Welcome to the Swindon Strategic Partnership Conference 22 nd November 2011

1. Welcome to the Swindon Strategic Partnership Conference 22nd November 2011

2. Cllr Roderick Bluh Leader of the Council

3. Welcome Val Weston & pupils from Oaktree Primary School and volunteers from The Swindon Big Sing Thing

4. Gavin Jones Chief Executive Swindon Borough Council

5. SSP Conference “Volunteering and Community Involvement” Gavin Jones Chief Executive 22.11.11

6. The driver for change Demand Money Trust

7. One Swindon One Swindon is our: • Shared sustained and sharp focus on what matters to the people of Swindon • Four priorities and fourteen outcomes (the ‘What’ we do) • Commitment to work together in a way that values shared and systemic solutions • Four principles (the ‘How’ we do it) • Primary strategy guiding our planning & budget decisions • One Swindon Delivery Plan (grounding our intent) • Invitation to Swindon’s people and organisations to contribute to and benefit from One Swindon • Capabilities and responsibilities (‘More with more’)

8. Four principles Stronger together Prioritisation and leadership Four priorities Living independently, protected from harm, leading healthy lives and making a positive contribution We can all benefit from a growing economy and a better town centre One Swindon: our way of working and our focus • Trust and bravery • Local and lasting • Everyone is enjoying sports, leisure and cultural opportunities • I like where I live • A shared determination to make it meaningful • Approved by each partner as their primary guiding strategy • Founded on a bedrock of strong relationships • A shared ‘more with more’ mindset and culture • One Delivery Plan (a portfolio of powerful projects e.g. LIFE)

9. beyond pooled budgets – share, grow, replace • shared principles and linked or joint organisation priorities • single organisation budgets • single organisation priorities One Swindon a four year strategy pioneering a fundamental shift in the way we work • single organisation decision making • the partnership leading single organisation decision making • rethinking resources (organisational change, community budget pathfinder, capital and asset pathfinder, LIFE ) • single organisation resources • innovation in developing new/different relationships with local people, creating new networks, Connecting People, Connecting Places • traditional approaches to community involvement/engagement

11. Our Purpose We will work alongside our communities to: • build healthy and resilient communities to reduce the number of vulnerable people and their resulting long-term dependency • focus our collective resources to secure the most cost-effective priority outcomes • ensure innovative solutions by developing a rich and diverse market of community, voluntary, private and public sector providers • shape Swindon’s future and grow a strong local economy • meet our statutory duties in a way that supports safer, stronger and creative communities

12. Macro-Organisation Design Working alongside communities to better understand and prioritise needs, create capacity and broker local solutions To… From… Cabinet CE Locality Local People & Communities Functional services Functional services Functional services Functional services Strategy & Commissioning Delivery Mixed market of community, voluntary, private and public providers Shaping and defining outcomes for local people, and building the framework for delivery Local People & Communities

13. Seek to influence and shape demand Seek to respond to demand Offer ‘our’ solutions Shaped to optimise funds create solutions together Shaped to optimise outcomes (within clear financial framework) Services are determined by a rich body of evidence, data and professional insight. Locality is at the heart of what we do Our ‘organisation’ is a significant determinant of services provided Corporate agenda is at the heart of what we do Communities influence priorities, contribute to delivery and share responsibility for outcomes We set priorities and deliver services and support Solutions delivered through multiple) functions, in silos Respond to presenting issues…. focus on issue resolution Solutions coordinated in Locality Respond to insights based on the ‘whole picture’ … balanced investment in prevention as well as issue resolution Join up between locality and corporate level – decision is taken at the most appropriate level Join up at Corporate plan level Creates dependency Builds capability and capacity In the Future Traditional Rhythm

14. Working differently together People are not passive recipients of services and have assets and expertise which can help improve services. A way of thinking about power, resources, partnerships, risks and outcomes, not an off-the-shelf model of service provision or a single magic solution. Means involving citizens in collaborative relationships with more empowered frontline staff who are able and confident to share power and accept user expertise. Staff should be trained in the benefits of co-production, supported in positive risk-taking and encouraged to identify new opportunities for collaboration with people who use services. People should be encouraged to access co-productive initiatives, recognising and supporting diversity among the people who use services.

15. THANK YOU

16. Renee Smith-Gorringe Cabinet Office

17. Swindon Strategic Partnership Annual Conference Steam - 22nd November 2011 Renée Smith Gorringe Policy Manager – Local Intelligence Team (South West) Office for Civil Society - Cabinet Office Government Support for the Voluntary Sector

18. Big Society – So far... • Opening Public Services Social Action

19. Social Action Giving White Paper – May 2011

20. Transforming Local infrastructure Fund • Grants between £250,00 and £400,000 • Only 1 application per upper tier area e.g. Swindon • Not all applications successful • Not for ‘business as usual’ – want imaginative and enterprising approaches. • Better links with local businesses • Anticipate more consolidation and collaboration

21. OPSWP - potential for the VCSE

22. Community First Panel

23. Big Society Awards Created to recognise individuals, groups or organisations that are demonstrating the Big Society in their work or activities. The award focuses upon the three Big Society theme areas: Promoting Social Action Empowering Communities Opening up public services Next round closes on 12 December 2011 www.number10.gov.uk/take-part/recognising-others/big-society-awards-2

24. Queen’s Award for Voluntary Service

25. How we can work together?

26. Local Intelligence Team (SW), Office of the Civil Society, Cabinet Office Renée Smith Gorringe Policy Manager, Local Intelligence Team Office for Civil Society, Cabinet Office St. Lawrence House, Broad Street, Bristol, BS1 2HF renee.smith-gorringe@cabinet-office.gsi.gov.uk 07786 190042 • For more information: • www.cabinetoffice.gov.uk • www.communities.gov.uk • www.number10.gov.uk/take-part/

27. Diana Finch Chief Executive Swindon Carers Centre

28. Volunteering Is volunteering the solution to budget cuts?

29. Volunteering Who are carers? • Friends and family • Looking after someone who cannot live independently • Includes caring for someone with a disability, learning disability, mental health problem, substance misuse problem • Doing it for love, not money

30. Volunteering Swindon Carers Centre – what we do • Teams specialising in supporting adult carers, parent carers and young carers • Assess needs and identify outcomes, information and signposting, supporting to access services and benefits, opportunities for breaks, training and peer support / social activities • Relief Care service, including Alzheimers sitting service

31. Volunteering Current situation • £1m turnover organisation this year • Cuts in statutory funding – if we’re lucky, £650k turnover next year • Fundraising environment tricky • Increasing levels of demand, waiting lists • How to deliver more with less money? Is volunteering the answer??

32. Volunteering Challenges with volunteers delivering front line services • Quality • Working with vulnerable people • Skill set – listening skills, knowledge of services, record keeping / IT • Induction, management and supervision requirements greater than for paid staff

33. Volunteering Project costs for team of 3 FTEs • First option • 5 f/t & p/t staff for paid staff option, with all staff staying for the full year • Second option • 10 p/t volunteers for volunteer delivered option, with volunteers committing for an average of 16 weeks

34. Volunteering

35. Volunteering Volunteer Enrolment Problems • How do you get this many volunteers? • How do you sell the need for this much management cost to funders? • How do you get funders to pick up all the associated overheads? (Overheads are the same in real terms, regardless of whether it is volunteers or staff delivering. But the proportion of overheads looks huge without the staff cost.)

36. Daniel Rose Head of Insight National Trust

37. Volunteering Research Daniel Rose The National Trust

38. Canon Hardwicke Rawnsley Octavia Hill Sir Robert Hunter

39. 2010/11 Volunteer ContributionNational Trust picture During 2010/11 the Trust involved 61,642 volunteers….who contributed 3.6 million hours…..which is equivalent to £30 million (overall costs est. £5-6m)

40. 2010/11 Volunteer ContributionTypes of volunteering Total = 62,000 • Programmes • Approx 4k Working Holidays, 2.5k Employee Volunteering 6,000 • Groups • More likely to be one off / partnerships • 1/3 internal groups – NTV, Friends • 2/3 external – Mencap, BTCV, Princes Trust, schools etc. 19,000 • Individuals • More likely to be regular / ongoing • Approx 14k Room Guides • Approx 1.5k committee / council volunteers • Approx 500 FTV / Internships 37,000

41. The external volunteering climate “Which charities in general would you say you support?” Base: All respondents (3,000), 16+, England, Wales & Northern Ireland Source: National Trust/nfpSynergy, February 2011

42. The external volunteering climate • Volunteering has remained static. • Typical profile of a volunteer is a middle aged female from a higher social grade, who already gives to charity and is a regular worshipper. • The gender gap is closing; • Younger; • But the tendency for volunteers to be of higher social grades remains unchanged- in fact, it is now even more pronounced than it was ten years ago.

43. Volunteer Insight - objectives • Involve more volunteers • Involve new types of volunteers • Improve the experience of our volunteers This will help us Increase relevance, grow support and build resource at our properties and across the organisation as a whole

44. All about motivations…

45. But we are all different!

46. Volunteering participation or interest : Keen Motivations: “For others” (Help others/ feel useful/ make difference) “For me” (Qualification/ experience) Not Keen

47. Volunteering participation or interest : Keen Active citizens Young developers Curious Minds Big Society champions Young Experience Seekers The 18-30’s Out & About Explorer Families Motivations: Live Life to the Full “For me” (Qualification/ experience) “For others” (Help others/ feel useful/ make difference) The families Home & Family Kids First Families Not Keen

48. Active Citizens “The volunteers are so old…I’m not there yet…I’m a different generation”.

49. Curious Minds “So I think your family constraints are very important? I mean when I had parents alive, and daughter at home and so forth, husband ill, 2 hours in the local charity shop was just right” Curious Mind “Having retired, having the belief that you can actually bring your skills to volunteer work, it makes you feel good. Good about it. You know I am a school governor but that’s not a skill really. That’s for the community” Curious Mind

50. Explorer Families “You’re killing two birds aren’t you? It’s a really good day out, quality time with the kids, but also you feel like you’re doing something as well” Explorer Family “That’s certainly the reason I haven’t looked into National Trust volunteering. I assumed I wouldn’t be able to because I have a 4 year old, 6 year old and 8 year old - so how could I possibly? So if there was something we could do that would certainly interest me” Explorer Family