Gordon McCullough (Community Action Suffolk) talks about impact and infrastructure at the Big Assist conference. Find out more about upcoming NCVO events: http://www.ncvo.org.uk/training-and-events

1. Gordon McCullough
Community Action Southwark
FACILITATION OF SUPPORT
VOICE
PARTNERSHIPS
SETTING YOURSELF UP TO FAIL

2. Ultimate aims To increase the resilience of
voluntary and community
organisations
To develop equitable and
influential relationships with
the public sector
To increase
collaboration, sharing and
co-ordination of resources
Beneficiaries (what
we must achieve for
our beneficiaries)
1.5 Strategic leadership for
change [INNOVATE]
2.4 Promoting the impact of the
VCS and its contribution to
society [ADVOCATE]
3.2 Opportunities for
networking and sharing of
resources [NETWORK]
1.4 Support for joint working
[COLLABORATE]
2.3 Influential cross-sectoral
relationships [INFLUENCE]
Capacities (what we
need to excel at to
deliver for our
beneficiaries)
1.3 Delivery of high quality
learning opportunities [SKILL]
2.2 Creating processes and
platforms for gathering views
[CONSULT]1.2 Build organisational capacity
and development potential
[SUPPORT]
Learning and
growth (where we
need to invest in order
to excel)
1.1 Access to relevant
information, guidance and
advice [INFORM]
2.1 Listening to and gathering
evidence [RESEARCH]
3.1 Presenting and
communicating information
[COMMUNICATE]
Resources (how do
we ensure we are
adequately resourced)
4.1 Ensure resources are in
place to met internal and
external demands [RESOURCE]
4.2 Diversifying our income base
[FUNDING]
4.3 Promoting the work of
CAS [PROMOTION]
CAS Strategy Map

3. CAS Theory of Change

4. 1.1.1 Info and advice (sustainability/learning & development) 2.1.1 Map VCS and measure added value
1.1.2 Info and advice (policy developments) 2.1.2 Co-ordinate impact measurement of LBS Budget 14-15
1.1.3 Promote info on new agendas (sustainability/policy) 2.1.3 Mapping exercise – premises, engagement, providers
1.2.1 Range of capacity building activities 2.2.1 Facilitate/co-ordinate consultative exercises
1.2.2 Support grant/tender opportunities 2.2.2 Scrutinise LBS Budget 14-15
1.2.3 Deliver organisational health checks 2.2.3 Facilitate forums for engagement and participation
1.3.1 Provide learning and development opportunities 2.3.1 VCS representation on strategic partnerships
1.3.2 Mentoring programme 2.3.2 Bi-annual meetings of health providers
1.3.3 Promote workforce development 2.3.3 Develop cross-sector relationships
1.4.1 Support collaborative working 2.3.4 Critical friend on issues of policy and practice
1.4.2 Model for partnership/consortia funding 2.4.1 Promote economic, social contribution of VCS
1.5.1 Integrated health and social care/children services 2.4.2 Partnership on pan sector issues
1.5.2 Cross-cutting plans for innovation (summits) 2.4.3 Articulate position and impact of government policy
1.5.3 Impact measurement programme 3.1.1 Disseminate information relevant to VCS
1.5.4 Lead on funding/development programmes 3.1.2 Create a single, unified website for Southwark
3.2.1 Facilitate healthy relationships with VCOs
A LBS continue to value the role of infrastructure support and recognise the need for a second tier organisation in the borough.
Funding levels remain the same and the level and nature of need amongst VCOs (support, policy, influence) remains
constant. CAS can therefore continue to rely on its legitimacy from the sector to fulfil these functions
B There is recognition of the need to have a more streamlined and accessibility pathway into the VCS for funders, general
public, statutory agencies, VCOs and others. It is assumed that other VCOs in the borough will support this and the resources
required to achieve it will be found
C New models of representation will be accepted by LBS partnerships and other agencies and there is no diminution of the
voice or influence of the VCS.
D The VCS will react positively to any changes that purport change (collaboration, innovation, etc) and that CAS can rely on the
backing and support of the sector to undertake this leadership role. It is assumed that any innovations or developments are
underpinned by robust evidence of need and detailed engagement with the VCS.
Assumptions
CAS Interventions

5. CAS Monitoring and Evaluation Framework
Data collection tools Frequency Lead
A1 CAS Members’ Survey Feb – Mar (annually; linked directly to short-term outcomes) GM
A2 VCS Survey Jan – Mar (annually; Count Us In 2013; abridged thereafter until 16) CN
A3 Stakeholder survey/ interviews Sep and Feb PW
A4 Staff and trustee survey Mar (annually) GM
B1 Secondary data sources Ad hoc (reviewed bi-annually) – info from national/statutory sources AB
B2 LBS data/decisions Ad hoc (reviewed bi-annually) – info on funding decisions CR
B3 Content analysis (policy,
funding criteria, budgets)
Ad hoc (reviewed bi-annually) – evidence of changes to policy docs CN
C1 Evaluations (specific events,
training)
Collected on an on-going basis; monthly review; post event reviews quarterly DH
C2 Case examples (includes
consultancy)
Ad hoc (potential examples identified and collected/reviewed in first month of each
quarter)
SM
C3 Case studies Ad hoc (identified throughout year; info gathered/reviewed in second month in Q2 and
Q4)
TJ
D1 Diagnostic tool (main) Oct – Dec (annually) RM
D2 Journey of change (specific) Ad hoc (linked to sustainability surgeries; reviewed quarterly; post-surgery follow up
quarterly)
CR
E1 CRM management data Monthly SM
E2 Web statistics Monthly RM
E3 Financial data Quarterly SM

6. Evaluation focus area Audience Questions Indicators (outcomes)
1.1 INFORM
1.1.1 Disseminate info
on sustainability/
learning development
Primary: LBS (Community
Engagement); VCS
(small/medium); Big
Lottery
Secondary: Funders
VCS (large)
Are VCOs more
knowledgeable about
sustainability
themes?
A1 CAS Members Survey
Attitudes towards support/information related
to sustainability
A2 VCS Survey
Attitudes towards being well informed (issues
and policies) (Q17)
1.1.2 Disseminate info
on sector specific
policy areas
Primary: LBS (Community
Engagement); VCS
(small/medium)
Secondary:
LBS (Corporate Strategy);
Funders, VCS (large)
Are VCOs more
knowledgeable about
policy?
A1 CAS Members Survey
Attitudes towards support/information related
to policy
A2 VCS Survey
Attitudes towards being well informed (issues
and policies) (Q17)
1.1.3 Promote info on
new/emerging areas in
policy/sustainability
Primary: LBS (Community
Engagement), (Corporate
Strategy), (Children and
Adults); CCG/NHS VCS
(small/medium)
Secondary:
Funders,
VCS (large), Other Support
Orgs
Are VCOs informed
and engaged in new
developments?
A1 CAS Members Survey
Attitudes towards support/information related
to new policy areas
A3 Stakeholder survey/interviews
Assessment of role of CAS/VCS in
promoting/engaging in new and emerging
areas
C1 Evaluations
Average scores of 4 (or higher) from
events/seminars on understanding and
knowledge (post events)
D1 Diagnostic Tool
Increase in scores on 3(3.3); 3(3.4)
Framework for outcome measurement (quarterly and annual)