GM Devolution and the Voluntary Sector Jennifer Wall Lifeline Data - PowerPoint PPT Presentation

GM Devolution and the Voluntary Sector Jennifer Wall Lifeline Data Analysis Lead

THE ROLE OF VCS IN GREATER MANCHESTER DEVOLUTION WHAT THEY WANT IT TO BE: Ability to engage with people and Salford describes VCS as key to communities All 10 GM Locality Plans the city’s social and economic offer Voluntary and community action contributes specifjcally mention the to creating strong communities and health importance of the VCS, in Manchester lists partnership with and wellbeing of people involved both the creation of their Plan VCS as one of seven underpinning and their ability to delivery it. 3 MAIN OFFERS principles of the Plan Specifjc examples ON BEHALF OF Wigan espouses collaboration and include: THE SECTOR VCS usually offers huge additional their strong, dynamic and diverse VCS social value ? VCS STRATEGY FOR DEVOLUTION IN GM A reformed system must recognise IN GM Memorandum of Understanding the limits of what formal care - set of principles supporting VCS Engagement and Communications provision can offer, and the involvement - fundamental part of what VCS has important role of the ‘informal’ to offer; engaging public, scrutiny and voluntary and community sector REFORM developing / embedding appreciation of community approaches New primary care models will further develop alternative and 5 PROPOSALS TO preventative community based TONY LLOYD approaches from the voluntary and Secondments and Placements - community sector to inform the make-up, knowledge LOCALITY base and approaches of GM COLLABORATION devolution team APPROACH This approach will facilitate ‘Voluntary Groups’ strengthened links with community listed as one of the Transformation Fund CONSULTATION groups and the voluntary sector ‘wider partners’ of - 10% ring-fenced to this plan and connect people to their local drive innovation in the networks to promote independence VCS Demand a share in VCSE Reference VCSE Strategic Partners Programme - and self-care COLLABORATION leadership and in shaping Group / Assembly - supporting sector engagement, emphasise VCS has been included in thinking - new relationship providing a place for community sensitive and driven approaches ‘thousands of conversations needed with public, private discussion amongst about health and social care’ and voluntary sector, strategic thinkers on Establish Local Care Organisations , which have culminated in with each playing to it’s devolution from across this Plan Establish Provider Forum , which which include community, social care, strengths the VCS will bring together NHS and non- acute, mental health and full range NHS (including VCS) to be part of the of 3rd sector providers. A proactive, development of new models of care preventative, population health model. WHAT COULD STOP THEM? RHETORIC AGENDA AUSTERITY BUREAUCRACY INCONSISTENCY The devolution and ‘Northern Powerhouse’ The general thinking behind devolution is Every GM Locality Plan references the VCS, all Ed Cox of IPPR cautioned in 2014 ‘we should The Rochdale Locality Plan is pragmatic in its agenda has not been designed around or that it brings power closer to the local level; recognise its value and potential contribution to be wary about getting too excited until the assertion that the VCS has been ‘signifjcantly focused on the VCS and its strengths. McInroy ‘subsidiarity’ is the buzz word of the moment delivery. However, a recently quoted GM wide rhetoric become a reality’. The Taking Charge fjnancially challenged’. The sector is not and Locality Plans could be viewed as a solid argues that ‘the present agenda is undoubtedly operating in a climate of abundant funding, and is a notion that could indeed benefjt the survey of the voluntary sector found that over step forward in the devolution agenda, and narrow. It has come out of an economic where the ability to explore new ways of VCS by moving their voice (and communities) 70% of respondents said they had no input into growth agenda and it is not driven by issues of closer to the decision makers. However, the Locality Plan for their area. VCS leaders, the VCS-positive language is undoubtedly working and collaboration can fjt alongside democracy or problems of national inequality or critics have argued that devolution actually speaking at various devolution events, have promising, however, at this stage it is still their everyday functioning - organisations a voracious refocus on closing the gap between involves an ‘upscaling to the regional level’. revealed a level of uneven involvement across language. Alex Whinnom stated that ‘although are stretched. At a recent devolution event, all the right words are there...there is no rich and poor’. This is a debate alongside NHS one attendee decried that ‘at this rate, there’ll Organisations may fjnd themselves functioning localities. For example, one GM organisation guarantee that ‘alignment’ and ‘partnership’ defjcit reduction, transport, skills, planning, be no VCS left to pick up the pieces if this (and being commissioned/funded?) on a pan- stated they were contacted directly by the Chinese investment... In this context, is the GM level; Okotie surmises that devolution is authors of their areas Locality Plan and asked will necessary translate into a share of the all goes wrong’. Devolution is occurring in VCS a priority for anyone other than those ‘scaling up local strategic activity and thinking, to contribute, whilst an equivalent organisation available resources’. The MEN recently parallel to funding cuts, crises in mental health, within it? Lee views the whole devolution and scattering in more layers of bureaucracy in another GM locality stated they struggled to questioned whether the ‘Northern Powerhouse’ increasingly visible homelessness, and greater was starting to look like an empty slogan, and, process as ‘technocratic pragmatism’ involving demand for services. Funding for innovation, not less - adding in complexity and difference’. even see a draft of their Plan. Will inconsistent although both devolution and the Powerhouse a ‘series of elite-to-elite negotiations’; the VCS such as the ‘Transformation Fund’, has been The VCS may fjnd itself further away from the involvement in planning, result in inconsistent (and the public) have been informed after the decision making table than it was before. involvement in delivery and outcomes? are still in their relative infancy, organisations accused of being unable to act as anything agenda has been set. are right to be wary until words turn into actions. more than a ‘defjcit mop-up’ within this climate. Jennifer Wall Lifeline Data Analysis Lead March 2016

Salford describes VCS as key to All 10 GM Locality Plans the city’s social and economic offer specifjcally mention the importance of the VCS, in Manchester lists partnership with both the creation of their Plan VCS as one of seven underpinning and their ability to delivery it. principles of the Plan Specifjc examples Wigan espouses collaboration and include: STRATEGY their strong, dynamic and diverse VCS FOR DEVOLUTION A reformed system must recognise IN GM the limits of what formal care provision can offer, and the important role of the ‘informal’ voluntary and community sector REFORM New primary care models will further develop alternative and preventative community based approaches from the voluntary and community sector LOCALITY APPROACH This approach will facilitate ‘Voluntary Groups’ strengthened links with community listed as one of the CONSULTATION groups and the voluntary sector ‘wider partners’ of and connect people to their local this plan networks to promote independence and self-care COLLABORATION VCS has been included in ‘thousands of conversations about health and social care’ which have culminated in Establish Local Care Organisations , this Plan Establish Provider Forum , which which include community, social care, will bring together NHS and non- acute, mental health and full range NHS (including VCS) to be part of the of 3rd sector providers. A proactive, development of new models of care preventative, population health model.

Ability to engage with people and communities Voluntary and community action contributes to creating strong communities and health and wellbeing of people involved 3 MAIN OFFERS ON BEHALF OF THE SECTOR VCS usually offers huge additional VCS social value Memorandum of Understanding IN GM - set of principles supporting VCS Engagement and Communications involvement - fundamental part of what VCS has to offer; engaging public, scrutiny and developing / embedding appreciation of community approaches 5 PROPOSALS TO TONY LLOYD Secondments and Placements - to inform the make-up, knowledge base and approaches of GM COLLABORATION devolution team Transformation Fund - 10% ring-fenced to drive innovation in the VCS Demand a share in VCSE Reference VCSE Strategic Partners Programme - leadership and in shaping Group / Assembly - supporting sector engagement, emphasise thinking - new relationship providing a place for community sensitive and driven approaches needed with public, private discussion amongst and voluntary sector, strategic thinkers on with each playing to it’s devolution from across strengths the VCS