part of the statutory sector to feed back information on how policy decisions are made and

why.

3%

28%

49%

16%

4%


282828282828282828% % % % % % % % % %

49494949% %

161616161616% % 28%

49%

16%

7%

19%

48%

22%

4%


7%7%7%7%7%7%

19191919% % % %

4848% %

22222222222222% % % % %

7%

19%

48%

22%

Total Sample: My organisation is satisfied that our views

and those of our service users are being acted upon by local

statutory bodies

BME Sample: My organisation is satisfied that our views

and those of our service users are being acted upon by local

statutory bodies

are less satisfied that they are able to influence decisions locally. The charts below reveals the difference compared to the total sample.

other whether this is the case. Whilst the BME sector report a higher satisfaction level in their ability to represent their communities they


The charts below reveals the highest percentage for the total sample was in the neutral category when organisations were asked

whether they believe there are significant barriers to getting their voices heard and influencing decisions when representing their

strongly agreed.

When asked for further information on the barriers to getting their voices heard or influencing decisions, organisations which defined

10%

28%

47%

14%

1%


101010% %

28282828% % % % % % % % % % % % % % % % %

4747% % %

1414141414141414141414% % % 10%

28%

47%

14% 15%

41%

37%

3%

4%


15%15%15%15%15%15%15%15%15%15%15%15%

41%41%41%

37%37%

4% 4% 4% 4% 4% 4% 4% 4% 4% 15%

41%

37%

4%

Total Sample: My organisation believes that there are

significant barriers to getting our voices heard and

influencing decisions when representing our users

BME Sample: My organisation believes that there are

significant barriers to getting our voices heard and

influencing decisions when representing our users

users. 47% of the responses were neutral to this statement. However, 28% agreed that there were significant barriers and 10%

Compared to the total sample the BME sector reports greater discontent with the barriers they face in getting their voices heard with

almost 17% more strongly agreeing or agreeing with the statement.

themselves as small stated limited resources, a feeling of not being seen as important enough, their voice not being heard, a lack of

understanding on what they do and the needs of their clients as their main concerns. Some organisations also stated that there was

no two way communication between the small VCOs and the statutory sector. Suggestions to overcome these barriers included a forum

for small organisations, partnership working, networking and lobbying.


Somali Forum

The Somali Forum began in September 2009.

It consists of 7 local organisations which come

together on a quarterly basis to discuss issues

relating to their community and to address

ways in which they can work together to

improve outcomes.

Although it is in its early stage of development

the forum aims to strengthen the role and

the voice of Somali VCOs in the borough and

the contribution they can make to the delivery

of services to improve the lives of their

community.

in particular through a coordinated approach,

bring to the attention of the statutory sector, The Somali Forum aims to strengthen the voice of the Somali community


The impact of the recession

The full force of the recession is yet to be seen within the

in the years to follow will see the reduction of money given to

time the sector reports an average level of confidence in their

financial security, the level of confidence may start to decline as

cuts on public services are made to reduce the level of national

provided to communities whilst demand for support increases.

Recommendations

! KCSC mirror the advice to the sector found on NCVO’s

website, that VCOs should plan ahead, revisit costs, develop

volunteers and build partnerships.

! KCSC also encourage VCOs to collect evidence from their

service users on how the recession is impacting on their lives

and the lives of their families. Evidence on the impact of

the recession is being monitored through RBKC’s recession

dashboard and further local evidence from VCOs would help

provide a fuller picture.

! KCSC has produced a briefing on the recession6 which

outlines what the potential impact could be on the sector. We

have also developed an on-line questionnaire which VCOs

can complete on a regular basis to help build the evidence of

what is happening locally.7

The reduction of grants

The State of the Sector research has shown that funding as a

due to three and two year contracts which have been awarded

income. However RBKC’s funding relationship with the sector

is testament to the gradual change from grants to contracts

and the question of whether locally the grant aid culture within

forum have produced a paper ‘Defending Local Grants‘8 which

argues for the continuation of local grants and provides the

viable argument that grant funding helps to maintain a healthy

and vibrant sector locally.

Recommendation

! KCSC want to maintain the financial security of the local

sector and ask that RBKC Business Groups continue to

provide small grants of up to £50,000 to keep small and

micro VCOs active in the borough.

Looking to the Future

6. The Voluntary and Community Sector Resilience Action Plan; KCSC (2009)

7. www.kcsc.org.uk

8. ‘Defending Local Grants’ Local Grants Forum (2009)

34

debt brought on by the economic downturn. VCOs will face a national and local government is slowly dying is a question we

double edged sword; of fighting to maintain the level of services must ask ourselves as a sector. NAVCA as part of the local grants

voluntary and community sector. The impact on public spending whole has increased for the sector during 2007/8. This could be

the sector through grants and contracts. Whilst at this current locally, and also due to the other ways that VCOs are generating


The delivery of public services

Over the past few years the VCS has increased its activity

in public service delivery and evidence shows that income

from contracts is gradually overtaking that of grant income.

Commissioning has widened the debate about the threat to the

sector’s independence as well as the sector’s ability to compete

for contracts with the public and private sectors.

NCVO report9 that in 2006/7 contracts worth £7.8 billion were

awarded to the sector as opposed to £4.2 billion worth of

grants. However, three quarters of public sector contracts went

to organisations with an annual turnover of over £1 million.

This poses further issues about the increasing polarisation of the

sector, particularly with medium sized organisations struggling to

win large contracts. The Public Administration Select Committee

Report10 states ‘if the government want to encourage more third

sector organisations to deliver public services then more must

be done by commissioners to eliminate the barriers which may

prevent organisations from bidding’.

During 2008, VCOs that went through the commissioning

process with RBKC’s Family and Children’s Services and received

support from KCSC were asked to participate in a skills audit.

KCSC jointly produced a report11 which highlighted participants

as describing themselves as having average to high skills and

confidence in understanding commissioning prior to going

through the process. However they stressed the importance of

needing additional support to write a tender, to demonstrate

value for money and to prepare a risk assessment.

Recommendations

! Intelligent Commissioning become standard practice within

RBKC.

! The VCS be involved in the design of service outcomes and

that VCS specialist knowledge and links to the community be

fully recognised.

! The Social Value of the work carried out by VCOs be

recognised by commissioners as a valid way of meeting wider

outcomes that are of financial benefit to society and the

state.

! Kensington and Chelsea’s Joint Strategic Needs Assessment

be used as a mechanism for strengthening local partnerships

and local delivery of public services by the VCS.

! KCSC is financially supported by RBKC to ensure that VCOs

are able to develop consortia bids and are capacity built to

engage in the full commissioning process.

Developing social enterprise

Social enterprise is a business model which provides VCOs

with the opportunity to combine business efficiency with social

justice. It also provides VCOs with the ability to shape their own

future as they become less dependent on grant income. Social

enterprises can make a significant contribution to the local

economy as well as promoting active citizenship.

Recommendation

! KCSC would like to see greater support given to local VCOs

from RBKC and NHS KC that want to establish a social

enterprise. We welcome the Council’s development in social

enterprise and business development but would like to see

more investment placed within the sector.

9. The State and the Voluntary Sector: Recent trends in government funding and public service delivery; NCVO (2009)

10. Public Services and the Third Sector: Rhetoric and Reality; House of Commons Public Administration Select Committee (2008)

11. Family and Children’s Services Voluntary Sector Commissioning Process Evaluation; KCSC & RBKC (February 2009)


Personalisation

Personalisation will change the way how adult health and social

care will be delivered in the future and this will undoubtedly

impact on the local voluntary and community sector.

Personalisation will see individuals given more choice and control

over the type of services they want to receive and from where.

This shift to a consumer model will place further pressure on

VCOs as grants are replaced by purchase buying on the part

of the individual. The sector will need to prepare itself as the

Transformation Agenda comes into place by 2011.

Recommendations

! VCOs need to learn how to market their services as

individuals will be given the power to choose which

organisation to buy services from

! RBKC should work closely with the VCS to explore widely the

opportunities that will be available as providers of services

under Personalisation.

Management and governance

Improving managerial and leadership skills both with staff

and trustees to meet the changing face of the sector will be a

challenge for the future unless it is resourced. It is important that

VCOs build in the full cost of delivering a service when bidding

for a contract or applying for a grant which includes the on-

going professional development of staff and trustees.

Recommendations

! VCOs should ensure they build in the cost of staff and trustee

development into grant applications and tenders.

! The statutory sector must recognise the importance and

management and leadership within VCOs and acknowledge

the financial cost of resourcing its development.

Third sector engagement

The localisation of politics has seen a wide range of government

be run back to the local area. This agenda has helped to increase

the role of the VCS in coming to the table at a strategic level.

The National Survey of Third Sector Organisations12 by Ipsos

MORI found that the third sector organisations feel more

confident about their ability to influence local decisions when

local statutory bodies act upon their opinions and responses

to consultations on policy issues which affect them. The same

survey found that just 13.7% of organisations in Kensington

and Chelsea felt that statutory bodies influence their success

compared to the national result of 16.2%.

NAVCA’s report on third sector engagement13 found that third

12. National Survey of Third Sector Organisations; Analytical Report: Key Findings from the Survey; Ipsos MORI (2009)

13. Third sector engagement: are local agreements making a difference? ; NAVCA (2009)

sector strategies that bring decisions on how local areas should

sector engagement is not resourced and this can hinder the full

participation of VCOs in the process. It also found that the

engagement process can often be divisive with smaller groups

excluded.


Recommendations

! Community engagement should be resourced, the borough’s

community engagement team could seek new and innovative

ways of engaging the local community particularly through

resourcing local VCOs to carry out engagement activities such

as community and advice centres.

! The BME sector should be adequately resourced to fully

participate in engagement activities.

! VCS representatives should attend training programmes

which develop the skills of representatives as a compulsory

element of taking on the role as a representative for the

sector.

The BME voluntary and community sector

Race On The Agenda’s report on the economic downturn and 14

can work in isolation and are not always involved in decision

making and consultation processes which are accessed by

mainstream organisations’. The BME sector should be recognised

for the role they play in contributing to the cohesion and social

agenda, they help to build an active and vibrant civil society

through building stronger communities.

Recommendations

! The statutory sector should recognise that it can often take

longer to organise engagement activities due to resource

constraints within the BME sector and this should be

addressed throughout the consultation process.

! The statutory sector should ensure that responses to

consultations are ethnically monitored to ensure that a wide

cross section of the community is engaging.

! The BME sector need to ensure that they take advantage of

support available to help bring them to the table of decision

makers and participate in local forums and networks.

These challenges are heightened further by the current and

future cross cutting issues and events within our society and in

our borough. The sector will need to look more closely at the

way in which it can contribute to ways of addressing climate

change both internally within our own organisations and within

2009 and we will continue to bring to your attention throughout

2010 ways in which the VCOs can get involved.

Child Poverty will be an important area of our work for 2010, we

hope to raise more awareness about the impact of poverty on

families and particularly the children of Kensington and Chelsea.

ways of tackling child poverty in the borough.

14. The Economic Downturn and the BME Third Sector; ROTA

the BME Third Sector’ states that ‘many BME and equality groups

our community. KCSC has held two events on this issue during

KCSC hopes that you will join us in addressing this issue and seek


! ‘Thanks to all the staff at KCSC for their support throughout

the year which we find very important’.

! ‘The voluntary sector is strong, vibrant and co-operative in

the borough and we want to do all that we can to contribute

positively to it and to work in partnership with others to

provide good services to local people’.

! ‘I think it is a strong and stable sector but it is not a

thoughtful or active sector…many issues like the rights of

BME communities to develop a voice and the rights of all

VCOs to campaign seem to have been weighed down by

delivery and too many relationships’.

! ‘I think for a small borough we are quite big and diverse

however it means there are a lot people fighting to be heard

and for funding and the need to develop a stronger network,

more work needs to be done’.

! ‘Kensington and Chelsea have a good support system in the

voluntary sector especially compared with other boroughs I

have worked in’.

! ‘The communication is still not as good as it ought to be.

Getting better and the Social Council have taken a great leap

forward in that area’.

! ‘Kensington and Chelsea is unusual in that it is a flagship for

activities but a red herring because it has lots of money. It is

not a good reflection of the BME community in the UK’.

! ‘Would like to see more of a 2 way dialogue with the local

council and other statutory sectors’

Appendix AFurther Comments from Respondents

38


! The Big Squeeze, We’re (still) in it together; Final Report;

LVSC; (July 2009)

! Tools for Tomorrow; A Practical Guide to Strategic Planning

for Voluntary and Community Organisations; NCVO (2008)

! Talking at Cross Purposes: Why the public and Third Sector

need to speak a common funding language; Finance Hub

(2008)

! The UK Civil Society Almanac; NCVO (2009)

! Independent Inquiry into the death of David ‘Rocky’ Bennett;

Norfolk, Suffolk and Cambridgeshire Strategic Health

Authority (2003)

! The Voluntary and Community Sector Resilience Action Plan;

KCSC (2009)

! www.kcsc.org.uk

! Defending Local Grants; The Local Forum (November 2008)

! The State and the Voluntary Sector; Recent trends in

government funding and public service delivery; NCVO (2009)

! Public Services and the Third Sector: Rhetoric and Reality;

Government’s response to the Committees eleventh report

of session 2007-08; Public Administration Select Committee;

(November 2008)

! Family and Children’s Services Voluntary Sector

Commissioning Process Evaluation; KCSC & RBKC (February

2009)

! National Survey of Third Sector Organisations; Analytical

Report: Key findings from the Survey; Ipsos MORI; Social

Research Institute (May 2009)

! www.rota.org.uk

References

KCSC aims to enable the voluntary and community sector to

achieve the following outcomes:

! Increase knowledge, confidence and skills of VCOs so that

they are strengthened and improved

! Increase VCO good practice

! Increase VCO ability to develop new projects and services and

respond to emerging needs

! Increase awareness of the context and environment in which

VCOs are operating

! Increase awareness of all service provision within the borough

resulting in more holistic provision, less duplication and

complimentary services

! Increase the number of partnerships, collaborative projects,

consortia and networking between and within sectors

! Increase input into strategies, plans and their implementation

with changes made as a result of influence and contribution

by VCOs

! Smaller less established VCOs access our services and become

engaged in the VCS

! Are able to campaign and lobby effectively for local people

About Kensington and Chelsea Social Council


Kensington and Chelsea Social Council

London Lighthouse

111-117 Lancaster Road

London

W11 1QT

Charity no. 1087457

This is Us - Full Report

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