The Changing Relationship between the Voluntary and Statutory Sectors

1
The Changing Relationship between the Voluntary
and Statutory Sectors

• Harriet CainHead of Community Engagement and
  Regeneration

2
Kensington and Chelsea Voluntary and Community
Sector

• Comparatively robust
• Sophisticated
• Good and improving relations with the local
  Authority

3
The Changing Landscape

• The strengths of the sector are
• innovation
• addressing the particular and
• localism.
• Unlikely to change - play to strengths

4
National Government Stance

• Third Sector Review
• Crucial plank of social and economic regeneration
  
• Recognition of ability to reach the excluded
  and at risk
• Potential for public service delivery at grass
  roots level
• Also brings diverse people together

5
Challenges

• Understand and position accordingly
• Area- based regeneration funds have dried up
• National funding more difficult
• Emphasis on partnerships and sub-regional funding

6
Opportunities

• However, there are opportunities
• Two examples to illustrate
• The developing Social Care market
• Delivering the Worklessness agenda

7
The Developing Social Care Market

• Commissioning more commonplace
• Particularly in Adult Social Care
• Introduction of Direct Payments and Individual
  Budgets
• This area will grow exponentially with the
  ageing population

8
The Third Sector

• Third sector providers are being urged to
  develop
• Innovative services and solutions
• User support and advocacy
• Peer support and brokerage

9
Challenges

• Moving towards commissioning difficult
• For both local authorities and the voluntary
  sector
• Adult Services need networks of providers which
  are local, innovative and particular
• Commissioners will increasingly engage with
  sector to influence, encourage and support the
  development of local markets
• Voluntary sector should anticipate social care
  infrastructure, and
• consider setting up consortia

10
Worklessness

• A priority for government
• National/sub regional contracts sewn up by big
  companies - competitive market
• BUT, note the task in hand..
• 1981 Workless households in social housing
  30
• 2006 Workless households in social housing
  55

11
Area and Person Focused Solutions

• Residualistion on estates
• Crime/drug fuelled economy
• Very hard to reach individuals
• Complex and multiple disadvantage
• which requires provision of
• Flexible, customised, intensive and continuing
  support
• Neighbourhood and/or estate based interventions

12
Facilitating Strategic Positioning of the Sector

• Establish a local training providers network
• Link to wider strategic framework LSP
• Public Sector - Voluntary Sector -
  Employers/
• Commissioners Training Providers Businesses

13
Strategic Partnership FrameworkWorklessness
Aims, Funding and Programmes
Revised Aims and Programmes
KCP
Align and streamline
Learning, Work and Business Sub-Group LSC, JCP,
Connexions etc
Employers / Business Forum
Align and streamline
Voluntary Sector Providers Network
Align and streamline
Brokerage and Pathways into Work
Training, Support and Additional Funding Bids
14
Local Services for Local People

• Such an approach can facilitate
• Co-ordinated local provision
• Improved standards and capacity
• Ability to bid against competitors
• A strong advocacy role in relation to e.g. LSC,
  LDA
• Influence at a local and sub-regional level

15
Summary

• Changing relationship between the Voluntary
  and Statutory Sectors
• Models of best practice
• Partnership working in development