Agenda item

This report outlines the progress on developing a voluntary sector strategy for

Brent and the next steps planned.  It highlights initial responses to points which have been raised by voluntary sector organisations.

Joanna McCormick (Partnerships Coordinator, Strategy, Partnerships and Improvement) introduced the report and explained that the Voluntary Sector Strategy focused on the main themes of communication and coordination of services.  A draft strategy document would be consulted upon with the wider voluntary sector once the implications of the Comprehensive Spending Review (CSR) had been identified.  Members heard that work on the Strategy had begun in 2009 and discussions to date had recognised a number of objectives and aims shared by partners.  A number of factors had been identified that affected the ability to improve the relationships between the public, voluntary and community sectors and key themes included commissioning, engaging and consulting - especially with the hard to reach groups.  It was noted that a number of issues had been raised at the One Community, Many Voices Event which were being fed into the development of the strategy. The issues raised included giving organisations a better understanding of what funding is available from external sources, promoting volunteering and volunteer responsibilities, what ‘Big Society’ means for Brent and places for small voluntary organisations to meet.  Joanna McCormick advised that ‘Brent – Our Future’ Strategy was committed to building a Voluntary Sector Resource Centre and the availability of other Local Strategic Partners (LSP) buildings could also be explored.  The council had a strong relationship with the Brent Multi-Faith Forum and the Corporate Diversity Team had successfully implemented a Building Stronger Communities Programme. 

During discussion by Members, Councillor Clues commented that more importance may be placed on the voluntary sector because of the ‘Big Society’.  He sought further clarification with regard to Brent Association for Voluntary Action’s (BrAVA) role and had an audit been undertaken with regard to their effectiveness.  He sought assurance that there was sufficient confidence that BrAVA could deliver its objectives effectively.  Councillor A Choudry also expressed concern about BrAVA’s ability to function effectively and felt that they needed to provide a more professional service and take the initiative more often in asking voluntary organisations what they wanted.  He asked for details of what monitoring of BrAVA’s performance was undertaken and who set BrAVA’s agenda and whether the council had any influence over the role of BrAVA.  Councillor A Choudry asked whether a study of what each voluntary organisation in Brent had been undertaken and commented that the information could be used for organisations to share services and resources or even to merge and the information could also be used as a basis to determine whether organisations were eligible for funding.  Councillor Hirani stressed the importance of voluntary organisations in achieving the outcomes set.

The Chair sought details regarding BrAVA’s funding arrangements, its future as a partner and the council’s view of the organisation.  He asked if the council’s efficiency savings would impact upon the voluntary sector, had funding been identified for the Voluntary Sector Resource Centre and when was it likely to open.

In reply, Joanna McCormick advised that BrAVA’s role was to act as a Community and Voluntary Service (CVS), an umbrella organisation representing the voluntary and community sector in Brent. BrAVA had received funding under the Local Area Agreement (LAA) and the councils’ Main Programme Grant to deliver particaulr projects. The effectiveness of BrAVA in achieving its outcomes as set by LAA targets and Main Programme Grant Requirements was monitored. Discussions relating to the development of the voluntary sector strategy would include the role of a CVS in the borough. Voluntary sectors representatives had stated they would discuss improvements to a CVS within the voluntary sector.  Members noted that the Strategy would set out what was expected of a CVS and seek to address concerns that had been raised in respect of this.  Joanna McCormick added that it was important to have an effective CVS.  The council could monitor an organisation where it had provided funding or been commissioned to provide a service.  Members noted that a decision was yet to be made with regard to the Main Grant Programme funding for next year, however there would be a need for efficiencies to be built in and this could have a number of implications, such as the way services were commissioned. 

Joanna McCormick advised that discussions were taking place with voluntary organisations with regard to identifying an appropriate site for a Voluntary Sector Resource Centre and whether any organisations’ buildings could be used for this purpose.  Although BrAVA and voluntary organisations had identified some funding for the Resource Centre, more funding was still required and a number of options were being considered.  Members heard that BrAVA collected basic information on voluntary organisations in Brent, such as the overall role of the organisation, however voluntary organisations were working together to learn more about what each other does.  However, because of the wide and fragmented nature of voluntary organisations in Brent, there were a number of practical obstacles in collating such information.  It was intended to build upon the information obtained by BrAVA and this would assist in identifying what organisations were best placed to provide a particular service, however Joanna McCormick added that gathering information was a costly exercise.  Members heard that there were also a large number of voluntary organisations in Brent that were not funded by the council. 

Fiona Hill (Voluntary and Community Sector Representative, Local Strategic Partnership) advised that Local Strategic Partnership (LSP) voluntary sector representatives were due to meet with BrAVA to discuss its future role and BrAVA was holding a meeting with voluntary organisations this week to seek their views on what they require from BrAVA.

Phil Newby (Director of Strategy, Partnerships and Improvement) advised that it was for the voluntary sector to decide on the CVS and what they would want from it.  Whilst the council monitored and safeguarded outcomes where it had provided funding, it was also seeking views from the voluntary sector to develop the Strategy.  BrAVA’s role was ultimately determined by its own Board of Trustees.  Members heard that the council would only continue to provide funding to BrAVA if it felt reassured that BrAVA could achieve the intended outcomes.

The Chair acknowledged the importance of the role of the CVS in effective communication with voluntary organisations and partners.  He requested that an update on the draft Strategy and progress on the Voluntary Sector Resource Centre be provided at a future meeting.

RESOLVED:-

that the work undertaken to date to develop a Voluntary Sector Strategy be noted.