presentation about the work of Liverpool CVS, the United Way in Liverpool, to improve the capacity of local non-profits to create community impact. Presented at United Way Community Leaders Conference 2015.
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Developing the capacity of non-profits
1. April 29 - May 1, 2015
Developing the capacity
of non-profits
2. Developing the capacity of non-profits
How at LCVS – the United Way in Liverpool - we embarked on
developing capacity of local non-profits and built a strategy to
deliver support and measure their impact.
Covering:
The Where
The Why
The What
The How
The Impact
3. The Where: about Liverpool
• City 800 years old
• Huge heritage as ‘second city of the British Empire’, The
Beatles and Football….but so much more!
• Population of 460,000 in the city
• 2.2 million in wider metro area (Merseyside)
• Population in the city declined consistently from 850,000 in
1930s
• …… until last 10 years (up 5%)
• City of huge contrasts….and inequality
4. The Where: Liverpool and inequality
Levels of deprivation and child poverty in Liverpool are
extremely high:
•Liverpool is the most deprived local authority area nationally.
•Just over a third of Liverpool children (34.4%) live in poverty and in
some areas of the city three fifths of children live in poverty.
•In some schools in the city 73% of children are eligible for Free
School Meals.
•More than a third of Liverpool wards have unemployment rates that
are twice the national average and Liverpool's incapacity rate is
nearly twice the national rate.
•Liverpool has a larger proportion of the working age population with
no qualifications than nationally.
5. The Where: about LCVS
• LCVS established in 1909 to “help charities co-ordinate their
efforts”
• At the forefront of social action in Liverpool, and nationally, for
over a century
• Diverse range of services and activities with an underpinning,
clear, aim:
• Together – for Liverpool – for Good
7. The Why: Why focus on capacity building?
• United Way puts lots of focus on raising money – and community
impact through programs
• Not enough focus on supporting the organisations that deliver
those programs?
• Why?
More effective organisations
= better use of resources
= increased impact in communities
• More focus needed ‘in the middle’ – helping non-profits be more
effective = more impact
9. More focus on Capacity Building = more impact
Bring
partners
together
Raise
money
10. The What: What is capacity building?
In summary - Providing services to:
•Develop the skills of those frontline non-profits (and people
working in them) delivering services
and
•Enabling them to focus on delivering quality services to their
communities
11. The How: What do we do?
A range of activities and services:
Funding advice
Business planning support
Practical services: managing payroll for their employees, providing
financial management services; accounts auditing etc
Providing office space (151 Dale Street)– and IT and telephony
services to tenants
Assets and resources:
151 Dale Street
Dedicated team of experts on paid staff – including qualified
accountants qualified solicitor, experts in organizational development
12. The How: What do we do?
Funding capacity building activities
Some external (government) funding – significantly reducing
Majority of services now charged directly to non-profits
organisation
Charges cover cost, we aim for small surplus, but generally below
commercial rates
13. The Impact and Reach
There are 2,000 not for profits in Liverpool - we will directly
work with 500+ annually
151 Dale Street
30 not-for-profit organisations as tenants in 151 Dale Street
Good quality office space charged at market rate – hotdesks,
large and small office suites
Building purchased using mix of own trust funds, European grant
funds and a small mortgage
Building full – because of not for profits wanting to be there, not
because its cheap!
15. The Impact and Reach
130 organisations accessing financial management / payroll
services
Support with compliance and legal obligations
250 organisations accessing support and development service
We help not for profits with bid writing, securing them £1.5m of
external funding annually
Working with staff and trustees on building effective governance,
business plans etc
Training and events programme – building skills and knowledge
16. The Impact? Positive about Play
Play Simply – children are kept
safe and engaged in positive
activities which contribute to their
social and educational
development
Play Healthy – children have
access to healthy food and get fed
when free school meals are not
available to them
Play Advice - provides a
dedicated advice helpline for
families attending the play
schemes
17. The Impact: Liverpool Homelessness FC
Set up in 2007 –volunteer run
Significant growth in last 3 years
LHFC recognises the power of football (soccer) to bring people
together and engage them in a healthy and social activity.
5-a-side league, women’s team etc, teams from local homeless
organisations
Matches provide opportunity for health promotion etc, with
partners
http://www.liverpoolecho.co.uk/news/liverpool-news/liverpool-homeless-foo
19. Liverpool Homelessness FC: our role
We gave them their first ‘home’ at 151 Dale Street
A hot desk – and an address gave them legitimacy
Capacity building support helps with funding advice / bids
Major grant from local foundation achieved
Accounts etc
20. The Impact: Liverpool Homelessness FC
“Without the help of
LCVS we would not be
where we are today.
Getting a home was a
huge step for the
organisation.
The team have been
brilliant in all sorts of
ways”.
John Finnigan, Liverpool Homeless Football Club
21. More information
Tony Okotie
Chief Executive
Liverpool Charity and Voluntary Services (LCVS)
Email: tony.okotie@lcvs.org.uk
Web: www.lcvs.org.uk
Twitter: @lcvsuw / @tonyokotie
Hinweis der Redaktion
We are not a direct service delivery organisation! But we are proud to be part of the UW network – but also part of a family of similar organisations (CVS) across UK with a rich tradition of capacity building.
We are not a direct service delivery organisation! But we are proud to be part of the UW network – but also part of a family of similar organisations (CVS) across UK with a rich tradition of capacity building.
Not enough focus on capacity building
Increase focus, leverage effect (like gears on a bike) – increases community impact
Not enough focus on capacity building
Increase focus, leverage effect (like gears on a bike) – increases community impact
People don’t set up charities to run charities – they set up charities because they want to do good work. We make it easier for them
Using play activities to engage with families so we can offer support such feeding the children and debt and housing advice to family members.
Last summer, provided meals to over 2,400 in most depreived communities
Why?
Evidence shows children receiving free school meals suffer during the school holiday and many return to school after the summer weighing less due to lack of proper meals.
Families are struggling with debt and need access to proper advice and support.
Many of the families who are struggling are working families unable to get help elsewhere
Provides positive learning experiences over the summer period
Aim to grow -target every child in deprived neighbourhood in Liverpool (over 16,000)to be able to access playscheme for all 12 weeks of school holidays – cost £760k pa.
16,236 children in Liverpool live in the most deprived areas and by 2020 we want them, and all children across the city, to have access to play activities 12 weeks of the year during all school holidays.
3 elements – relevant to capacity building is Play Simply
We don’t deliver schemes ourselves – we work with, and through, 70 small play schemes.
Play Simply undertakes workforce development: Training for volunteer play leaders / paid staff