meeting the challenge' - nova

Wakefield District

Third Sector Strategy 2020 – 2023

'Meeting the Challenge'

* Following consultation, the term Third Sector will be used as the collective term for the

voluntary, community and social enterprise sector throughout this document.

A strategy for the development of the Third

Sector* across Wakefield District, prepared

in partnership with and coordinated

through the members of the

Third Sector Strategy Group

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Contents

1. Executive Summary 2

2. Introduction 5

3. The Shape of the Third Sector (VCSE) in Wakefield District 5

4. National and Local Context 6

5. Nova's Role 8

6. Meeting the Challenge: 9

a. Strategic Aims

b. Cross-cutting Themes

7. Resourcing the Strategy 23

8. Monitoring and Evaluation 26

9. Appendices 27

Appendix A – Wakefield Together Executive

Appendix B – Key Strategic Partnership Boards on which the Sector is

represented

Appendix C – Data Sources

Appendix D – Wakefield Community Anchor Network

Appendix E – Communication and Engagement Strategy Timeline

Appendix F – Reference Documents

Appendix G – Wakefield Third Sector Strategy Group Membership

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Executive Summary

Wakefield District Third Sector Strategy 2020 – 2023


This Strategy provides a basis for the future development of the Third Sector across

Wakefield District for the next three years (2020 – 2023). It succeeds the earlier Third Sector

Strategy agreed for the period 2013 – 2016.

It has been prepared by Nova Wakefield District, the infrastructure and support organisation

for the Third Sector, in partnership with and coordinated through the Third Sector Strategy

Group, which includes representatives from relevant Third and Statutory Sector

organisations. The Strategy has been guided by a series of consultation events with Third

Sector organisations and other partners carried out in 2018/19.

The vision is for a stronger Third Sector, which makes best use of the social,

economic and environmental opportunities to improve the quality of life of local

people: it is also for a sector, which people trust and support, which is just and fair,

creative and innovative and which is passionate and resilient.

The Strategy:

Provides the national and local context and policy framework which will influence the

Third Sector's future development and effectiveness;

Identifies the existing strengths and weaknesses of the Sector in the District;

Assesses the main challenges and opportunities which face people within our

communities and neighbourhoods;

Describes the areas in which the Sector is currently in close dialogue with its

statutory partners as we, together, develop coordinated responses to those

challenges and opportunities.

Nova's role in guiding and implementing the Strategy is described together with that of its

main infrastructure partners.

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1. Enabling the local Third Sector to strengthen its financial resilience and to grow and become more

enterprising in the process

2. Growing active citizenship and

voluntary activity in local communities

3. Maximising the Third Sector's contribution to improving the health and wellbeing of the community and reducing

inequalities

4. Helping our communities to be

and feel safe

The Strategy has four aims:

Included within these aims are four significant cross-cutting themes:

For each aim the Strategy identifies key 'enablers', which are likely to determine

achievement and success. These are associated with:

Expanding and developing leadership and the capacity within the Sector to deliver

important actions and services;

Creating opportunities for new thinking and learning and for being active within the

Sector;

Committing to cross-sector partnership which works to better coordinate policies and

initiatives;

Improving communications to and within the Sector;

Developing new approaches to resourcing the Sector.

For each aim the Strategy has identified outcomes, which will enable the measurement of

progress and provide evidence of its long term social and economic impact as it seeks to

promote increased wellbeing of local communities and neighbourhoods.

Theme 1. The interests of Children and Young People

Theme 2. Arts, culture, media and sport

Theme 3. Tackling the causes and effects of poverty and enhancing equality, diversity and inclusion

Theme 4. Environment

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Progress toward these outcomes will be achieved within the Strategy through specific

targets and activities (outputs) which will be pursued during the 2020 – 2023 period. Whilst

these outputs are essentially aspirational, they will be used to monitor the success of the

Strategy.

The resource implications of the Strategy, in as much as they involve people, buildings and

finance, are considered in a manner which highlights:

The importance of building new capacity associated within the Sector in terms of

good governance, effective partnership, thorough community engagement and

competent financial management;

The growth of physical infrastructure, including new thinking regarding statutory

sector asset transfer policies and practice;

The development of approaches to public sector commissioning and procurement

which take into account the implications of social value;

New approaches to financing the Sector, including the development of a joint funding

framework, and a continued commitment to core funding of the infrastructure

organisations.

The role of the Third Sector Strategy Group will be to drive the implementation of the

Strategy and provide co-ordination, and regularly report progress to:

The Wakefield Together Executive and appropriate Partnership Boards;

Nova Board of Trustees and Nova members;

Relevant local authority scrutiny committees.

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Our vision is:

For a stronger Third Sector, which makes best use of the social, economic and

environmental opportunities to improve the quality of life of local people: it is also for

a sector, which people trust and support, which is just and fair, creative and

innovative and which is passionate and resilient.

The Shape of the Third Sector (VCSE) in Wakefield District

Wakefield District Third Sector Strategy 2020 – 2023


This Strategy has been prepared by Nova Wakefield District, the infrastructure and support

organisation for the Third Sector, in partnership with members of the Third Sector Strategy

Group, which includes representatives of key Third and Statutory Sector organisations. It

takes into account a series of consultation events with Third Sector organisations and

partners carried out in 2018/19. It is a basis for the future development of the Third Sector

across the District for the next three years (2020 – 2023) and succeeds the earlier Third

Sector Strategy agreed for the period 2013 – 2016.

This vision and the commitment to deliver the actions within this Strategy is supported by the

Wakefield Together Executive, which has agreed in its 'Pledge' (see Appendix A) to work

with and support the Sector. At the same time the Strategy describes how the Third Sector

will contribute to the vision of that Executive to make Wakefield a vibrant, healthy, safe and

culturally diverse place to visit and in which to live and work.

The Third Sector includes 'not for profit independent, voluntary and community groups or

organisations formed by local people, or those with a local interest, which seek to improve

the quality of lives for themselves and/or fellow citizens'. These include:

Registered charities;

Voluntary organisations;

Community groups;

Faith groups involved in social action;

Tenants groups;

Cooperatives and mutual organisations;

Community interest companies and social enterprises.

It is estimated that across Wakefield District there are approximately 1500 Third Sector

organisations, of which 772 are registered charities.1

Together these organisations have an annual turnover of around £180m.

1 NCVO Almanac

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National and Local Context

Whilst some of these organisations are significant employers, many are small and don't

employ staff at all. Further, it is estimated that over 70,000 people regularly volunteer their

time within (though not exclusively) Third Sector organisations.

Appendix C provides information from national and regional data sources which helps

provide a better understanding of the size, scope and relative health of Wakefield District's

Third Sector. It provides a basis for measuring change and future direction of travel and an

analysis of our Sector relative to that in other, neighbouring districts.

This information suggests that in Wakefield District:

The number of registered charities per head of population is relatively low;

Most charities had annual income levels below £100k (they were mainly small

concerns);

There is growth within the Sector but not in all parts of the District;

In many organisations annual expenditure is tending to outstrip annual income;

The scale and contribution made by the Third Sector in Wakefield District to local,

economic prosperity and social wellbeing is comparatively less than that in

neighbouring districts in West Yorkshire;

There are important opportunities for growth of the Third Sector which might better

serve the needs and develop the potential of the population.

This Strategy is designed to help the Sector grow and to significantly increase its

contribution to prosperity and wellbeing in Wakefield District.

Wakefield District is a diverse and changing place and there are a wide range of factors

impacting on the lives of local people, neighbourhoods and communities. The details of

these factors can be found in the State of the District report which summarises and tracks

the wider district characteristics, and which helps identify the current and future needs of the

local population, the areas where they live, and the local economy. This report helps to

inform commissioning priorities, assess outcomes and highlight inequalities across the

District. The Index of Multiple Deprivation ('IMD') 2019 provides a source of information to

understand local and national context, which illustrates:

Wakefield is the 54th most deprived district in England, out of 317. In 2015 Wakefield

was 65th (from 326). Wakefield is the 7th most deprived district in the Yorkshire and

Humber region. It was the 8th most deprived in 2015;

34% of the District's neighbourhoods are in the top 20% most deprived in England. It

was 31% in 2015 and 29% in 2010;

There are 54,200 people living in neighbourhoods among the top 10% most deprived

in England. In 2015 the number was 47,400 people;

Wakefield's deprivation profile is most shaped by high levels of education and skills

deprivation, and high levels of crime. The education and skills position has

deteriorated slightly compared to IMD 2015 and Wakefield is the 20th most deprived

local authority in England for this type of deprivation. The domain comprises

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indicators of Key Stage performance; school absence; post-16 and higher education

participation. The adult skills component is measured using no, or low, qualification

levels and poor English language skills. Some indicators take an average across

three, four or five years.

Associated with these factors, poverty is an issue of growing concern in the District. In a

report prepared by Nova for the Wakefield Together Executive (Wakefield Third Sector:

Tackling the Causes and Effects of Poverty 2019) key ingredients of poverty were identified

as:

Inadequate income to meet personal and household needs;

Insecure jobs and unemployment;

Low levels of skills and qualifications;

Increased private renting and increasing rents;

Health and family problems (in particular mental health);

Ineffective benefit system and welfare reform (benefit cap and Universal Credit

System and under-claiming);

High costs (of living) … the poverty premium;

Costs and accessibility of transport;

Levels of unsecured debt.

At the same time variables of the risk of poverty are associated with (i.e. for those

susceptible to falling into poverty):

Home ownership/tenure;

Employment and skills;

Family structure;

Health/disability.

This Strategy seeks to support the Sector's role in tackling these areas.

The Strategy is designed to encourage the Sector's positive contribution to creative

initiatives within the statutory and private sectors. These initiatives include Wakefield

Together Executive's approach to developing:

Successful Business;

Successful People;

Successful Places.

Associated partnership plans and strategies, include:

The Economic Strategy;

Children and Young People's Plan;

Community Safety Plan;

Health and Wellbeing Plan.

The Sector is well represented on relevant Partnership Boards (see Appendix B) and sub-

groups affording opportunities to contribute and influence in ways which it can pursue the

purposes of this Strategy.

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Nova's Role

Nova was established in 2013 to be the main support agency for the voluntary, community,

and social enterprise sector in Wakefield District. The primary role of Nova is to work in

partnership to develop the Third Sector and is instrumental in delivering this Strategy.

Accordingly, Nova is the key source of advice and information for the Sector. It provides a

range of services for its members. Membership continues to grow and at the time of writing

includes over 340 organisations and groups. Membership is free for Third Sector

organisations with benefits that include:

Face to face and online support on a range of topics for groups and organisations,

including the diagnostic tool (Nova ASSIST);

Contract opportunities for groups and organisations to deliver contracts from the

statutory sector;

Access to a range of funding opportunities;

Help and support to recruit and retain volunteers;

'Learning and Networking' sessions on various topics, such as volunteer

management, leadership, financial management, marketing and communications,

and governance.

Nova seeks to create for its members a stronger voice for the Third Sector by co-ordinating

engagement with the Sector and providing appropriate representation on the Wakefield

Together policy boards, and holding 'Big Conversation' events on relevant topics for the

Sector and partners. Nova has an important role to support the Third Sector but does not

work in isolation. It works alongside a number of expert organisations in Wakefield District to

deliver support, including:

Young Lives Consortium (YLC), a network of voluntary organisations working with

children, young people and families;

Pay and Employment Rights Service (PERS), which provides a range of services

on all aspects of employment law and good practice;

West Yorkshire Community Accounting Service (WYCAS), which supports

organisations in managing finances;

Community Foundation for Wakefield District, which invests in charities and

voluntary groups that work to address inequalities and help their communities by

raising funds and distributing grants, convening debates and sharing advice.

Nova and Young Lives play a significant role in ensuring the voice of the Sector is heard and

contributes to key strategic policy conversations. Provision of infrastructure support will

continue to be reviewed in the implementation of the Strategy.

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Meeting the Challenge

1. Enabling the local Third Sector to strengthen its financial resilience and to grow and become more

enterprising in the process

2. Growing active citizenship and

voluntary activity in local communities

3. Maximising the Third Sector's contribution to improving the health and wellbeing of the community and reducing

inequalities

4. Helping our communities to be

and feel safe

The four strategic objectives of the earlier Strategy (2013 – 2016) were:

To encourage active citizenship and voluntary action through effective Third Sector

engagement within local communities;

To increase opportunities for the Third Sector to design and deliver public services;

To ensure the Third Sector has the appropriate opportunities to influence policy and

decision making;

To ensure effective infrastructure support is developed for the Third Sector

throughout the District.

Nova has done much to support the achievement of these objectives and particular progress

has been made in:

Third Sector organisations and local communities becoming increasingly engaged

with service commissioning;

The creation of stronger, more productive relationships between public and Third

Sector organisations giving rise to a greater influence of the Sector in policy

development and decision making;

Providing more opportunities for collaboration, networking and sharing good practice

across the Third Sector;

Providing a single point of contact (Nova) for Third Sector organisations to access

development support and advice.

This present Strategy seeks to build on these achievements and has identified four strategic

aims. These have been informed by a range of communication and engagement exercises

involving membership organisations, the wider sector and key partners in both statutory and

the Third Sector. (See Appendix E)

The four aims are:

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In pursuit of each aim, the Strategy applies four cross-cutting themes, which reflect priorities

of all partners. A key part of this Strategy will be the creation of four Theme Sub-groups,

each of which will develop action plans designed to fully integrate the themes with the main

aims. The Third Sector Strategy Group will determine the appropriate membership of these

Theme Sub-groups and will monitor and evaluate the progress made towards integration.

The Cross-cutting Themes are:

Children and Young People

Training and mentoring people who support and work with young people;

Engaging with national initiatives to promote participation;

Developing organisations which support and work with young people and families.

Arts, Culture, Media and Sport

Supporting organisations which develop arts, culture, media and sport related

employment and wellbeing opportunities and related activities and programmes.

Tackling the causes and effects of poverty and enhancing equality, diversity and

inclusion

Supporting organisations, such as Community Anchors, which provide services and

activities designed to prevent poverty, mitigate the effects of poverty and help people

exit poverty;

Actively promote increased awareness of the development and adoption of policies

and procedures relating to equality, diversity and inclusion.

Environment

Encouraging activities to provide positive impact on the environment;

Preventing adverse effects on the environment in our communities.

The framework provided below takes each aim in turn, describes the key enablers of

success, describes the main outcomes to be pursued, and provides parameters against

which these outcomes may be measured. It identifies opportunities and challenges which

are likely to influence progress in the achievement of the aims of this Strategy.

Theme 1. The interests of Children and Young People

Theme 2. Arts, culture, media and sport

Theme 3. Tackling the causes and effects of poverty and enhancing equality, diversity and inclusion

Theme 4. Environment

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Aim 1

Enabling the local Third Sector to strengthen its financial resilience

and to grow and become more enterprising in the process

Enabler:

Through the design and delivery of a skills development programme;

Through the delivery of networking and training opportunities to membership

organisations;

Through Nova, its partners, and already developed membership organisations.

Ambition:

A bigger sector;

More sustainable Third Sector organisations;

A greater contribution to the positive economic, wellbeing and social development

of the District on the part of the Third Sector.

Success will look like during 2020 – 2023:

Leadership development:

Partnership delivery of relevant skills training and development to 20 membership

organisations per year;

Providing a framework of learning and mentoring opportunities on a tiered

approach basis to address the needs of organisations with: >£150k turnover;

£20-150k turnover; <less than £20k turnover and those with reliance on volunteers

for core activity.

Investment:

Attracting £8-10m investment in Third Sector organisations;

Securing increased mainstream investment in the Sector by establishing a funding

framework which supports contract readiness;

Helping membership organisations to create 50 employment opportunities over

three years.

Social enterprise:

Helping create 15 new sustainable social enterprises.

Community Asset Transfer:

Assisting the implementation of an approach to Community Asset Transfer (CAT)

on the part of the local authority which assists 5 membership organisations to

increase services and activities within their communities.

Growing the Sector:

Increasing the number of active Third Sector groups/organisations and registered

charities to ensure needs are met and that we compare well with other West

Yorkshire districts;

Development of a range of support networks for the Sector, including those for

Social Enterprise and Social Prescription;

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Implementing a secondment programme through which statutory partners (LA and

NHS) assist Nova and 10 membership organisations thereby contributing to sector

growth through the application of relevant skills and experience;

Establishing a Third Sector Leaders Group.

Opportunities and challenges:

The Sector's ability to uniquely access alternative and complementary sources of

funding, adding value to investment opportunities that need partnership models;

Need to change commissioning culture and practices;

4% of people in the District already work in the Sector;

Wakefield is an economically aspiring district;

Peer support is available from within the Sector locally, regionally and nationally;

Nova, partners and key membership organisations have the capacity to provide

good infrastructure support.

Measures (see above):

Increased contribution to the local economy;

Increased investment into the Sector;

Increased number of people working effectively in the Sector;

Increased membership of Nova;

Increased number of social enterprises in the District;

Increased access and support for community asset transfers.

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Aim 2

Growing active citizenship and voluntary activity in local communities

Enabler:

Through improved communications to and within the Sector;

Through improved practices in volunteer recruitment and management.

Ambition:

Increasing and maintaining vibrant volunteering opportunities in the District which

contributes to the growth and improvement of quality of life in the District.


Volunteer co-ordination and support:

Creating 500 new volunteering opportunities within partner organisations and in

other parts of the Sector through a network of dispersed volunteer centres;

Provision of a bank of resources and training opportunities for recruiting and

managing volunteers to 20 sector organisations.

Encouraging volunteering:

9 local businesses to become more engaged in the community through employer

supported volunteering and appropriate resources through raised awareness of

Corporate Social Responsibility.

Celebrating and recognising the value of volunteering:

Delivering an annual National Volunteer Week event as means of celebrating

successful volunteering across the District and encouraging new volunteers.

Promoting active citizenship:

Design and delivery of a programme of 'good citizenship' guidelines for use in 15

schools and young people's projects.


Increasing Nova membership;

Use of skills and experience already in the Sector;

Engaging with hard to reach sections of the community;

Engaging more successfully with the private sector;

Increased use of social media and improved marketing;

Closer links with educational establishments;

Developing a database relating to spread of young people's support services.

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Number of employer supported volunteering opportunities developed;

Increased capacity of the Sector to support volunteering through investment;

Number of people accessing a skills bank and training programme;

Number of people accessing opportunities through developed resources;

Attendance and participation in volunteer related events and learning sessions.

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Aim 3

Maximising the Third Sector's contribution to improving the health

and wellbeing of the community and reducing inequalities

Enabler:

Partnership approaches to increasing the Sectors capacity to deliver services and

activities related to social, non-clinical wellbeing interventions (social prescribing);

Provision of adequate resources which support the role of the Sector in the above;

Design, development and implementation of appropriate monitoring and evaluation

systems and relating them to SystmOne.

Ambition:

To develop a Wakefield methodology to improve health and wellbeing that is

participatory, inclusive and makes use of coproduction and the maximisation of

social value from investment and expenditure in health and wellbeing services;

Healthier people and communities across the District.


Cultural shift, connection and influence:

All 7 Primary Care Homes working in productive partnership with the Live Well

team and community anchors to deliver integrated health and wellbeing services;

1500 people accessing social interventions from Third Sector organisations through

GP referrals;

Establishment of a single portal/entry point to the Third Sector for the statutory

sector to make issue-based referrals.

System transformation:

Delivery of 3 annual joint learning programmes for the Third Sector and health and

wellbeing related statutory service agencies, concerning successful social

prescription.

Innovation:

Development of affordable/social/community housing programmes;

Agreed commissioning frameworks relating to health and wellbeing services.


Continuing need to raise awareness of the capacity of the Sector to deliver social

health and wellbeing interventions;

Strategic representation of the Sector on the Health and Wellbeing Board;

The need to explore relevant impact assessment tools of successful sector

involvement (e.g. Social return on investment and social impact assessment) in

creating healthier communities and providing economic benefits for the statutory

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sector;

The need to adequately resource the Sector's involvement in delivering social, non-

clinical interventions;

New attitudes and approaches to health and wellbeing service commissioning and

procurement.


Sustainable sector delivery of health and wellbeing services and activities;

Increased referrals into the Sector;

Clever monitoring and evaluation and accepted social prescribing service data

systems;

A new framework for funding which supports the Sector in delivering health and

wellbeing services;

Number of new affordable homes provided.

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Aim 4

Helping our communities to be and feel safe

Enabler:

Working with others to provide a coordinated approach to improving community

cohesion, reduced crime, personal security and wellbeing;

Through the development and delivery of innovative projects.

Ambition:

Communities experience reduced levels of crime, fear of crime, anti-social

behaviour and re-offending;

Communities in which incidences of domestic abuse are reduced;

Communities empowered to deliver early intervention and prevention actions.


Contribution and collaboration:

Engagement of 30 Third Sector organisations in the delivery of key elements of

Wakefield's Community Safety Plan in a coordinated and cohesive way;

Participation of Third Sector organisations in the design and delivery of local

community cohesion initiatives;

Network, share intelligence and investment in a manner which assists the co-

production of early intervention and prevention initiatives and activities.

Safeguarding:

Become increasingly aware of responsibilities to safeguard vulnerable children and

adults through participation in awareness raising and training events.

Growing services:

Support centres which deliver and maintain services associated with provision of

holistic, non-medical approach to both men and women's health and wellbeing e.g.

in response to domestic abuse and violence reduction.


Active involvement of the Sector in Wakefield's Community Safety Partnership;

Future funding of initiatives and training (especially associated with safeguarding);

Community anchors potential as locations for coordination of neighbourhood plans,

community safety initiatives and responses to local issues;

Inspire/encourage innovation and sharing of good practice to address concerns;

Empowering members of the community to contribute their own solutions.

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Representation and influence on the Community Safety Partnership;

Membership of the PCC Third Sector Advisory Group;

Conduct community safety survey annually on confidence/people's perceptions of

crime to feed into the Community Safety Plan;

Increase in funding secured for the Third Sector and successful applications to the

Safer Communities Fund.

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Resourcing the Strategy

The implementation of this Strategy will depend on adequate resourcing over the next three

years. Third Sector infrastructure resources involve:

People

Buildings

Finance

People

The Strategy seeks to develop key skills within the Sector in such a way that Third Sector

organisations are able to effectively:

Manage budgets and finance;

Apply good practices of governance;

Engage with their local communities;

Develop models of coordinated partnership working.

Such skills are available within Nova's membership and opportunities for sharing good

practice and mentoring will be encouraged. The role of established Community Anchors in

assisting new and small groups and organisations to develop will be a significant feature of

strategy implementation. (See Appendix D)

In conjunction with the local authority attention will be given to promoting social

entrepreneurship within the District. Attempts will also be made to engage better with the

private sector in order to share relative skills and experience.

Buildings

Community based asset delivery is central to this Strategy. Community Anchors are physical

presences within their communities and involve centres for which a variety of services and

activities are delivered by the Sector. For the Community Anchor Network (CAN) to develop

and expand will require more centres to be developed. In this context new approaches to

asset transfer policies on the part of our statutory sector partners will play an important part.

Third Sector organisations or groups based and operating within the District will be

considered (for suitable assets) by Wakefield Council where it can be demonstrated that

they will:

Generate social, economic or environmental benefits which directly benefit local

people;

Meet a clear community or social demand which will benefit as wide and diverse a

range of local people as possible;

Have robust systems, governance and policies, as evidenced by a recognised quality

mark or by meeting all the basic requirements set out in the assessment criteria;

Have the capacity to be managed and have directors or committee members who

have the necessary experience and skill;

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Have viable proposals in place to access capital and revenue streams to support the

future management and maintenance of the asset as well as the running of the

project itself;

Contribute towards the local authority's corporate objectives, community priorities

and those of the local authority's strategic partners;

Not duplicate or negatively impact on other services or facilities already provided in

the local community.

It is anticipated that Asset Transfer will take place in line with this policy in compliance with

relevant statutory or regulatory legislation. Length of the lease terms will be based on the

needs that are clearly outlined within the business case and the capacity of an organisation

to manage an asset. The rent payable through the asset transfer process will be assessed

upon the business case.

Finance

The Strategy seeks to attract £8-£10m external social investment and grant funding into the

Sector during the 2020 – 2023 period. Key to success in this will be:

Effective partnerships and consortia bidding;

Evidence of needs and agreed priorities being met;

Availability of match funding;

Well-developed skills in bid writing;

Well-developed skills in project monitoring and evaluation;

Development and evidence of track records of success in project and service delivery

amongst Nova membership organisations;

Support from statutory partners through an accessible funding model;

Establishment of a partnership funding forum.

The pursuit of the Strategy's four aims provides for capacity building and skills development

within the Sector. At the same time, it seeks to promote coordinated planning and action,

information sharing and innovative models of service delivery across third and statutory

sectors. These will be crucial factors in attracting external funding.

Nova and its key infrastructure partners receive an annual core grant from Wakefield Council

and NHS Wakefield Clinical Commissioning Group, which is designed to support its

infrastructure support and development work.

The development of commissioning and procurement practices within the statutory sector

will involve applying principles of social value to future contracts and agreements. Full cost

recovery will be a key factor for future resourcing. Where appropriate, social impact

assessment and social return on investment will influence the monitoring and evaluation of

services and activities delivered by the Third Sector.

Third Sector Joint Funding Framework

In support of the Strategy a new joint funding approach will enable a more effective,

integrated Third Sector response to support Wakefield Integrated Care Partnership (ICP) in

the development of early intervention and prevention solutions to Wakefield District health

and care system needs. In the future, this could be applied to other statutory funding

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opportunities providing confidence, quality assurance and efficiencies of scale. The key

features are:

1. A tiered framework approach, dependent on size and maturity of the Third Sector

organisation. Key areas of interest could be identified (e.g. older people, younger

people, sport, faith etc.).

2. Third Sector organisations apply to get on the framework which is run as a Pseudo

Dynamic Purchasing System (NB that Young Lives already has a children and young

people's framework in place, which will inform the development of this wider

framework).

3. A staff post within Nova/Young Lives will assist organisations to apply for the

framework, provide an oversight of quality assurance and outcomes and work with

the local authority to manage funding processes, taking a co-design approach.

4. Funding opportunities would be managed through expressions of interest process

with relevant tier of framework, or would be co-designed jointly by Third Sector and

statutory sector partners. The framework would run alongside and complement

existing grant giving processes, such as Community Foundation, Live Well Grants,

Mental Health Alliance grants, Community Development grants etc.

5. Funding will include very small grants for grassroots organisations, up to larger sums

of money for more significant work. Where possible, larger amounts of funding will be

for a minimum of three years with up to three year annual extensions.

Third Sector core infrastructure resourcing

The existing model of infrastructure support involves a core grant from statutory partners,

part of which Nova retains and part of which it allocates in sub-contracting to its key Third

Sector partner organisations; Young Lives, PERS and WYCAS. Nova also derives income

from external grant funding, paid-for services, contract management and investment income

from reserves. On the basis of this Strategy a three year development plan will be produced

which will inform the level of future support necessary for its successful delivery.

Implementation of the Strategy will depend on the continuation of this arrangement and on

levels of support adequate to retain the infrastructure services highlighted above.

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Monitoring and Evaluation

The Third Sector Strategy Group will guide and monitor the implementation of the Strategy

and will regularly report progress to:

The Wakefield Together Executive and appropriate Partnership Boards;

Nova Board of Trustees and Nova members;

Relevant local authority scrutiny committees.

The basis for monitoring will be the outputs described above for each of the Strategy's four

main aims. At the same time social impact assessment and social return on investment

systems will be developed to assist reporting on implementation. The Cross-cutting Theme

Sub-groups will monitor progress in integrating these into the Strategy.

An evaluation plan will be developed by the Third Sector Strategy Group which will agree

benchmarks.

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Appendices

Appendix A

Wakefield Together Executive (WTE)

The 'Wakefield Together Executive' brings together executive leaders and influencers to

develop a vision for Wakefield, and to provide oversight and challenge to the wider

'Wakefield Together' partnership family. The Wakefield Together Executive supports

organisations to collaborate and work together for the overall success of the District. The

Wakefield Together Executive has developed a vision for the Wakefield of the future which

all partners in Wakefield are signed up to deliver, including a set of principles for how

partners are going to work together, and what they will prioritise in order to deliver the vision.

Members of the Wakefield Together Partnership have agreed to the 'pledge' provided below.

At the same time the following Memorandum of Understanding has been agreed which

describes ways of working together in the form of a 'compact'.

Third Sector input to the Wakefield Together Executive's Memorandum of

Understanding

Wakefield Third Sector Strategy Group (WTSSG)

The WTSSG is led by Nova Wakefield District, the main Third Sector infrastructure

organisation in the District. It is charged with the development of a Strategy for the Sector

and is accountable to the Nova Board of Trustees and its membership organisations. It will

contribute towards the vision of the Wakefield Together Executive.

The WTSSG has representation from the statutory sector as well as from its partnership

organisations and membership.

Its Pledge reflects key issues which the Strategy will seek to address.

The Wakefield Third Sector Strategy Group and All Partnership Boards

Nova has representation on all Partnership Boards. The Third Sector Strategy Group has

representation from the Health and Wellbeing Board, the Children and Young People's

Partnership Board, and The Wakefield and District Community Safety Partnership. It is

represented on the Partnership Coordinators Group.

The WTSSG will:

Work to ensure that the role of the Third Sector in furthering the aims of the WTE

vision is recognised and accepted;

Support the broad objectives of the WTE's vision;

Consult with its statutory partners on its Strategy to ensure compatibility, that there is

no duplication, and that opportunities for co-production may be realised;

Seek opportunities to cooperate with its statutory sector partners in key aspects of

service delivery.

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The Partnership Boards will:

Ensure that account is taken of the role and capacity of the Third Sector in

contributing towards the realisation of the WTE's vision;

Seek ways to support the growth of the Third Sector and in particular in the

development of its work in pursuance of the Five Ways to Wellbeing.

Working Together to create a vibrant Voluntary and

Community Sector in Wakefield

Our promise

Partners in Wakefield are committed to working together to achieve a vibrant Voluntary and

Community Sector (VCS) in Wakefield which enhances and supports the sustainability of

groups and organisations throughout the District, empowers local people and seeks the

regeneration of local communities and neighbourhoods. Together we recognise the

importance of an active and successful VCS in pursuing the Wakefield Together aims of

making Wakefield a prosperous, healthy, safe and welcoming city.

To enable this to happen, partners in Wakefield promise to:

Ensure that local policies and practice take into account the views, needs and assets

of local communities. Partners will;

Recognise the importance of early consultation with local community organisations

whenever the policies and procedures of statutory partners are being developed or

changed

Share openly with key VCS infrastructure organisations, information relating to

economic, social and environmental issues which affect local communities and

neighbourhoods and at a district wide level

Recognise the potential within the social and economic capital of VCS for future

service delivery and the promotion of community regeneration

Support the VCS in order that it may play a full role in achieving the aims of the

Executive. Partners will;

Recognise the importance of Social Value in the development of procurement and

commissioning strategies

Fully contribute to the Third Sector Strategy by active involvement in its Steering

Group

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Take into account the priorities of the Third Sector Strategy in shaping policy and

investment programmes associated with the Executive's main aims and purpose

Use evidence from the VCS to inform and enhance the JSNA and help

commissioning decisions to better meet the needs of local people and communities

Seek opportunities to develop effective partnerships with organisations within the

VCS in such a way that they may contribute more fully towards the main aims and

purposes of the Executive. Partners will;

Actively support the development of Social Prescription practice throughout the

District in such a way that the role of the VCS in promoting health and wellbeing and

addressing the wider determinants of health through community based activities and

programmes is maximised

Support wider participation in community arts programmes and activities as a means

of building skills and employment opportunities as well as promoting wellbeing

Explore ways of promoting volunteering opportunities in such a way that social

isolation and loneliness may be reduced, pathways to employment opened up and

personal fulfilment increased, thereby reducing dependency, apathy and a sense of

hopelessness

Support the growth of Social Enterprise within the District in order to help realise the

potential of VCS organisations to be innovative and creative businesses, employers

and service delivery agencies

Encourage opportunities to attract Social Investment into the District through new,

imaginative approaches to asset transfer strategies and equitable commissioning and

procurement policies

Support the role of Community Anchor organisations in promoting the wellbeing of

people within local communities and neighbourhoods

Participate in joint learning programmes which seek to raise the profile of the VCS

and increase awareness of its contribution to the social, economic and environmental

development of Wakefield

In pursuance of this Pledge, Partners will:

Recognise the Five Ways to Wellbeing (New Economic Foundation 2008) as a

significant organising principle for economic, social and environmental strategies

Accept that that the concept of wellbeing comprises two main elements: feeling good

and functioning well. That feelings of happiness, contentment, enjoyment, curiosity

and engagement are characteristic of people who have positive experiences of life.

That equally important for wellbeing is how people function in the world, experience

positive relationships, have some control over their lives and have a sense of

purpose

Have strong, effective, transparent leadership and governance supporting strong

partnership working

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This document is supported by…

We, the undersigned, on behalf of our respective organisations, will deliver the promises

outlined in this document:

Chair, Wakefield Together Executive and Leader of the Council

Chief Executive, Wakefield Council

NHS Wakefield Clinical Commissioning Group

Wakefield Branch, West Yorkshire Police

Wakefield Branch, West Yorkshire Fire and Rescue

Chief Executive, Wakefield District Housing

Regional Director, Department of Work and Pensions, West Yorkshire Branch

Director of Public Health, Wakefield Council

Corporate Director, Children and Young People's Services

Principal, Wakefield College

Chair, Wakefield NOVA, the representative body for the Third Sector in Wakefield

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Appendix B

Key Strategic Partnership Boards on which the Sector is represented

Community Safety Partnership

The Community Safety Partnership brings together relevant partners so they can work

together to develop the strategic approach to safer communities. They work to deliver a

number of strategic objectives which are published in the Community Safety Plan. This plan

is available on Wakefield Council's website.

Children and Young People's Partnership

Through the Children and Young People's Partnership, partners work together to improve

the lives of children and young people in Wakefield. The partnership provides the strategic

direction for decision-making about services and provides the strategic leadership across

relevant organisations to make progress against agreed ambitions, priorities and outcomes.

The partnership develops a strategic partnership plan for Children and Young People in

Wakefield.

Wakefield First

Wakefield first is a public and private sector led strategic organisation responsible for

attracting inward investment, supporting trade, and raising the profile of the Wakefield

District. Their key motivations are sustainable economic growth, job creation and promotion

of the Wakefield District as a vibrant, dynamic and competitive region with global aspirations.

Wakefield Council has launched its new Economic Strategy to create more successful

people, businesses and places throughout the District.

Health and Wellbeing Board

The Health and Wellbeing Board is a strategic, statutory body which aims to improve the

health and wellbeing of the residents of Wakefield and to reduce inequalities in outcomes.

The Board acts as a forum for collaborative leadership across relevant organisations and is

required to encourage those who arrange for the provision of health or social care services

to work in an integrated manner.

The Wakefield Health and Wellbeing Plan is the Board's five year strategy for how they

intend to improve health and wellbeing across Wakefield. You can find out more about the

Board, and see the Plan on the Board's website.

Integrated Care Partnership

The Integrated Care Partnership (ICP) is made up of local health, social care, voluntary and

community sector organisations from across the Wakefield District. These organisations

work together as partners to deliver health and social care integration developing innovative

methods of providing care services and support for local people. The Partnership's vision is

to ensure that local people receive person-centred coordinated care, which is delivered at

the right time, in the right place and by the right person.

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Safeguarding Boards

There is a statutory requirement that each area has Safeguarding Boards for adults and

children. Their job is to provide expert and detailed scrutiny that all agencies are meeting

their responsibilities to keep vulnerable adults and children safe, and that systemic risks are

identified and addressed. The Boards' work provides constructive challenge about where we

need to improve and reassurance when the right processes are in place. Further information

can be found on each Board's website.

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Appendix C

Data Sources

Information about the Third Sector is notoriously difficult to determine and is often of limited

quality. Nevertheless, it is important to both identify what data is available and use this to

help us understand the size and scope of the Sector, its relative health and to establish

metrics that can help us measure change and future direction of travel.

National and Regional Sources

1. NCVO Almanac

The most convenient source of available data about the state of the Sector is

contained within NCVO's Almanac. This is updated annually and includes 39 data

sets covering:

Population – the number of Third Sector organisations nationally, regionally, and

for general charities, by local authority (LA) area

Finance – top line financials by size, time and overall economic contribution

Income – national, regional and source

Spending – national, regional and source

Assets – national values and reserves held by type of organisation

Workforce – national numbers of employees by type and over time

Volunteering – national and regional percentages (community life survey)

Civic Society – number and type of organisations, income and expenditure

NCVO only includes data for general charities and this excludes registered charities

that do not meet this criteria, for example sacramental religious bodies or places of

worship as well as organisations like independent schools, government-controlled

bodies or housing associations. The most recent data is available here

https://data.ncvo.org.uk/

District Level Data

2. Charity Commission

The Charity Commission publishes information on all registered charities and

provides a search facility that identifies Charity areas of operation, sectors and

income/expenditure where reported. All Charities with an income in excess of £5,000

must register with the Charity Commission and submit an annual update including

income and expenditure. The reporting requirements in respect of this duty vary

depending on the level of income. This is a dataset that is updated in real time and

enables a degree of comparison with our neighbours in respect of:

Numbers of organisations operating in an area

What those organisations do – do they address health, disability etc.

Who they intend to benefit – children and young people, older people etc.

How they operate – do they give grants or provide services

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Additional information can be found here:

https://www.gov.uk/government/organisations/charity-commission

3. Joint Strategic Needs Assessment (JSNA)

The JSNA is concerned with wider social factors that have an impact on people's

health and wellbeing, such as housing, poverty and employment. Looks at the health

of the population, with a focus on behaviours which affect health such as smoking,

diet and exercise. Provides a common view of health and care needs for the local

community.

The JSNA is a joint responsibility of Wakefield Council and NHS Wakefield Clinical

Commissioning Group. The main aim of the JSNA is to support people, partners and

organisations with knowledge and intelligence to make informed decisions in order to

improve the health and wellbeing of Wakefield District. More information can be

found here: http://www.wakefieldjsna.co.uk/

Nova Members

Although it is not possible to identify exactly the degree to which an organisation works for

public benefit within Wakefield from Charity Commission Data, we do have a better

understanding of Nova Members. Nova has two classes of membership, full and affiliate. To

be a full member an organisation must have a recognised not for profit structure and either

be based in Wakefield or undertake over 50% of its activity within the District. At the time of

writing Nova had 343 members, 246 full and 97 associate members, and its membership

continues to grow.

Summary of data

The available data sources provide evidence that the scale and contribution made by the

VCSE sector in Wakefield is less than neighbouring districts in the West Yorkshire area. It is

stated by our partners and in the strategic planning framework for the District that an active,

thriving community sector is a key factor in addressing the needs within our community that

often blight peoples' lives and drive increasing demand for public services. The actions

included within the Third Sector Strategy will demonstrate how they will help the Sector

grow. Identification of the data sources and measures that are available will help us monitor

progress made.

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Appendix D

Wakefield Community Anchor Network

Community Anchor organisations are a driving force in community renewal at neighbourhood

level. They are independent, often registered charities, and are based in geographically

defined neighbourhoods. Their multi-purpose facilities are used by the local community for

various reasons, providing activities which align with the Five Ways to Wellbeing –

Connect, Be Active, Take Notice, Keep Learning, Give.

Key characteristics of Community Anchor Organisations

A building: a physical space which is community controlled, owned and led

A focus for services and activities meeting local need

A vehicle for local voices to be heard, needs to be identified and for local leaders and

community groups to be supported

A platform for community development promoting cohesion whilst respecting diversity

A home for the community sector which is supportive of the growth and development

of community groups

A means of promoting community led enterprise, generating independent income

whilst having a social, economic and environmental impact

A forum for dialogue within communities, creating community led solutions

A bridge between communities and the state which promotes and brings about social

change

What does this look like?

People supported into training and skills development

Accessing funding that is invested locally

Volunteering opportunities and volunteer development

An umbrella of support for smaller community groups

A voice for local people and peer support

Regenerated neighbourhoods and socio-economic development

Strengthened community involvement

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Appendix E

Communication and Engagement Strategy Timeline

2018

May Strategy workshop facilitated by NCVO consultant for range of partners

June/July Working Groups established around key aims

August Voluntary and Community Sector – Your Voice Consultation document

distributed

September Third Sector Strategy event with Nova members

Third Sector Strategy Group meeting

October Nova AGM and event report on progress

December Third Sector Strategy Group meeting

2019

January Presentation to Wakefield Together Executive

March Statutory sector consultation workshop

Community Safety Big Conversation

Third Sector Strategy Group Meeting

June Third Sector Strategy Group Meeting

August Presentation to Nova Board

Final draft available for feedback

September Beginning of consultation on Draft Third Sector Strategy

Presentation to the Third Sector Strategy Group

October Presentation to the Health and Wellbeing Board

Further consultation of the Strategy at Nova's AGM and Big Conversation

December Final draft and endorsement of the Third Sector Strategy at the Third Sector

Strategy Group and endorsed by member organisations

2020

January Implementation begins

Presentation of the Strategy to the Wakefield Together Executive

Establishment of Cross-Cutting Theme Sub-groups

February Development of a framework for monitoring and evaluation

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Appendix F

Reference Documents

1. State of the District Report, March 2019 (Wakefield JSNA website)

2. Index of Multiple Deprivation 2019

3. Director of Public Health Reports 2017 and 2018

4. Wakefield Health and Wellbeing Plan – NHS Wakefield Clinical Commissioning Group

5. Framework for supporting the Wellbeing of Communities together – People with Public

Services in the Wakefield District – A Sadler, 2016

6. Marmot Review report – 'Fair Society, Healthy Lives', 2010

7. NCVO Almanac 2019

8. NCVO The Road Ahead 2019

9. Community Life Survey 2017-18, Department for Digital, Culture, Media and Sport, 2018

10. CAF's Social Landscape

11. OPCC Strategic Priority Plans 2019-21

12. The State of the Sector – Key Trends for voluntary sector organisations working in the

criminal justice system – CLINKS and NCVO, 2018

13. DCMS Civil Society Strategy: building a future that works for everyone, August 2018

14. DCMS Community Life Survey 2017-18

15. Civil Society One Year On – Third Sector, July 2019

16. Access Strategic Plan 2018-23

17. Civil Society – People enabling a lifetime of communication

18. Esmée's insights on core funding – Esmée Fairburn Foundation, April 2019

19. Time Well Spent – NCVO, January 2019

20. RSA Citizens and Inclusive Growth, July 2017

21. Y&H Funding Ecology Research commissioned by National Lottery Community Fund,

March 2019

22. An inclusive growth monitor for measuring the relationship between poverty and growth

– Joseph Rowntree Foundation and Inspiring Social Change, 2016

23. Charities and Volunteering Manifesto 2017 – NCVO

24. Empowered Communities in the 2020's – IVAR and Local Trust

25. Ministry of Housing, Communities and Local Government: By deeds and their results:

How we will strengthen our communities and nation, July 2019

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Appendix G

Wakefield Third Sector Strategy Group Membership

Nova Wakefield District Limited Board

Nova Wakefield District Limited Staff

Young Lives Consortium

Community Foundation Wakefield District

Wakefield Council

Wakefield and District Housing

NHS Wakefield Clinical Commissioning Group

West Yorkshire Fire and Rescue

West Yorkshire Police

Yorkshire Sculpture Park

Mid Yorkshire Chamber of Commerce and Industry