Thrive! July/Aug/Sept 2013

Supporting voluntary and community action

In this issue: Inspiring AGMs

Bristol’s youth mayors

All change at City Hall

Summer/autumn training

Building Health Partnerships

and more!

Children enjoying a local play session with Bristol charity BAND. BAND supports and develops out-ofschool childcare provision in and around the Bristol area. Read more about the future of Extended Services and children’s play in Bristol on p30.

July/August/September 2013

Voscur’s Annual Event and AGM 2013 ‘The Voluntary Sector’s Role in a Healthy City’ featuring

The ‘Voscurs’ (Bristol Voluntary and Community Sector Awards) Wednesday 6 November, Central Bristol, more details TBC. To book your place, visit: goo.gl/lykbD

Trustee Network Tuesday 16 July 2013, 6:30-8:30pm

‘Working Relationships: Trustee Boards and Senior Staff’ • Are you a trustee or a member of a management committee?

• Are you sure about your role and responsibilities?

• Would you like to meet with trustees from a range of charitable organisations to talk about issues that affect you?

The Trustee Network is here for you.

Presentations and discussions on relevant topics and networking over a cup of tea or coffee.

To register for this free event, visit: www.supporthub.org.uk/trustee-network-july13 2 www.voscur.org

July / August / September 2013 Issue 21

Contents Voscur

18-19 The changing face of training 20

4 Editorial

Commercial Skills Masterclasses for Public Service Delivery

5

New members

6

What is the true state of the sector?

7

Joining forces – Voscur and Volunteer Bristol merger

21

Police and Crime Commissioner’s Community Action Fund

8

Leaving a local legacy

22

Developing Neighbourhood Partnerships

9

Commissioning in Bristol – update

23

BME young people: attitudes to the police and the criminal justice system

10-12 Lives changed for the better – some VCS success stories

Support Hub 13

Trustees of unincorporated charities – reducing your personal liability

14-15 Make the most of your AGM 16-17 Support Hub summer/autumn training programme

Voice and Influence

24-25 All change at City Hall 26

Building Health Partnerships

27

Helping to scrutinise the Living Wage

28-29 The public faces of young people – Bristol’s first youth mayors 30

What’s next for Extended Services?

31

Voice and influence – reclaiming the agenda

Keep up to date with Voscur online:

www.facebook.com/voscur

twitter.com/voscur

www.linkedin.com/company/voscur

www.youtube.com/voscur

Thrive! is also available online as a pdf at www.voscur.org/magazine.

If you require it in another format, please get in touch on 0117 909 9949.

Disclaimer: some of the views expressed in this publication are those of individual contributors and do not necessarily represent the views of Voscur. Publications, events and services mentioned in Thrive! are not necessarily endorsed by Voscur.

Issue 21 July / August / September 2013

www.voscur.org

3

Dear members and friends not only to provide support to

One of our biggest influencing

groups, but also to ensure that

challenges has been the

you as a sector have a say in local

involvement of the voluntary

decision making.

and community sector in

The report on the work of Voscur’s Voice and Influence Service during 2012-13 can be downloaded at: www.voscur.org/reports. The success of this work over the past few years has largely been due to my colleague Matthew Symonds, who moved on to a new position at the Canal and River Trust in May. We wish

Wendy Stephenson Chief Executive

As I write this, Voscur is being audited by our umbrella body, NAVCA, to ensure that we have maintained our standards since we gained our NAVCA Quality Award in 2008. To retain the award, we must submit an evidence file that is reviewed by an auditor. The auditor then comes to Bristol and interviews a number of our stakeholders.

from identifying need to delivering services. The article on page nine talks about the report and the action plan that came out of our February event.

We are responding to your feedback and we will keep pushing this agenda and take it up at every opportunity.

Matthew well, and look forward

What are your priorities for

to taking the Voice and Influence

influence? Come along on

work forward with our new team

18 July and tell us, or email me

member (yet to be appointed).

at wendy@voscur.org and I will

On 18 July, we will be holding a VCS Assembly Conference with the aim of bringing local organisations together to help us to plan our Voice and Influence

take your views forward.

Thanks.

Wendy Stephenson Chief Executive

work for the next year (see p31).

We have put a lot of time into responding to external initiatives during the past couple of years, and now feels like a good time to reflect and plan, especially with

In reviewing Voscur’s evidence file,

a new staff member coming on

the auditor has been impressed

board. I hope you will be able

by the number of voluntary and

to join us at this event. Voscur’s

community sector advocates

board members and our VCS

that we support, and who are

advocates will be coming along;

participating in decision-making

we hope to be able to formally

structures in Bristol. This is not

announce our merger with

common across the country

Volunteer Bristol (see p7), and

and Bristol City Council is indeed

there are rumours that a high-

unusual in commissioning Voscur

profile politician will be joining us.

4 www.voscur.org

commissioning processes –

Key to symbols Equalities Article Training Information & Resources Event

July / August / September 2013 Issue 21

New Voscur members Action for Blind People 0117 953 7750 tim.atkinson@ actionforblindpeople.org.uk www.actionforblindpeople.org.uk Amanda Ramsay

Bristol City Council – Children and Young People’s Services

South Gloucestershire Council – Safe Strong Communities

0117 352 1181 jacqui.miller@bristol.gov.uk

01454 865 839 marian.jones@southglos.gov.uk

Bristol City Council – Translation and Interpreting Service

Square Food Foundation

07780 336 773 amandaramsay@hotmail.co.uk www.amandaramsay.co.uk/worklabour/

0117 903 6431 yvonne.nunes@bristol.gov.uk

Bath and North East Somerset Carers’ Centre

0117 915 4831 bex@coexistuk.org www.coexistuk.org

0800 038 8885 trisha.jordan@banescarerscentre. org.uk www.banescarerscentre.org.uk

Coexist Community Interest Company

West of England Rural Network 01275 333 701 chris@wern.org.uk www.wern.org.uk Westbury on Trym Village Hall

Finzel’s Reach Residents Association

Bristol Best Tuition

0117 376 3510 finzelsreachra@hotmail.co.uk

07886 892 624 khalif21@hotmail.com

Libreville Films

Bristol Cameroonians Association

0117 904 6679 info@squarefoodfoundation.co.uk www.squarefoodfoundation.co.uk

0117 962 3399 enquiries@wotvillagehall.org www.wotvillagehall.org

07905 598 934 librevillefilms@hotmail.co.uk

0117 382 2328 ngaduimado@live.co.uk

VCS Assembly Conference 2013 – Reclaiming the Agenda 18 July 2013, 10am-4pm, The Park Community Centre, Knowle, Bristol.

Come and hear from people who have made a difference, and tell us what you want us to be working on next. How can our staff team, our board, and our links to decision makers support you and your organisation?

More details on p31.

Issue 21 July / August / September 2013

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5

What is the true state of the sector?

Help us find out how healthy and thriving the voluntary sector in Bristol is.

A selection of photos from local voluntary and community sector groups

Through our Support Hub, Voice and Influence and Compact work, Voscur is working hard to provide effective support for voluntary and community organisations in Bristol and to help build a strong sector in the area. This is being achieved with significant investment from Bristol City Council and other public sector partners.

The voluntary and community sector (VCS) in Bristol is made up of a wide range of organisations and groups.* Some are large and some very small, but all are working hard to run projects and provide services, often for the most vulnerable people in our communities. To help ensure Voscur is informed about the sector, we are launching a ‘State of the Sector’ survey.

The results of the survey will help us to inform you about new opportunities to develop your

6 www.voscur.org

organisation and plan the work that you do in Bristol. They will also be used to: • Highlight the value and significance of the VCS through the publication of robust, evidence-based information.

• Help in funding negotiations.

• Inform policy.

• Improve service delivery, especially the support that is provided for smaller community organisations.

• Identify gaps in provision.

• Influence national policy through organisations like the National Association for Voluntary and Community Associations (NAVCA) and the National Council of Voluntary Organisations (NCVO).

Voscur will share a summary of the results with our partners but will not pass on detailed information about individual organisations. We will also use

statistical information in reports to Bristol City Council and other key partners. The final report will only be as good as the quality of the responses. The wider the range of responses and the greater the number, the more useful it will be, so please fill in the survey online at www.voscur.org/SS_Survey or contact Voscur on 0117 909 9949 if you would prefer a paper copy of the survey. Smaller groups/ organisations only need to complete part of the survey. * Within the sector we would include community groups, voluntary sector organisations, social enterprises and faith organisations.

If you would like help completing the survey please contact Voscur on 0117 909 9949 or email info@voscur.org.

July / August / September 2013 Issue 21

Joining forces – Voscur and Volunteer Bristol merger By the time you read this, Volunteer Bristol could have merged with Voscur to form a stronger and more responsive support organisation for the local voluntary sector.

Almost two years after discussions first began about the possibility of joining forces, the two charities should legally become one in July.

Two years is a long time for

logistics stack up, ensure our

we have followed and some of the

development but, given the

organisational values and ethos

areas in which we have developed

potential pitfalls in mergers and

also mesh into a foundation that

our organisational capacity.

collaboration, taking time to

is strong enough to get past

plan, learn and get the match

the minor day-to-day potholes –

right should pay off. NAVCA and

budget formats, email addresses,

Community Matters were forced

choice of tea bags, hotdesk

to abandon their proposed

protocol – on the road ahead.

merger in March, by contrast,

Obviously some things – such as membership packages, information services and websites, and closer integration of volunteering and organisational

Even more useful has been what

support – will transition to a single

we have learned along the way.

service over time, but by the end

The process we have followed and

of the year you should start to see

the resources we have used at

the positive impact of our merger

various stages have already helped

on the support and services we

us support other organisations

can offer. Of course, if you have

aiming to bid for contracts in

specific ideas about what you

So we chose not to rush the

partnership and establish new

want from us coming together, or

process and, as well as making

collaborative services. The tables

you want support to develop your

sure the finances and practical

below set out briefly the process

own partnership, get in touch.

due to pension liabilities, and last year People Can went bust due to financial problems dating back to its formation through the merger of several organisations into the Novas Scarman Group.

Steps in the process

Areas of learning

Initial discussions between chief officers and trustees

Prerequisites for collaboration or partnership working

Joint development day with staff, trustees and volunteers

Establishing openness and transparency between partners

Setting up a trustee working group

TUPE and employment rights

Agreeing a draft Memorandum of Understanding

Consultation with stakeholders (beyond the minimal legal requirements)

Developing a joint business case

Operational systems integration

Options appraisal (including different forms of collaboration without merging)

Joint business development and fundraising

Due diligence

Risk assessment

Issue 21 July / August / September 2013

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7

Leaving a local legacy Ronnie Brown, Development Director at local grant-making charity Quartet Community Foundation, outlines one option for local charities having to make the difficult decision to close their doors.

Photo by Libby

As I’m sure you are well aware, reductions in grant funding and increased competition for contracts means that some charities are struggling to find a way forward. For a small number, this may mean that the trustees have to take the difficult decision to wind up the charity.

If there are any assets in the form of cash, investments or property, the trustees then have to decide what to do with them. Charity Commission rules are clear – remaining assets must be passed on to another charitable organisation with similar objectives.

How Quartet Community Foundation could help One option to consider in this circumstance may be to set up a named endowment Fund at Quartet Community Foundation.

This could be the name of your charity, the person who set it up or another important name that embodies the work you do.

8 www.voscur.org

For a minimum of £15,000, the Foundation can establish an invested fund. This fund would generate interest and would therefore be a sustainable source of support for other local projects that do similar work.

It might also be possible for the original trustees or directors to be involved in making decisions about these grants, maintaining their involvement in the work.

There is also currently match funding available through the government’s Community First Challenge which could boost the value of the new fund by 50 per cent. This match funding is intended to boost new funds that support local communities and is available until March 2015.

We believe that an option of this type provides a way of continuing local work in the name of a charity or its founders and directly meeting the needs of the people it was set up to help.

We are acutely aware that the decision to close is never an easy one and would need to be approached with care and sensitivity. Any discussion with us would take place in an environment of discretion and confidentiality.

Setting up an endowment fund is not just an option for charities facing closure - they can be set up at any point to provide a long-term source of income to support your activities. A number of existing VCS organisations already hold endowment funds within Quartet Community Foundation. These are: • Arnos Vale Cemetery • Bridge Foundation • Easton & Lawrence Hill Neighbourhood Management • Upper Horfield Community Trust • Young Bristol.

If you would like further information or wish to discuss a more specific matter, please email: Ronnie.brown@quartetcf.org.uk

July / August / September 2013 Issue 21

Commissioning in Bristol – update In the last issue, we reported on an event that Voscur was involved in which aimed to bring commissioners and voluntary and community sector (VCS) representatives together to discuss commissioning in Bristol.

This article summarises what has happened since the event took place in February.

A report and action plan designed to improve VCS involvement in commissioning has been produced. It discusses the themes that were identified on the day and lists actions for council officers, the Bristol Compact, and Voscur.

Commissioning report themes Risk – in all its forms including length of contract, the use of new ‘vehicles’ for service delivery (such as consortia), and financial thresholds required by public sector providers.

Joint strategic shaping of services – thinking about how commissioners and providers design services in the future to ensure best use of resources when meeting the needs of the people of Bristol.

Transfer of Undertakings (Protection of Employment) (TUPE) – including the need to be clear about what is required by commissioners and providers in order to comply with legislation and submit effective bids.

Expertise and information – relating to the need for commissioners and providers to enhance levels of expertise, knowledge and understanding of commissioning requirements and the changing environment.

Marketisation of VCS versus mission – matching the pressures for change and a commercial approach with the fundamental social principles of a VCS organisation.

Quality and social value – ensuring that the quality and social value that the VCS can provide are not stifled by commissioning processes and an assumption that only large organisations can deliver value for money.

Process and proportionality – including consistency in the application of processes.

Within Bristol City Council, the Enabling Commissioning Board is no more. As a member of that board, the Compact Liaison Officer took a VCS perspective to discussions and decisions. A strategic commissioning board has now been established, along with a strategic programme.

The new commissioning board is now called the Right Outcome, Service and Provider (ROSP) Board and programme.

It is important that the role of the VCS in commissioning is championed at a strategic level, and we will be seeking to ensure that we are represented at the ROSP Board.

In May, Voscur met with Councillor Gus Hoyt, a member of the Mayor’s cabinet, and a number of senior council officers. At that meeting, we urged the Mayor to identify a cabinet member who will take responsibility for commissioning.

Issue 21 July / August / September 2013

One of the aims of our Building Health Partnerships work (see page 26) is to develop a strong voluntary, community and social enterprise sector provider market.

To download a copy of the report and action plan that was produced following the commissioning event, visit: www.voscur.org/reports.

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Lives changed for the better – some VCS success stories Voscur works to showcase the value of the voluntary and community sector in Bristol, to help to raise its profile locally and celebrate its many achievements. People telling their story in their own words is always the most powerful way to do this. In this feature, we highlight some case studies of local Bristol people whose lives have changed as a result of the support of a local VCS organisation.

Carina – EighteenPlus EighteenPlus is a group for young adult carers in Bristol who care for a friend or family member due to ill health, disability, mental health condition or drug

to their lack of understanding.

“These monthly meetings get me out of the house and give me a break, and I can make friends that understand caring life and

and alcohol misuse.

can make me

smile! We are able to give each other support and ideas around caring as we all have experience of it. EighteenPlus has also advised me on services that are available to me and to my family.

“Overall, EighteenPlus has been

“My name is Carina. I love pizza,

an amazing support, not just to

I have a pet dog called Max and

me but to my family as well, as I

I’m a young adult carer. I care for my parents and support my little sister. I help run

am able to have a break and go back home feeling relaxed, happy and

EighteenPlus; however,

ready to give them

I also use the support

the best care I can.”

too. EighteenPlus meet once a month for social activities like bowling and meals. These really benefit me, as being a carer, I have become very isolated and lost a lot of friends due

For more information, visit the Carers’ Support Centre Bristol and South Gloucestershire’s website: goo.gl/v472E

Carina (left) and another young carer on a day out in Bristol

10 www.voscur.org

July / August / September 2013 Issue 21

Charlie – Splitz invaluable to me and my family.

Attendees and facilitators at a local Splitz session.

Splitz run a communitybased domestic violence support programme for male perpetrators and offer their partners a women’s safety service.

“I can’t thank the people at Splitz enough for the help that they have given me. It has been absolutely

“Before I started I had a long history of aggression, both inside and outside of relationships. I am in a relationship with my partner with whom I have a three-yearold daughter. I was becoming increasingly angry and unable to manage myself – thankfully a relationship counsellor at Relate referred me to Splitz.

“I found the prospect of doing the course quite daunting at first as I didn’t like to see myself as an aggressive, violent person of whom my partner might be afraid.

However, through the course, due to its open/team approach and the high level of skill of the supervisors, I have found a voice

of responsibility for my actions.

Also I have found emotions of compassion towards my partner (which I had previously not realised were missing when I felt upset). To use a term from the course, I have learnt to recognise and understand my ‘old negative scripts’ and have started generating ‘new healthy compassionate scripts’ for both myself and the people I interact with – most importantly my partner and daughter. I understand that this is only the start of a journey that I intend to stay on to make my life and my family’s life much more fulfilling.”

For more information, visit: www.splitz.org

Sandra – One25 step away from the streets and unlock their potential.

One25’s outreach bus

One25 is the only organisation in Bristol specifically supporting street sex-working women.

Each year they help around 300 women, giving them the intensive support needed to

“One25’s outreach bus meant so, so much to me. Even through all the fog of the drugs and the drink, I could feel that another human being cared. I remember the horror of endless dark nights out there and to have that bus there, just to punctuate it with light, was an absolute lifesaver. It helped me start to believe that there is some kindness in the world.

“One25 was there for me with hugs, with love and support. They never once doubted that I could escape. There was never a hint of judgement or expectation; it was just love all the way. So I went to

Issue 21 July / August / September 2013

rehab – I just knew I needed it.

“Now my life has changed beyond all recognition. I see my little boy once a week. It was really hard to start with. He is seven and we didn’t know each other. But now he has really started to open up.

We went to the zoo recently and he didn’t want to go home.

“One25 saved my life, there’s no question about that. I feel very strongly about how absolutely crucial that night bus is; having it there, picking you up by the scruff of the neck and giving you a hug, is so important.”

For more information, visit: www.one25.org.uk

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11

Paula – Juicy Blitz The juice bar provides a hub

meetings between the police and

where young people can meet

young people. I didn’t used to

up and get involved in projects

like the police because I got into

developed by young people for

trouble in the past, but they seem

young people.

friendlier and listened to you at

“In my early teens, I was going out

PACT meetings.

and hanging out with the wrong

“I feel proud of myself. I don’t

people. I found it hard growing up

go out drinking and that like I

in Lawrence Weston. Since coming

used to and I’m focusing on

to Juicy I’ve been involved in lots

college. Two years ago staff at

of different projects. In Drunken

Juicy supported me to get into a

Mistakes, a health awareness film

youth housing scheme because

Juicy Blitz (run by the Bread

project about underage drinking,

of difficulties at home. I’m about

Youth Project) is a young

I auditioned for the main part

to complete level 3 in Musical

people’s health and

and got it. I gained confidence

Theatre at SGS and plan to go to

participation project based

with the camera, acting skills and

university in September.”

in the juice and smoothie bar

teamwork. As a young leader I got

on Lawrence Weston parade.

involved in running Youth PACT

Paula at the Bread Youth Project’s juice bar

For more information, visit: goo.gl/pJs2H

Martin – Shelter my family and the anti-social

“My children also have their own

behaviour problems that the

Shelter support worker. My son has

children were causing in the

completed an anger management

neighbourhood. We live in an

course and my daughter has taken

overcrowded house and want

part in a drama workshop around

to move.

risk-taking behaviour. The worker

“Shelter came and visited me to Photo by the girl who owns the world

discuss what my children needed in terms of support, and loads of

is now showing me techniques around setting the children boundaries. The children love the support they are receiving. There

Shelter’s Realising Ambition

other things that I was struggling

Service works with families

to cope with. Over the past six

where there are risks around

months, Shelter has helped me

offending, homelessness and

sort out my benefits, get disrepair

anti-social behaviour.

issues acted upon by my landlord,

“I was referred to Shelter’s

increase my family’s priority within

For more information, visit:

Realising Ambition team due to

Homechoice (and understand how

goo.gl/ZUSpD

the ongoing arguments within

to bid), and get all the furniture

are fewer arguments and I haven’t had to call the police for months.

My social worker is really happy with how things are going.”

we need.

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July / August / September 2013 Issue 21

Support Hub

Trustees of unincorporated charities – reducing your personal liability If a charity is an unincorporated trust or association, rather than a corporate entity, the trustees could be personally liable for its debts. Rosie Parr from Lancaster Parr looks at how trustees can protect themselves...

The problem with an unincorporated charity is that it has no capacity to contract in its own right – instead it is its trustees who enter into contracts with staff, landlords and suppliers on the charity’s behalf. They are also liable for tax, National Insurance and VAT payments in respect of the charity’s activities. If court proceedings for negligence or unfair dismissal are issued against the charity, the claim is served on the trustees personally, in their individual names.

This situation may be acceptable so long as the charity has sufficient assets to meet any successful debt or damages claim against it.

However, if the charity is insolvent (or has only restricted funds), its unincorporated form means that there is no limited liability protection for the trustees and they might be personally liable.

Trustees may ask whether they would instead be protected by indemnity provisions in the charity’s trust deed or constitution.

The answer is “no”, as the indemnity depends on there being sufficient assets in the charity with which to indemnify the trustees. Nor will trustee indemnity insurance cover a

trustee’s personal liability for claims under contracts or leases or meet financial claims or debts arising from the charity’s insolvency – this form of insurance is narrower than often realised and usually will not cover these types of operational liabilities.

Trustees who wish to achieve the protection of a corporate legal structure now have a choice between the established ‘company limited by guarantee’ or the new ‘charitable incorporated organisation’ (CIO). After a long wait, the CIO is now available for registration with the Charity Commission. This is a corporate form with limited liability and a separate ‘legal personality’ specifically for the charity sector.

It is registered with and regulated by the Commission and is not subject to additional Companies House regulation (unlike charitable companies limited by guarantee).

Incorporation of a charity as a CIO or as a limited liability company will reduce personal risk exposure of your trustees and give them considerable protection from claims by third parties such as suppliers, employees or users of the charity’s services.

Issue 21 July / August / September 2013

Rosie Parr from Lancaster Parr

More information on CIOs: goo.gl/xvlxh Lancaster Parr is a specialist charity law firm which can deal with the formation and registration of a new CIO or limited company for your charity, and support your board through the incorporation process to reduce the personal risk exposure of your trustees – email Rosie Parr on: rhparr@lancasterparr.co.uk

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13

Make the most of your AGM Your Annual General Meeting (AGM) is a fantastic opportunity to raise awareness of your work and motivate people to get behind your cause. However, this can sometimes be overtaken by the formal aspects of the meeting – those required in your constitution.

Here are some tips to keep your AGMs engaging.

Think about your audience when planning What impact do you want to have? More than simply presenting your accounts or electing a new board, your AGM is a chance to excite people and generate support. Make the meeting enjoyable – keep the business brief.

Play to your audience: What would make people leave the AGM bursting to tell others about your organisation? Think from the perspective of those who will attend, such as service users, funders (current and potential), partner organisations and volunteers. Are the audio and visuals accessible? Also consider whether people will need childcare to enjoy the event.

Get people excited: How can you get the word out in a way that will make people want to attend?

How about: • Start telling a story as a ‘teaser’ that you will return to in the AGM. • Hold a competition or give out awards.

• Have a speaker on a burning issue – maximise on any key developments, such as policy

14 www.voscur.org

or social changes that relate to your organisation.

• Use the AGM as a fundraising opportunity – organise a raffle.

Engage your audience: Have a team to welcome guests as they arrive, and encourage networking.

Create something for people to browse, such as photos or display boards; then, once the AGM starts: • Personally introduce the Committee.

• Make sure there’s ‘something for everyone’ and get people involved.

Build a relationship: AGMs are a good chance to hook people in and encourage them to get involved in your organisation, be that as funders, volunteers, supporters, or service users.

Make them feel valued and appreciated and tell them how they can support you after the event. Thanking people for attending is good practice and gives you an additional chance to secure future support.

Make sure you cover the basics

aspects of running your AGM we have produced a checklist to help ensure that all the basics are covered. You can view it here: goo.gl/Ar9tT

AGMs: a funder’s perspective Picking up on the fundraising impact an AGM can have, Olivia Gore, Policy and Learning Manager for the Big Lottery Fund, shares her thoughts: “At the Big Lottery Fund we are often invited to attend AGMs, which can be a really valuable opportunity when the event is wider than the formal AGM elements. Hearing about the achievements and also challenges that have taken place over the year, and meeting staff, trustees and especially service users, brings a project to life. One of my most memorable has been presenting a BIG Lottery cheque to a group of children from a project who, as part of their AGM, were also celebrating the start of a community-led, three-year funded play project.”

To ensure you have plenty of energy and enthusiasm left to devote to the more creative

July / August / September 2013 Issue 21

“The whole evening had a huge buzz – I feel part of something making a big difference.”

Attendee at One25’s 2012 AGM

An AGM success story: One25 One25 (a Bristol-based charity supporting women trapped in street sex work) keep creativity at the heart of all their events and last year’s AGM was no exception. By giving it a ‘Community Celebration’ theme, they succeeded in securing a broad base of guests including the Police and Crime Commissioner Sue Mountstevens, volunteers, staff, trustees and donors. The AGM generated greater support for the charity, which just six months later has resulted in over £7,500 of new donations.

What worked well: ✔✔Using a short audio clip of a service user’s story to promote the event encouraged people to come and hear more (goo.gl/DCGIb). ✔✔The event focussed on what was accomplished through the determination and courage of the service users.

A speaker at One25’s 2012 AGM

✔✔Condensing the legal aspects into the first half hour left plenty of opportunity to centre on achievements. ✔✔The Chair and trustees were fully briefed to ensure their speeches were personal, heartfelt, and inclusive for audience members. ✔✔All participants were considered stakeholders and short speeches from a volunteer, prayer supporter and regular donor who shared why they support One25 reinforced this. ✔✔Volunteers and staff offered specific stories from the

frontline about working together to change women’s lives. ✔✔Kay’s story was shared in full at the end to link in with the celebration theme.

Hearing the real-life stories of the women One25 supports brought the event to life and gave it real meaning, summed up in feedback from a participant – “The whole evening had a huge buzz – I feel part of something making a big difference.”

For a fun video that captures Voscur’s ‘Get on Your Soapbox’ 2012 AGM, visit: goo.gl/0wgpJ

Issue 21 July / August / September 2013

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15

Support Hub training The Support Hub is offering an exciting range of courses between July and September to help your organisation manage and recruit volunteers, support trustees and engage in fundraising. For all of these courses, as well as others planned beyond September, visit: www.supporthub.org.uk/training-hub.

Voscur also offers in-house and bespoke training at competitive rates for organisations. Contact the training team on 0117 909 9949 to discuss your organisation’s needs.

Finance Forum – Reserves

Sustainable Funding for Your Future

8 July 2013, 1-3pm

12 September 2013, 9:30am-3:30pm

Voscur’s Finance Forum offers you a chance to meet

The survival of an organisation can be more secure

others with financial responsibilities and find out

when it is less reliant on just one source of funding.

what’s happening in the world of finance. This session

This session will take you through the basics of

will focus on reserves, looking at what reserves are,

fundraising including analysis, research, sources,

how to develop your reserves policy and what to

strategies, budgets, applying and evaluation and

include when you do the maths.

how you can consider a range of different incomes

Managing Volunteers 9 July 2013, 1:30-4:30pm This fun, creative session is suitable for any organisation that involves volunteers, whether you’re

for your organisation. It will also steer you through developing a fundraising strategy.

Being a Good Trustee 19 September 2013, 6:30-9:30pm

brand new to it, or very experienced. Delivered by

This evening course is ideal for anyone who has just

Volunteer Bristol, it aims to get participants thinking

become a trustee or wants to brush up on their

about the ethos of volunteering and how to make

knowledge and skills. It guides you through the roles

volunteering a rewarding, long-term activity.

and responsibilities of being a trustee, and provides

Trustee Network 16 July 2013, 6:30-8:30pm The Trustee Network is open to any trustees, from the brand new to the very experienced. The topic

you with useful expertise to take back and share with your board.

Recruiting Volunteers 24 September 2013, 9:30am-3:30pm

for July’s meeting is ‘working relationships: trustee

The session will cover volunteer motivation; barriers

boards and senior staff’. There will also be time to

to volunteering; recruitment techniques and

network with other trustees and share good practice.

processes; developing adverts for volunteer roles; and action planning. This session will be run by Voscur and Volunteer Bristol.

16 www.voscur.org

July / August / September 2013 Issue 21

Participants at one of our 2013 Kick Start training sessions

Look out for our other courses in the autumn term, including: • Writing Funding Bids

“A good opportunity for meeting other people in a similar role – I gained a lot of understanding about trustee roles.”

Attendee, Being a Good Trustee, April 2013

• Commercial Masterclass • Being an Even Better Trustee

• Community Interest Company Workshop

“Really great course. Enjoyed the interactive activities and sharing information with other attendees.”

www.supporthub.org.uk/training-hub

Attendee, Recruitment of Volunteers, September 2011

• Difficult Issues in Volunteer Management

Voscur’s training fees Voscur has revised its training fees. We have listened to the sector and recognise that in the current climate finances are tight. We are committed to supporting skills development so that Bristol’s VCS delivers high-quality services. We are pleased to be able to continue running our courses at affordable and competitive rates.

We want to encourage wide attendance, so as well as offering a number of free places on our courses (please contact the Support Hub for more information on this by emailing info@voscur.org or calling 0117 909 9949) we are also offering ‘Early Bird’ rates for anyone booking a course four weeks before the day of the training.

Issue 21 July / August / September 2013

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17

The changing face of training “I haven’t got time for training! How will I get all this work done if I take time off for a course?” Sound familiar? Staff, volunteers and trustees often feel they have less time available for professional development when faced with a growing demand for their organisation’s services and still only 24 hours in the day. In addition, as policy and funding environments change, so do our organisations and training needs – you don’t just need new knowledge about commissioning, or working with business, but how and when you learn must fit with your day-to-day work.

That is why e-learning, self-directed study and distance learning are increasingly popular. You decide when and at what pace to study – both of which should enhance your learning and its application back at work. However, it is not as easy to ask the ‘trainer’ questions sitting on your own in front of a computer, or learn from fellow students if they’re all working at different times and in different places.

This is why research1 shows that face-to-face training is still a crucial part of learning and development, and a combination of formats (face-to-face, e-learning, peer) is most effective for most people.2 Voscur understands this and our approach to training is constantly evolving in response. For example, most Support Hub courses now include: • Additional resources and tools online for further selflearning after a course.

• Support for peer learning and networking with other participants and allied organisations through Voscur’s practitioner networks, city-wide

18 www.voscur.org

VCS Assembly and policy and practice briefings.

• Adaptation of course content in response to a participant’s individual learning goals and advance questions.

• Design and delivery of a broader range of specialist courses by experts from our Associate network covering areas such as finance, quality assurance, legal advice, social media and trading.

So next time you see a training course that would be useful, don’t just think you don’t have time to attend – remember the other benefits you gain through training with people from similar organisations and think: can I afford not to?

Learning organisations Voscur believes continuous professional development is critical to sustaining strong organisations and the voluntary sector’s combined impact. Voscur is therefore a ‘learning organisation’ because building individual and organisational capacity underpins all our work – events, information and influencing as well as training –

and the strength and quality of our staff team is based on a wide range of educational and voluntary sector experience.

A third of Voscur staff are qualified trainers. We also work with external experts to design thought-provoking new courses around emerging policy and practice. IT gurus are not necessarily great teachers after all. But together with our training team, they ensure the rest of us know what we need to about cloud computing, for example.

Working closely with public bodies, through our Voice and Influence service, and frontline organisations, means we are also well-placed to respond to issues on the horizon of both national policy – welfare reform, for example – and very local communities, such as emerging Eastern European groups. Often this means partnering with trainers from these other agencies, who not only share their specialist knowledge, but help to refresh our approaches with new ideas and learning styles.

Is yours a learning organisation too?

July / August / September 2013 Issue 21

Investing in your future

large organisation with hundreds of staff and a multi-million-pound turnover. Sometimes, however, their needs are very different.

Our Support Hub therefore offers training designed for a variety of learning requirements, and many – trustee development, for instance – applicable to all.

Diversity is a strength of the voluntary sector but when it comes to training and support, it is also a challenge. A small community group – perhaps with one paid worker and many volunteers – sometimes needs the same knowledge and tools as a

How we evaluate our training’s impact varies, but a crucial benchmark is change in knowledge for participants, and we monitor this for every session. The charts below illustrate this impact for courses tailored for small and large organisations:

Change in knowledge level 100

100

80

80

60

60

40

40

20

20

%0

1

2

3

4

5

6

1

2

3

4

Kickstart 1 Kickstart 2 Kickstart is a six-session course for small, start-up organisations.

Knowledge level before course % Knowledge level after course %

5

6

%0

M4M

E&D

TUP1

BIZ

TUP2

Courses for larger, established organisations.

M4M = Managing for Managers BIZ = Developing Effective Partnerships with Business E&D = Equality and Diversity TUP2 = TUPE course 2 TUP1 = TUPE course 1

Tell us what you need…

Voscur is a member-led organisation, here to meet your needs. Our training programme is based on your requests, public policy and commissioning developments, and the needs we identify working with local groups day-to-day.

But what’s missing? If you want training on specific topics, let us know. We can then design a course in response, suggest other activities or relevant support, and offer in-house training, or maybe something else entirely. Just complete a web form at goo.gl/0VGiW or email ruth@voscur.org.

1. On-the-job e-learning: Workers’ Attitudes and Perceptions, The International Review of Research in Open and Distance Learning (March 2013): www.irrodl.org/index.php/irrodl/article/view/1304/2417 2. Blended Learning is Better than Instructor-led or Online Learning Alone, American Society for Training and Development (July 2012): www.astd.org/Publications/Blogs/L-and-D-Blog/2012/07/Blended-Learning-Is-Better-Than-InstructorLed-or-Online-Learning-Alone

Issue 21 July / August / September 2013

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19

Supported by

Commercial Skills Masterclasses for Public Service Delivery 13 and 14 November 2013, 9:30am-4pm, Bristol Register now for a two-day masterclass to build your commercial skills for public service delivery.

Designed and delivered by a cross-sector partnership (ACEVO, AVANTA, Capita, Ingeus, NAVCA, NCVO, Serco and Social Enterprise UK), these masterclasses are the first in a national programme funded by the Office for Civil Society and the Cabinet Office with pro-bono support from our private sector partners.

What the masterclasses cover

With increasing opportunities for the voluntary, community and social enterprise sector to deliver public services, the masterclasses are designed to share the skills, tools and techniques used by experts in the private and voluntary sectors to win and deliver public service contracts.

• Context: the changing market and your place in it.

• Building effective relationships: raising your profile, positioning and building relationships with partners and commissioners; the private sector as a partner.

• Assessing subcontracting opportunities: risk and financial assessment of contracts.

Using case studies, practical commercial tools and the direct experiences of expert facilitators, the masterclasses will guide you through the commercial skills required to succeed in a world of subcontracts, competition and payment by results.

Delivered by

Surveying delegates beforehand, each event is tailored to your stated needs and interests, and will tackle the key issues involved in both direct contracting and subcontracting. We’ll cover: Day 1

Day 2 • Bidding and governance: skills for effective bid management, governance and setting contract terms.

• Negotiation: the importance of doing it, and how to do it well.

• Implementation and contract delivery: tools, processes and challenges when preparing for

and delivering a contract.

• Learning and adapting: how to respond to changing circumstances during the contract.

Who should attend?

We’ve designed these events for service managers, senior staff and trustees in voluntary, community and social enterprise sector organisations who are: • Delivering or looking to deliver public services; and/or • Bidding in consortia or partnership.

How to book Places are limited to 25 per masterclass. To book, visit: goo.gl/GbrVW The fee is £45 per delegate, £35 to Voscur members.

Further details about the full national programme of masterclasses will follow on www.knowhownonprofit.org.

Police and Crime Commissioner’s Community Action Fund and the Mayor’s Fund The Avon and Somerset Police and Crime Commissioner (PCC), Sue Mountstevens, committed in her swearing-in ceremony last November to making a £200,000 fund available for communities to tackle issues in their local area related to the Police and Crime Plan. Working with the Police Community Trust, the PCC has now launched the new ‘PCC Community Action Fund’ for applications.

How much can you apply for?

Grants of up to £5,000.

When can you apply?

There will be four application rounds (see table below).

What sort of applications will the fund support?

Applications must support the PCC’s priorities, which are: • Reduce the impact that anti-social behaviour has in our communities.

• Tackle domestic and sexual violence, particularly violence towards women and children.

• Prevent and reduce burglary and fear of burglary in your area.

• Ensure victims are at the heart of the criminal justice system.

Full details of what the fund will support are available on the PCC’s website at: goo.gl/MjCRU

The Mayor’s Fund for Bristol The Mayor’s Fund for Bristol is a fund managed by Quartet Community Foundation; money received is given as grants to charities and social enterprises in Bristol, and grant decisions are independent of Bristol City Council.

The first year’s grants will support work with disadvantaged children and young people in Bristol, and will make a significant difference to their situation, experience and opportunities.

Quartet will be working with charities and organisations that are very close to what is needed locally – a panel will review, evaluate and respond to grant applications ensuring every pound/Bristol pound donated has maximum effect.

Application deadline

Decision due

1 June 2013

End of July 2013

1 September 2013

End of October 2013

1 December 2013

End of January 2014

1 March 2014

End of April 2014

Issue 21 July / August / September 2013

How much can you apply for? £2,000.

When can you apply?

There are no closing dates.

Applications are accepted at any time and are looked at on a rolling basis.

What sort of applications will the fund support?

The first theme will be groups and organisations that benefit children and young people (0-19 years of age). To be eligible for a grant, the work of your organisation must benefit children and young people who are in some way disadvantaged.

They may be disadvantaged due to poverty, disability, location or culture. Priority is also given to groups that: • Enable young people to take opportunities that would otherwise not be available to them.

• Reflect the concerns and priorities of young people living and working in the area.

• Enable young people to realise their potential.

Full details of what the fund will support are available on the Quartet website at: goo.gl/aSgyL

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21

Developing Neighbourhood Partnerships Bristol City Council has completed the formal review of Neighbourhood Partnerships. The council-led review followed the work facilitated by Voscur in 2012 when a working group of residents and voluntary and community sector groups from Bristol’s Neighbourhood Partnerships (NPs) identified ways that NPs could be improved.

The council’s consultation, which included events and a survey with over 3,000 responses, highlighted the following; • From those taking part in the consultation, approximately one in five had taken part in Neighbourhood Partnership / Forum meetings. However, there were wide differences between NP areas. The highest participation was in Cabot, Clifton and Clifton East and the lowest participation in Hengrove and Stockwood.

• Overall, approximately one in three had taken part in ‘other local meetings’. There were wide differences between NP areas.

The highest participation was in Horfield and Lockleaze and the lowest participation in Hengrove and Stockwood.

• Respondents who attended either ‘Neighbourhood Partnership / Forum meetings’ or ‘Other local meetings’ particularly liked finding out what was going on in their neighbourhood (2 in 3), influencing (1 in 2) and speaking to providers (1 in 2). There was less ‘liking’ of ‘concerns being

22 www.voscur.org

taken seriously’ (1 in 3) and of meetings being ‘well organised’ (1 in 3).

When asked ‘What do you think should be decided or influenced locally in the future?’ the top five issues were: • Planning issues.

• Traffic and transport.

• Parks and green/open spaces, trees.

• Highways, roadworks, gritting, street lighting.

• Parking and Residents’ Parking Zones.

Suggestions for improving NP/local meetings highlighted ‘better advertising’ as the main issue (1 in 2) followed by ‘improved feedback’, ‘linking to other group meetings in the area’ and ‘better links to community groups’ (all 1 in 3).

From the open question ‘If you attend Neighbourhood Partnership forums/other local meetings, how do you think that they could be made better?’, the top five suggestions were: • Improve website, online

feedback, improve advertising and communication.

• Better / quicker resolution of issues.

• Better chairing, agenda and running of meetings.

• More representative of the local community.

The findings from the consultation are being used to inform how NPs will change, with those currently involved in NPs being involved in a ‘redesign phase’. The changes to NPs are expected to be confirmed and introduced in the autumn.

For more details on the NP review, contact Gemma Dando at Bristol City Council on: 0117 3521090.

Find out more To view more detailed results from the consultation, visit: goo.gl/O8CHo To view the NP Working Group report, visit: goo.gl/pyLjM

engagement, social media,

July / August / September 2013 Issue 21

BME young people: attitudes to the police and the criminal justice system Following her election in November 2012, Sue Mountstevens, Avon and Somerset’s Police and Crime Commissioner (PCC), set out four key priorities: • Tackle anti-social behaviour.

• Tackle violent crime, particularly against women and girls.

• Tackle burglary.

• Give victims a louder voice, especially the ‘quiet ones’.

Black South West Network and Voscur coordinated group sessions with black and minority ethnic (BME) young people in Bristol and Somerset to discuss these priorities. Here are the issues they raised:

Racism should be regarded as anti-social behaviour. The police should prioritise equality and diversity training and work in schools and colleges to help eradicate racist behaviour.

Prevent and reduce violence, particularly violence towards women and girls Ensure swift police response and support for hate crime victims, ensure BME young people know how to report race-related hatecrime incidents and what support is available (e.g. Support Against Racist Incidents or Victim Support).

Prevent and reduce crime in your area, particularly

Reduce the impact that

burglary offences

anti-social behaviour has on

Use good community policing including imaginative use of PCSOs as they are visible and approachable.

our communities Many BME young people mistrust the police; they feel uncomfortable reporting crimes or seeking assistance when they are victims. The police should invest in community development work to improve trust and establish constructive relationships.

When tackling underage tobacco and alcohol sales, prosecutors should ensure the traders are targeted rather than the young people.

Increase restorative justice, particularly for lower-level crimes; this could reduce custodial sentences.

Ensure victims are at the heart of the criminal justice system Establish young people’s champions within the police and the PCC’s office to highlight

Issue 21 July / August / September 2013

issues raised and to support young people.

Other issues that fall outside of the PCC’s stated priorities Provide more police training to understand cultural and religious beliefs of diverse communities.

Improved ‘cultural competence’ would increase engagement with BME communities and reduce potential tensions and mistrust.

The police do not reflect the diversity of communities BME young people live in. Work with BME young people and their families to change attitudes and increase their pursuing careers in the police.

Police cautions which do not result in arrest or lead to prosecutions creates stigmatisation when seeking employment and training.

Cautioning of young people should be minimised and, when used, should not be kept on record.

The police should work with other criminal justice agencies so BME people have increased awareness of their rights if they are stopped or challenged and are better informed of legal processes.

Young people involved in the project will be presenting these views to the PCC in June.

www.voscur.org

23

All change at City Hall Following the local elections in May there has been an influx of new councillors at City Hall and changes to the Mayor’s cabinet. There has also been a host of new faces amongst the senior management team following the appointment of a new City Director and other senior staff.

Changes in the elected councillors On 2 May, 23 council seats were up for election. A summary of the

Summary of election results

results and the overall change in Before

After

Change

Council seats retained (Council seats gained)

Conservative

14

14

0

Avonmouth, Henbury, Stoke Bishop, Westbury on Trym (Clifton, Horfield)

Labour

22

28

+6

Lawrence Hill, Southmead, St George West (Easton, Eastville, Frome Vale, Hillfields, Lockleaze, St George East)

Liberal Democrat

32

23

-9

Cabot, Clifton East, Cotham, Henleaze, Redland

Green

2

4

+2

(Ashley, Bishopston)

Independents for Bristol

0

1

+1

(Kingsweston)

make-up of the elected councillors can be seen in the table to the right. The biggest winners of the night were Labour, picking up six additional council seats.

No single party has a majority of council seats, but Labour has now taken over from the Liberal Democrats as the largest party.

The Conservatives gained two seats but lost two seats, the Greens gained two seats and the Independents for Bristol gained their first seat.

Following the election the Labour councillors have agreed to join an all-party cabinet. The Mayor, George Ferguson, has reshuffled his cabinet. The new cabinet members are: • Cllr Mark Bradshaw (Lab) – Transport, Planning, Strategic Housing and Regeneration.

24 www.voscur.org

• Cllr Simon Cook (Lib Dem) –

• Cllr Brenda Massey (Lab) –

Leisure, Tourism, Licensing

Children, Young People

and Community Safety.

and Education.

• Cllr Geoff Gollop (Cons) – Finance and Corporate Services.

• Cllr Gus Hoyt (Green) – Neighbourhoods, Environment and Council Housing.

• Cllr Barbara Janke (Lib Dem) – Health and Social Care.

Find out more about Bristol City Councillors: www.bristol.gov.uk/ page/council-and-democracy/ councillors

July / August / September 2013 Issue 21

Photo by SwaloPhoto

New senior Bristol City Council staff Nicola Yates City Director Formerly Chief Executive of Hull City Council, Nicola Yates will be taking up the role of City Director, a new position created by the Mayor George Ferguson to replace the previous post of Chief Executive. The City Director will be the most senior council member of staff and will work with the elected Mayor. The Mayor has said the role of City Director is needed to ‘help shape, develop and deliver a vision to create a more sustainable city…build an integrated approach to regenerate and develop the city [and create] prosperity, skills

and jobs … alongside giving communities more responsibility and resources to unleash their energy and talent’.

to fill the roles below was still underway. For an up-to-date list, visit: goo.gl/ZqOkm Director of Children and

Janet Maxwell

Young People’s Services

Director of Public Health

The new post holder will take over from Annie Hudson who is leaving

Janet Maxwell is the Joint Director of Public Health for Bristol City Council and NHS Bristol. Janet is responsible for public health policy in Bristol, ensuring a coordinated approach between health and local government, and for driving improvement in the health of the population.

Bristol to take up a new role as head of the College of Social Work.

We wish her well in her new role.

Director of Neighbourhoods and City Development The new post holder will replace Rick Palmer who has retired.

Happy retirement Rick!

At the time of Thrive! going to print, the recruitment process

Voscur’s Community Connector becomes local councillor.

Congratulations to Hibaq Jama, who was Voscur’s Community Connector for BME voice and influence; she left Voscur in April to focus on her campaigning in the May election. Hibaq was successfully elected as councillor for the Lawrence Hill ward of Bristol. Hibaq is keen to take forward some of the ideas she developed while at Voscur to support and motivate local residents to have a greater involvement in democratic processes.

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25

Building Health Partnerships Strengthening links between the voluntary sector and Bristol’s new Clinical Commissioning Group and Health and Wellbeing Board.

Photo by Citymart.com

In February Voscur was successful in its bid for Bristol to be one of 15 ‘Building Health Partnership’ (BHP) pilot areas. Building Health Partnerships is a learning programme designed to improve collaboration between clinical commissioning groups (CCGs) and local voluntary and community organisations and social enterprises (VCSEs). NHS England is supporting the BHP pilot areas with expert advice and a bursary of up to £50,000. Since March, the Bristol BHP project has been working with the VCSE sector, CCGs, the Health and Wellbeing Board and public health partners to refine the project objectives and actions. The Bristol BHP pilot is focussing on the following three objectives: • Objective 1: To draw together

From each of these objectives an

can commission services from,

action plan has been developed

will include:

and a lead partner has been identified. Voscur is leading the actions under objective 1, building on existing work to improve the experiences of commissioning

the strengths of the VCSE

processes for VCSE organisations

sector, GPs and public health to

to ensure fair and level access to

maintain the independence of

commissioning and procurement

vulnerable people.

for the sector.

• Objective 2: To develop a strong VCSE provider market.

• Helping the VCSE understand city-wide health and wellbeing commissioning intentions.

• Providing practical support to potential VCSE partnership bids.

• Brokering VCSE partnerships – wider and proactively.

Developing a strong VCSE provider market

To find out more

bridge between the statutory

The work to help ensure a

about Building Health

and VCSE sectors, for diabetes

strong VCSE provider market,

Partnerships contact

prevention and treatment.

which includes small and medium-

Sue Brazendale at Voscur on

sized organisations that the CCG

(0117) 909 9949.

• Objective 3: To strengthen the

26 www.voscur.org

July / August / September 2013 Issue 21

Helping to scrutinise the Living Wage In June, Bristol City Council

in return for their contribution is

employers believed that the

invited voluntary and community

surely what any civilised society

Living Wage had enhanced the

sector (VCS) organisations to

should strive for.”

quality of the work of their staff,

contribute to the Overview and Scrutiny Management

What is the Living Wage?

Committee’s Scrutiny Inquiry Day

It is an hourly rate set

on the Living Wage. The aim

independently and updated

of the Inquiry Day was to:

annually. The Living Wage is

• Better understand the concept of a Living Wage.

• Understand the context and identify underlying issues and debates.

• Challenge commonly-held assumptions and expose myths about its implications.

• Suggest ways in which discussion of the issue may be broadened out to include employers city-wide and across sectors.

Dawn De Montfort, Centre Manager at the Southville Community Development Association, attended the Inquiry Day. She said: “As a social enterprise, the Southville Community Development Association believes in genuine fair trade – fair charges for services, fair investment back into the community and fair wages.

Ensuring that working people have a decent standard of living

calculated according to the basic cost of living in the UK. The current Living Wage is £8.55ph for London and £7.45ph for the rest of the country (the current minimum wage figure is £6.19 for the UK).

Who calculates what the Living Wage rate should be?

while absenteeism had fallen by approximately 25 per cent.

Two thirds of employers reported a significant impact on recruitment and retention within their organisation. Seventy per cent of employers felt that the Living Wage had increased consumer awareness of their organisation’s commitment to be an ethical employer.

Voscur is proud to be a Living Wage employer.

The UK Living Wage is calculated by the Centre for Research in Social Policy. The London Living Wage is calculated by the Greater London Authority.

Who decides who should

Find out more The Living Wage Foundation:

pay the Living Wage?

www.livingwage.org.uk

Employers choose to pay the

Bristol City Council Overview and Scrutiny Management Committee:

Living Wage on a voluntary basis.

Why should employers pay the Living Wage?

An independent study of the business benefits of implementing a Living Wage policy in London found that more than 80% of

Issue 21 July / August / September 2013

For further information, please contact Jude Williams, Scrutiny Officer, Bristol City Council: 0117 922 2206, jude.williams@bristol.gov.uk

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27

The public faces of young people - Bristol’s first youth mayors The Bristol Youth Select Committee (BYSC) and Bristol Members of the United Kingdom Youth Parliament (UKYP) are an elected group of young people aged 11 to 18. Members are voted for in the Bristol Big Youth Vote. This year, for the first time, young people have voted in two youth mayors, Isobel Trout and Ramal Royal. Voscur interviewed them to find out about their plans and priorities in their new roles…

Could you tell us a bit about yourselves?

Issi: I’m currently studying for my GCSEs but really looking forward to the summer! Next year I’m going to study the International Baccalaureate and after that, hopefully, medicine.

I love music and dance so I’m a big advocate of the arts!

Ramal: I am currently attending St Brendans Sixth Form College doing A-Levels in politics, history and English language. Outside of school I work part-time in a restaurant and do boxing.

members, committees and departments in the council of young people’s views because we believe that it’s really important that our opinions are considered.

I’m also lucky enough to be representing the South West nationally in the Youth Select Committee 2013 in their inquiry

What do you think the biggest concerns, issues and priorities are for children and young people in Bristol?

Issi: Transport is a no-brainer.

It’s expensive, unreliable and unsustainable at the moment.

into the Curriculum for Life.

I think families are feeling rising

Ramal: Our main roles are to offer

transport to send their teens to

advice and represent the views of young people to decision makers including the Mayor, councillors, council officers, businesses, the wider community and other public service providers. When doing this

What do your roles as youth mayors for Bristol involve?

we must consult closely with the

Issi: As youth mayors, we

children and young people’s

represent the manifesto and

needs. Also, we have to be the

views of the Bristol Youth Select

visible public faces of the young

Committee, and work with the

people of Bristol.

Bristol Youth Select Committee and young people in general to increase understanding of

pressures of meeting the cost of school, as well as leisure activities.

Also unemployment: young people who want to have more independence financially, or even start saving for uni. or a gap year, can’t because jobs are so difficult to find.

Ramal: I think the biggest issue facing young people in Bristol at the moment is travel costs.

A lot of young people I have consulted with have told me how they feel trapped in their

Mayor to campaign and develop

parts of the city due to the high

our ideas. We also advise cabinet

costs of public transport.

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July / August / September 2013 Issue 21

Isobel Trout

Ramal Royal

With so many changes going on and cuts in services, how do you plan to take these priorities forward?

people to reduced fares in some

Issi: We are working with the

would run in tandem with work

leadership team for Children and Young People’s Services to see how our ideas fit with their budget, and also keeping them aware of our manifesto and ideas. It’s difficult because many ideas require a lot of funding, so it’s a case of matching our campaigns and those already being developed in the council

way, but it’s in the early stages.

We also would like to work with tertiary education providers and other organisations to start a mentoring scheme, which experience to help prepare young people for work.

Ramal: I plan to take this priority forward by joining in with and encouraging as much campaigning by young people around this issue as I can and personally keeping up the pressure on the people who can get travel costs cut for us.

and trying to contribute to them.

As far as transport is concerned, we are investigating opportunities for a card that entitles young

What is the number one thing you would like to achieve during your term as youth mayor?

Issi: I would love to see a fantastic work experience scheme organised within the city, with as many people involved as possible.

Ramal: The biggest thing I hope to achieve in my term as youth mayor is to give young people in my community a voice and to be a role model, showing them that despite my background and severe dyslexia, with hard work anything is attainable.

To read the full interview, go to: www.voscur.org/youth_mayors

Issue 21 July / August / September 2013

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What’s next for Extended Services?

‘Extended Services’ is an umbrella term that refers to schools’ extra-curricular activities, or wider services provided to the local community before and after the school day.

Children enjoying a local play session with Bristol charity BAND

Schools often work in partnership

overseen by Bristol’s three

ensure that the range of Extended

with their local authority, other

executive partnership boards.

Services and children’s play

schools (as part of clustering

Multi-agency networking meetings

opportunities, such as after-school

arrangements), private providers

for each area (covered by the

clubs and holiday play schemes, are

and voluntary sector providers to

three boards) have also provided

sustained without clearly allocated

develop and deliver extra-curricular

opportunities for schools and

Extended Services funding. There

activities and services.

other agencies to hear about local

are many concerns nationally and

projects that have benefited or

locally about the gaps in children’s

could benefit children and young

play opportunities.

The Extended Services funding from the Standards Fund has formed part of the overall schools’ revenue baseline since April 2011.

However, there is no earmarking of specific amounts for extended services. Schools decide how they support their pupils.

people. Swift and easy access to specialist support (part of the menu of Extended Services) available for vulnerable children and young people in Bristol is being remodelled into Children First (the response and early help

The coalition government showed

service) and Integrated Family

its commitment to supporting

Support. The Common Assessment

disadvantaged pupils through

Framework has evolved into the

the introduction of pupil

Single Assessment Framework.

premium funding from 2011-12

The newly recruited workers in

to 2014-15, so schools decide

the Troubled Families Programme

how to use the premium to

(family intervention teams) are

best support the children in

located with the Extended Services

their schools, and out-of-school

teams on an area basis, in north,

activities will be one of the areas

south and east central Bristol. The

schools may wish to consider.

focus is about providing targeted

In Bristol, schools offer a range of Extended Services, and the planning and delivery has been

30 www.voscur.org

support to families in a holistic way.

One of the challenges for schools and other agencies will be to

At the May meeting of the Children and Young People’s Network on the future of Extended Services and the Children First services, concerns raised included the likelihood that voluntary and community sector organisations could be overlooked or marginalised as a result of co-location of public sector providers. These concerns were raised with Bristol City Council’s Extended Services team and ways forward identified.

For details, visit: www.voiceandinfluence .org.uk/cyp_meetings

July / August / September 2013 Issue 21

Voice and influence – reclaiming the agenda Voscur’s Voice and Influence service is about ensuring that the voluntary and community sector (VCS) has a strong voice and is able to influence decisions affecting it.

Having a voice can mean many different things, but in the context of the VCS Assembly, we mean that the main issues and concerns affecting voluntary and community groups are heard by those with the power and authority to respond to them.

The VCS in Bristol is very diverse, so it is important that the ‘voice’

• To support VCS capacity

of the sector through the

building to engage with the

Assembly reflects the views of

public sector.

all, not just those with the loudest voices.

• To build awareness of VCS in the public and private sector.

When the VCS Assembly was

We have had two very successful

established in 2010 the following

years of advocating on behalf of

aims were agreed:

the sector and raising its profile

• To provide a place for the VCS to raise and discuss issues.

• To influence decisions on issues of importance to the VCS. • To enable clear and structured

with the Mayor, the Police and Crime Commissioner, the new Health and Wellbeing Board, and others. It’s now time to reflect and think about our next steps.

ways for consultation and

Come and hear from people who

the views from the VCS to

have made a difference, and tell

be represented.

us what you want us to be working

• To promote good

Join us in our open space discussion to help us set our priorities for next year. What are the messages that you want the Voice and Influence team to take forward?

How can our staff team, our board, and our links to decision makers support you and your organisation?

on next.

communication, networking and support for and with the VCS.

Issue 21 July / August / September 2013

VCS Assembly Conference 2013 – Reclaiming the Agenda 18 July 2013, 10am-4pm The Park Community Centre, Knowle, Bristol, BS4 1DQ

www.voscur.org

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Voscur Ltd. Royal Oak House Royal Oak Avenue Bristol BS1 4GB

Tel: 0117 909 9949 Fax: 0117 933 0501 Email: info@voscur.org Web: www.voscur.org

Training and events diary July 2013 Date

Time

Event/training

Location

3rd

9:30am-3:30pm

Writing Small Fundraising Bids

St Werburghs Centre

4th

9:30am-4pm

Communicate!

The Watershed

8th

1-3pm

Finance Forum

Royal Oak House

9th

1:30-4:30pm

Managing Volunteers

The GreenHouse

16th

6:30-8:30pm

Trustee Network

DAC Beachcroft Solicitors

18th

10am-4pm

VCS Assembly Conference – Reclaiming the Agenda

The Park Centre, Knowle

September 2013 Date

Time

Event/training

Location

5th

1-3:30pm

Health and Social Care Network meeting

St Werburghs Centre

12th

9:30am-3:30pm

Sustainable Funding for Your Future

Windmill Hill City Farm

14th

10am-1pm

City-wide Neighbourhood Partnership meeting

The Vassall Centre

19th

6:30-9:30pm

Being a Good Trustee

Barton Hill Settlement

24th

9:30am-3:30pm

Recruiting Volunteers

Easton Community Centre

October 2013 Date

Time

Event/training

Location

3rd

10am-12pm

Finance Forum

Royal Oak House

9th

10am-12pm

Children and Young People’s Network meeting

Barton Hill Settlement

9th

TBC

Community Interest Company workshop

TBC

10th

6:30-9:30pm

Being an Even Better Trustee

Barton Hill Settlement

24th

9:30am-3:30pm

Writing Fundraising Bids

TBC

November 2013 Date

Time

Event/training

Location

7th

1-3:30pm

Health and Social Care Network meeting

St Werburghs Centre

13th/14th

9:30am-4pm

Commercial Skills Masterclass for Public Service Delivery

TBC

14th

10am-12:30pm

Neighbourhoods and Communities Network meeting

Barton Hill Settlement

21st

9:30am-3:30pm

Difficult Issues in Volunteer Management

TBC

For details of all the above training and events, visit: www.voscur.org/calendar/month

Voscur is a registered charity and a not-for-profit company limited by guarantee. Company no. 3918210. Charity no. 1148403.

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