3. The ChangeUp programme

  Comment on this chapter

3.1 The ChangeUp programme was established in order to invest in building the effectiveness and efficiency of the third sector through supporting infrastructure or support organisations. These organisations will have to demonstrate that the investments they are receiving are leading to direct benefits at the front line.

3.2 It is absolutely essential to recognise that the ultimate aim of the programme is to achieve radical change – a transformed third sector operating locally, regionally and nationally. The benefits from investments made in infrastructure organisations must result in a step change in front-line organisations and in the communities they serve.

3.3 The ChangeUp programme has two delivery arms:

• 127 ChangeUp consortia around England (all of which have produced detailed infrastructure investment plans with identified priorities); and
• national hubs of expertise offering national support services to infrastructure organisations around the country. There are currently six national hubs, covering performance, workforce development, governance, provision of information and communication technologies (ICT), volunteering, and finance and funding.

3.4 Capacitybuilders will be undertaking a review of the delivery and reach of the ChangeUp consortia across the country.

3.5 The experience of partnership working, both nationally and locally, has been important for the sector. Many organisations have been brought together to work on shared priorities that had not done so with such a clear focus before. In many cases, such collaboration has led to some beneficial rationalisation of the infrastructure provision and supported access to new funding streams.

3.6 Capacitybuilders has decided, following a review of the national hubs, that it will play a much stronger strategic leadership role across the whole ChangeUp programme, including in the delivery of national support services. We will be directly commissioning new national services in early 2007, focusing on the needs of infrastructure organisations around the country and how they can be enabled to better serve their front-line groups.

Comments

[John Baxter]

3.1 ChangeUp -"demonstrate the investments they are receiving" I thought ChangeUp had finished. Who is still receiving investments?
3.5 "collaboration has led to some beneficial rationalisation" -who says it has been 'beneficial'? Beneficial to the VCS on the ground or beneficial to perceived structures? It almost certainly was not not benchmarked before it was rationalised and its far too soon to measure any real and permanent benefit from ChangeUp funding.

[Mark Reading]

In response to your first point John, ChangeUp has not finished. Programme delivery (through allocated funds) extends to March 2008 currently.

We have definitely benefited from increased collaboration in the way of rationalising certain activities. One of our year 2/3 pieces of work is delivering a collaborative working project identifying back office functions we can share. There are benefits in rationalising elements of back office function. Primarily in the way of reduced core costs.

[Mark Reading]

In response to your first point John, ChangeUp has not finished. Programme delivery (through allocated funds) extends to March 2008 currently.

We have definitely benefited from increased collaboration in the way of rationalising certain activities. One of our year 2/3 pieces of work is delivering a collaborative working project identifying back office functions we can share. There are benefits in rationalising elements of back office function. Primarily in the way of reduced core costs.

[John Baxter]

Mark....didn't realise ChangeUp funding could be extended that long...don't think many other people did either...appologies.

Have no doubt some good will arise but did we really need ChangeUp to inspire us to collaborate on back office services?

[Charles Rapson]

Mark,
We are embarking on a review of partnership and efficiency opportunities. Back office functions looks to us to be the most obvious opportunity. It also lets different groups retain their own identity and front line delivery. I would be very interested in a bit of learning from you on the approach you adopted, successes you had, etc.
Perhaps a conversation in the new year. You can contact me at charlesr@solihull-sustain.org.uk

Many thanks
Charles

[Mick Smith]

Some more questions:
What do you mean by local? We mean our neighbourhood, our town or village and that has given us problems because our consortia mean district council or multi-district council areas and THAT IS NOT LOCAL.
Change Up has not yet benefited many organisations here in suffolk other than the bigger infrastructure orgs. They now wish to 'buy up' smaller groups like ours - giving us a laptop to sit in the local library and do our work there!
Like I asked previously: benefits who?

[Mark Reading]

The investment in Suffolk is part of a ten year plan. The step change should have and will continue to improve infrastructure services in Suffolk. The benfit will be in a better service provided to front line groups.

[Steve Day]

The diversion of funding to infrastructure support organisations is frustrating for local groups, which have spotted the opportunity and want to get on with making their neighbourhoods better, through action and not just discussion and endless rounds of consultation.
The fundamental problem seems to be achieving the power shift implicit in "community empowerment", "double devolution", "localism" and all the other worthy policy objectives.
Let's face it - if local communities are taking more power and responsibility, someone else higher up the chain is going to lose it.

[Peter Williams]

I don't think it's an either-or situation. Better infrastructure support is needed at sub-regional, local and community levels. ChangeUp monies have to go through capacity-building intermediaries - it'd be impossible to fund every front-line community organisation. You could either create your own community consortium, and support yourselves, or look at the Department of Communities and Local Government web-site www.communities.gov.uk - click on Creating Better Communities for other strands of Government funding and activity.
Peter Williams
Acting Strategy and Policy Coordinator Capacitybuilders