Voluntary and Community Action Trafford

Trustees Report and Financial Statements

for the year October 1 2014 to September 30 2015

www.vcatrafford.org Registered Charity No. 1098222 / Company No. 4399868 Voluntary and Community Action Trafford Report & Financial Statements October 2014 – September 2015

Contents Page Legal and Administrative Details 2 Report of the Directors / Trustees:  Structure, governance and management 3  Objectives and Activities 4  Achievements and Performance 5  Staff Changes 5  Projects and Initiatives Community Organisers 6 Trafford Advice Partnership 8 Independent Support Service 9 Trafford Mental Health Advocacy Service 12 Funding Portal 15 Digital News and Social Media 16 Shared Space Initiative 18

 Financial Review 19  Plans for the Future 19  Directors Responsibilities 22 Independent Examiner’s Report 23 Statement of Financial Activities 24 Balance Sheet 25 Notes to the Financial Statements 26

1 Voluntary and Community Action Trafford Report & Financial Statements October 2014 – September 2015

Legal and Administrative Details

Trustees and Directors

Ralph Rudden Chair Joan Ball Joanne Bennett Philip Gratrix Victor Holding Eddie Kelson Jacki Wilkinson Vice chair

Company Secretary Mark Nesbitt

Members of Staff Mark Nesbitt Chief Executive Rose Thompson Office Manager Bernie Connor Community Development Worker to September 2015 Jackie Stott Senior Trafford Mental Health Advocate Aaron Lohan Trafford Mental Health Advocate Sameeia Luqman Trafford Mental Health Advocate Muriel Howarth Payroll Administrator Kerry Voellner Social Media and Communications worker Natasha Howells Trafford Advice Partnership Marketing and Communications Coordinator to June 2015 Julie Blinston Independent Support worker Sammy Jo Hesketh Independent Support worker Victoria Cusick Independent Support worker Zoi Tzagadouri Community Organiser (Stretford Area) Maddie Powell Community Organiser (Sale Area)

Registered Office Independent Examiners & Accountants Oakland House Stephanie Stevens Ground Floor East Hobday-Stevens Limited Talbot Road 21 Wheatfield Old Trafford Stalybridge, Cheshire M16 0PQ SK15 2TZ

Bankers Sub Committees The Royal Bank of Scotland Finance Sub Group 14-16 The Mall Eddie Kelson Sale Ralph Rudden Manchester M33 1XZ Jacki Wilkinson Mark Nesbitt Rose Thompson

Charity number 1098222 Company number 4399868 2 Voluntary and Community Action Trafford Report & Financial Statements October 2014 – September 2015 Structure, Governance and Management Governing Document The Charity is a company limited by guarantee and is governed by its Memorandum and Articles authority for operational matters including of Association dated March 20 2002, as amended finance, employment and development, within the by special resolution to change the name of the overall strategy agreed by the Board of Trustees. charity dated June 5 2003. It is registered as a charity with the Charity Commission. Risk management The Board has undertaken a review of the major The Directors have the power to admit any risks to which the company is exposed and constituted voluntary or community group or established systems and processes to mitigate individual to membership and also have the those risks. The major financial risks facing the power to remove members. There are currently charity are – changes in funding streams, around 500 members of the company, a limited sustainability of projects and changes in local and number of whom have agreed to contribute a sum government policy. Risks to funding are not exceeding £1 in the event of the charity being considered as part of the business planning wound up. Trustees may permit any member to process. The sustainability of projects is to be retire provided that after such retirement the mitigated by consistent dialogue with partners number of members is not less than two. and funders. Each project has its own business and strategic plan. Internal risks are mitigated by Appointment of Directors and Trustees processes that are accountable and monitored. The Directors, who are the Trustees, are Such procedures are reviewed to ensure the appointed by the members at the annual general company meets its legal and operational meeting and are collectively known as the VCAT objectives. Board. At each AGM, one third of the Directors retire by rotation, being the longest in office. They Public benefit are eligible for re-election. Other than a retiring The trustees annually review the membership of trustee, the only people eligible for election as the organisation and the objectives within the trustees are those either nominated by the Board memorandum. This review also looks at the or by a member giving not less than 7 and not services offered by the charity and the benefits to more than 28 clear days’ notice of the intention to the public. The trustees have referred to the propose a person for election. The Charity, by guidance of the charity commission and in the ordinary resolution, or the Trustees, may appoint context of planning future activities to ensure they a person who is willing to act, to fill a vacancy, contribute to the aims and objectives of the providing that a Trustee so appointed shall hold organisation. The trustees will refer to the public office only until the next AGM. benefit test against the aims and objectives of the charity and in relation to the specific services the Trustee recruitment, induction and charity offers the public in Trafford. training VCAT has a recruitment and induction policy which includes all new Trustees, involving skills and knowledge. VCAT has no specific policy for Trustee Training, but training opportunities and governance information is forwarded to Trustees.

Organisation The Board, which must not be less than three members and not more than nine, administers the Charity and meets as necessary, usually 6 times a year. There are sub-committees which meet more regularly and report to the full Board. The day to day operations of the Charity are the responsibility of the Chief Executive, Mark Nesbitt, to whom the Trustees have delegated

3 Voluntary and Community Action Trafford Trustees Report October 2014 – September 205

Objectives and Activities

The Charity’s objectives, as described in the VCAT Memorandum and Articles of Association are:

To promote for the benefit of the community in Trafford any charitable purpose, in particular the advancement of education, furtherance of health and the relief of poverty, sickness and distress To promote and organise co-operation in the achievement of the above, in particular bringing together representatives of statutory authorities and voluntary organisations To promote, for the public benefit, urban regeneration in areas of social and economic deprivation in Trafford To develop the capacity and skills of members of the socially and / or economically disadvantaged communities in Trafford, in such a way that they are better able to identify and help to meet their needs and to participate more fully in society

VCAT aims to develop an effective and highly skilled voluntary and community sector, capable of making a strong contribution towards a fair and open society in Trafford.

To achieve this, VCAT:

Supports over 500 members drawn from across the diversity of Trafford's Third Sector. Provides support to our members to assist their resilience, sustainability and their organisational development. This includes fundraising, income diversification, HR advice, constitutions and governance, social enterprise and charity formation and the co-ordination of the local voluntary sector. Works with new and existing organisations whom seek to address social needs, challenge inequality and promote the sector. Identifies gaps in the provision of services and work with other agencies to develop a new service or encourages an existing agency to extend its services. Broker relationships and partnerships Brings organisations together to discuss issues of common concern and to avoid duplication of effort. Seeks to represent the views and consults with the wider voluntary sector when appropriate to ensure valid representation at strategic and policy planning level. Aims to create and sustain opportunities for broader voluntary sector representation.

Benefits: As a result of our work, VCAT Members:

Access a range of development support from VCAT and other service providers Receive information about current local and national developments Access a wide range of funding opportunities and sources via the VCAT’s Funding Portal Are able to access tailored, specialist 1-2-1 support with funding/tendering/resource applications Benefits from networking, sharing good practice, expertise and/or resources etc. Works more collaboratively with other agencies and, where relevant, form partnerships or consortia to address particular needs or tasks Have genuinely accountable members involved on key local strategic initiatives. 4 Voluntary and Community Action Trafford Trustees Report October 2014 – September 205

Achievements and Performance

Partnership and Strategic Working VCAT continues to undertake significant work with our strategic partners within the public and voluntary sectors both here in Trafford and wider across Greater Manchester.

VCAT continued to play a key role with the Trafford Partnership (Trafford’s Local Strategic Partnership), VCAT’s Chair holds a place on the Partnership Board and plays an active role on the Stronger Communities Partnership and the Diverse Communities Board.

During the year VCAT was successful in applying to host Trafford’s Community Organisers and with the support of THT’s Stretford and Sale Moor Community Panels we are able to employ Zio and Maddie who are making a real difference support local community action in two key area across Trafford.

Our Independent Support service goes from strength to strength and this have been widely welcomed by all the families we have support across Trafford over the past year and we have just been informed that our project will continue to be funded until March 2017.

VCAT continues to invest in the Greater Manchester Funding Portal, which provides access to 1000’s of funding and grant opportunities to VCSE in Trafford

Devolution is now with us and VCAT has been working and with CVS colleagues across the 10 Greater Manchester LA areas to ensure that devolution engages local VCSE services. As a result of this the VCSE has established a small Reference Group to interact and advise GM Devolution structures.

Closer to home, our Shared Space Initiative continues to deliver fantastic support and services which, currently provides a home for 10 VCSE organisations and social businesses , saving each one thousands of pounds, as well as getting the opportunity to work in partnership.

Staff Changes

During the year, we said a sad farewell to Bernie Connor who moved to our colleagues at Oldham Voluntary Action to take up a new post and fresh challenge. Bernie had been with VCAT for many years starting in Old Trafford as a very effective community engagement officer, then moving to support many more VCSE organisations has our Community Development Officer. We wish her well.

Sadly, we also bade farewell to Natasha Howells as a result of the ending of lottery funded, Trafford Advice Project. Natasha played a vital role in the delivery of the project as the Partnerships Communication and Marketing Officer. We wish Natasha well in her new role.

During the course of the year, we welcomed, Maddie and Zoi our brilliant Bernie and Natasha two Community Organisers who main task is support local people to do more locally. Their project is explained further in this annual report.

“I’m Zoi and I work as a Community Organiser with VCAT and the Stretford Community Panel in Stretford. I’m originally from Greece and moved in Manchester 5 years ago to do my Masters in Community Psychology in MMU. I soon found out about the Community Organisers Programme and decided to stay and train as a Community Organiser, because I love working with people. “As a Community Organiser, I am doorknocking and listening to local residents, trying to see what they like and love about their communities, what concerns or worries them and what actions they are willing to take towards tackling their problems. I have a strong belief that communities have all the knowledge and skills it takes to bring about change. I hope to meet as many people as possible, bring them together around shared ideas and support them to take local action

My name is Maddie and I work for VCAT in partnership with the Sale Community Panel in Sale Moor. “Community organising includes listening to residents on what they love, what concerns them and supporting them to tackle the issues that they think are important. “I talk with residents by door knocking. I also like to have a chat in parks, bus stops, cafes – anywhere where the locals are! “I have volunteered since I was a teenager in the community and this is how I got into community organising. “One thing I love about the job is being able to see people’s personal development stories. “Sometimes, you meet someone who may lack confidence to do something, and a few months down the line, they are almost like different people. This, along with being able to watch people build their own projects around their own passions and create change, is why I wanted to carry on being a community organiser.

What is Community Organising? Community organising is the work of building relationships and networks in communities to activate people and create social and political change through collective action.

The community organising process involves identifying what people care strongly about in a community through 1-2-1 conversations, building relationships and networks that are strong enough to support a long struggle for change, developing community leaders and mobilising people to take collective action to achieve a shift of power and significant social change.

The roots of community organising go back to the 19th century in Europe, the United States, South Africa and South America. The ideas and techniques were developed over 100 years in the tenants empowerment and trades union movements, the Settlement movement, the civil rights movement, the suffragette movement, the community enterprise and cooperative movement and other movements for social justice, critical education and community ownership.

Many thinkers and activists have helped to shape the community organising movement around the globe, for example Tom Paine, Paulo Freire, Henrietta Barnett, Augusto Boal, Mary Parker Follett, Mahatma Ghandi, Robert Owen, Kurt Lewin, Saul Alinsky, Steve Biko, Robert Putman, Ann Hope and Sally Timmel.

What are our Aims/Objectives? Sale Moor Community Panel Increased awareness of the work of the THT and its Community Organiser works with a minimum of Funding Model amongst its neighbourhoods and in 10 groups who have not previously accessed particular with those sections of the community that do funding to write a bid. Grants awarded to new not access the funds to address their needs that groups. Recordings, applications, feedback, potentially impact on their local neighbourhood case studies. Greater engagement, diversity and understanding of Evidence of contribution to new membership of local neighbourhoods due to revitalised membership of THT’s funding bodies from the Sale area. THT’s funding bodies and training to support this Feedback / case studies from these members, change. including info they have provided on local needs. Increased confidence in Sale Moor’s 3rd sector to 90% of groups supported feel more confident access funding and development opportunities to apply for funding independently in the future. Questionnaires, case studies, any other feedback that shows progress. Stronger communities as a result of closer working Survey about connected communities together and developed understanding of communities Increased local community action activity reducing stereotypes/discrimination.

Stretford Community Panel Increased awareness of the work of the THT and its Community Organiser works with a minimum of 10 Funding Model amongst its neighbourhoods and in groups who have not previously accessed funding to particular with those sections of the community that write a bid. Grants awarded to new groups. do not access the funds to address their needs that Recordings, applications, feedback, case studies. potentially impact on their local neighbourhood Greater engagement, diversity and understanding of Evidence of contribution to new membership of local neighbourhoods due to revitalised membership THT’s funding bodies from the Stretford area. of THT’s funding bodies and training to support this Feedback / case studies from these members, change. including info they have provided on local needs. Increased confidence in Stretford’s 3rd sector to 90% of groups supported feel more confident to access funding and development opportunities apply for funding independently in the future. Questionnaires, case studies, any other feedback that shows progress. Stronger communities as a result of closer working Survey about connected communities together and developed understanding of Increased local community action activity communities reducing stereotypes/discrimination.

Locality The expected outcomes of my work are:

 build a team of volunteers who listen, connect, communicate, network, develop ideas and build power

 listen to 500+ people (supported by their volunteer team) by door-knocking and in community settings, analyse the listenings and produce with the network a listening report’

 develop a ‘community holding team’, a voluntary network which ‘holds’ the listenings and commits to support action to address community needs, as part of a strategy to sustain the organising work

 support local leaders/entrepreneurs/activists to take social action, lead campaigns or develop enterprising solutions to address community needs

 support the network to develop new power relationships between local government, public agencies, community institutions, corporations and local people

“We have only just started our roles and are in the early stages of speaking to people – we are looking forward to community organising in Stretford/Sale over the next 12 months and are excited to see how it unfolds” – Maddie and Zoi

Trafford Advice Partnership

Natasha Howells worked in partnership with the Trafford Advice Partnership, a consortium funded by the BIG Lottery Fund’s Advice Services Transition Fund from 2013-2015.

The project, led by Citizens Advice Trafford, also includes Trafford Centre for Independent Living, Trafford Carers Centre, Age UK Trafford and Stephenson’s Solicitors.

The main aims of the TAP project are to streamline the way that advice and information services are provided, to become more accessible to people and to work more cohesively between organisations to improve the quality of service that Trafford residents receive.

TAP produced a signposting matrix that was distributed to information and advice providers as well as GPs in the borough as a tool for helping people access the services that they need quicker.

The key successes for the project was the launch of two webcam centres in Old Trafford Library and Urmston Library, where residents are able to obtain information, advice or signposting for their particular issues three days a week from the central locations of both libraries, saving extra travel time and costs for clients.

Another key part of the Marketing and Communications Coordinator role has been to work closely with all the

partners within TAP and provide specialist knowledge to produce a marketing strategy. This resource was not something that many of the partners have had access to previously.

The Trafford Advice Partnership also worked closely with the Trafford Information Network and following the Advice and Information Review, produced an A2 Signposting Matrix which highlighted the services available to people in Trafford with up-to-date contact information. The matrices were initially distributed amongst GP surgeries in the borough and has also been widely distributed to other organisations providing advice and signposting in Trafford.

Independent Support Service Trafford

Background

‘ Statements of Special Educational Need’ were introduced in the early 1980’s and ‘Learning Difficulties Assessments’ later due the ‘Learning and Skills Act of 2000’. Through feedback from parents/carers, young people and educational professionals it became increasingly apparent that this system of assessing, planning and co-ordinating provision/care for children and young people with special educational needs (SEN) needed to be revised and ‘personalised’ in accordance with individual SEN needs. This led to the introduction of ‘Education, Health and Care’ plans (EHC) on 1st September 2014 as one part of the overall government reforms to support children and young people with special educational needs and/or disability (SEND).

The ethos of ‘Education, Health and Care’ plans is that of ‘inclusiveness’ and ‘child centred planning’, placing the child and young person at the ‘centre’ of the process. Identifying their needs and putting provision in place to support their future aspirations and outcomes. In striving to be forward looking and holistic in the way children and young people with SEND are assessed, EHC’s endeavour to give parents, carers, children and young people the opportunity to be ‘heard’ and be an integral part of the assessment process.

Who we are

In order for parents, carers, children and young people to have a ‘voice’ and be involved in the ‘Education, Health and Care’ plan process, it was recognised by government that an independent service was needed which would not only promote their participation in the process but would also facilitate and assist in putting across their view, wishes and opinions. Therefore on 1st September 2014, the Independent Support programme was introduced within each local authority across England, delivered by the ‘Council for Disabled Children’ on behalf of the Department for Education.

Independent Support Service Trafford supports parents, carers, children and young people in the transition of ‘Statements of Special Educational Needs’ and Learning Difficulties Assessments to ‘Education, Health and Care’ plans as well as supporting any children or young people who are new EHC needs assessments. By having the support of Independent Supporters, parents, carers, children and young people are empowered to put forward their views and wishes. Discussing what ‘matters to them’ along with ‘what is and isn’t working’ in their everyday lives in regards to SEND provision and support.

We accept referrals from parents/carers, young people and professionals e.g. educational, social and healthcare (with parental/carer or young person consent). The service is flexible and responsive to the needs of parents/carers and young people and meetings are tailored to meet individual requirements and needs so as to accommodate work, life and childcare commitments.

What we do

‘Independent Support Service Trafford’ liaises with an extensive and varied range of social, educational and social/healthcare professionals so that there is a dialogue between all services working with ‘best endeavours’ for the child or young person.

At the request of parents/carers and young people we can accompany them to meetings with social, healthcare and educational professionals so that they are able to confidently and succinctly forward their views and wishes.

‘We can also assist parents, carers and young people in the collation of information for ‘Education, Health and Care’ plan assessment and signpost them to other sources of information and support.

Recent Developments

Since its introduction in September 2014 Independent Support Service Trafford has become a dynamic and established presence within the borough. As a high performing service both in quality and quantity, we have successfully supported over one hundred and fifty families and have developed a proven track record of providing total EHC support throughout the assessment and planning process. Enabling and empowering parents, carers, children and young people to be active participants in the EHC process, supporting them at reviews and other educational meetings to effectively put across their views and opinions to others.

We have also attended several parent evenings, college open days and other events in the community. The service has formed close ties with local schools and educational professionals, offering support and information on the SEND reforms and EHC process. Indeed we have supported various schools in the area to negotiate the EHC transfer process and SEND reforms, attending meetings and offering support to school Senco’s.

The service has also seen a marked increase in EHC referrals from other agencies since our inception e.g. SEN providers, charities/organisations and medical professionals, with a steady growth in liaison with these bodies.

In being committed to continuous professional development, Independent Supporters within the service have attended additional continuing professional development training delivered by the ‘Council for 10 Voluntary and Community Action Trafford Trustees Report October 2014 – September 205

Disabled Children’ and other educational agencies, covering the principles of key working, co-production and person centred planning to name a few. This has enabled Independent Supporters to develop a skills set and professional calibre in which we can support parents, carers, children and young people more effectively. We have also welcomed new Independent Supporters to the service, equipped with diverse SEN experience and training in which to enhance the performance of the service.

In striving to empower parents/carers and young people, the service still delivers regular informal information sessions at our office and at various family friendly venues across the borough. We also hold weekly ‘Getting to Know Your Education, Health and Care’ plan drop-in information sessions on a Tuesday afternoon, between 12.00 – 1.00pm for parent/carers and young people to learn about the special needs reforms, local provision, support in the area and the transfer of ‘Statements of Special Education Need’ to ‘Education, Health and Care’ plans.

Where we are

‘Independent Support Service Trafford’ is based at Oakland House (Talbot Road, Old Trafford M16 0PQ), within the ‘VCAT Shared Space Initiative’. We are open weekdays from 8.30am – 4.30pm (8.30am – 5.30am, Mon, Tues and Fri). We also have our own website and are also on Facebook and Twitter.

Trafford Mental Health Advocacy Service (TMHAS)

Trafford Mental Health Advocacy Service (TMHAS) enables people who use mental health services in Trafford to get their voice heard. It helps people to understand, exercise and defend their rights and enable them to get their point of view across. TMHAS do not act as an advice service but if people need advice for example, with debt or housing issues, they will support them in getting the specialist help they need. During this reporting period, TMHAS continued to provide individual advocacy and promoted self- advocacy to Trafford residents, both in the community and in hospital.

Whenever appropriate we signpost and support residents to access other specialist agencies. These include :

 Local mental health and housing specialist  Trafford Children and Young People’s solicitors, Service  Trafford Citizens Advice Bureau  Birth Ties (after adoption service)  Citizens Advice Trafford Specialist Unit  New Way Forward, (CATSU)  Blue Sci  Trafford Housing Trust  Genie Network  Local Trafford Housing Associations  Benefits Enquiry Line  Housing Options Service Trafford  Trafford Welfare Rights  Trafford Psychological Well Being  One stop Resource Centre  Trafford Compass, Shelter  Welfare Rights  Trafford Centre for Independent Living  Trafford Parent Partnership

To improve our accessibility and support for residents who in exceptional circumstances would find it impossible to attend drop-ins or appointments, we continued to offer home visits. We emphasise the rarity of needing to do this and wherever possible would find alternative solutions which are less resource intensive, as home visits are carried out by two advocates.

The inpatient service at Moorside continued to operate with visits to all the wards as required and outlined in our service agreement.

During this reporting period, TMHAS still facilitated the Trafford Advocacy Advisory Group (TAAG), which continues to provide support and guidance to the service when requested.

Towards the second half of the year, we were informed that our contract with TMBC would be terminated and that commissioners would be inviting tenders to provide advocacy across the borough. TMHAS worked closely with other advocacy providers within Trafford to form a partnership which was led by 12 Voluntary and Community Action Trafford Trustees Report October 2014 – September 205

Trafford Centre for Independent Living (TCIL). It was agreed within the partnership that TMHAS would concentrate on the statutory advocacy role within the framework of the Mental Health Act (IMHA) and that TCIL would continue with the generic/community advocacy provision, along with Afro Caribbean Care Group (ACCG). TCIL also deliver the statutory advocacy outlined within the CARE Act 2014, as well as specialist services for people living with a learning disability, whilst the statutory advocacy under the Mental Capacity Act (IMCA) would be delivered by Rethink.

The partnership was successful in their bid and awarded the advocacy contract for the next 3 years. The newly formed partnership was named Trafford Advocacy Service (TAS) and began delivering service from 1st October 2015. TMHAS ceased offering the community advocacy service provision, and gradually wound down that part of the service, signposting new enquiries to TCIL.

TAAG (Trafford Advocacy Advisory Group) was also wound down with a view to inviting members to form a new group within the Partnership.

VCAT was successful in a recent funding application to support TMHAS to become an independent organisation. However, in light of recent TMBC developments regarding the commissioning of the Trafford Advocacy Service, this funding is being used to develop TMHAS within the partnership.

Statistical Evidence:

Total Number of Trafford residents receiving the service in year: 234, of which 129 were new to the service and 42 were of an ethnic minority.

Main presenting need of each user Number of people

Physical Disability (including sensory impairment and health 3 conditions)

Learning Disability 4

Mental Health 209

Substance misuse 3

Dementia 13

Other 2

Some example quotes from the customer satisfaction surveys:-

Thank you so much, I could not have made the changes to my care Sometimes, I think that without your service only my advocate understood my point of view, but at least they could explain it to the doctor and the nurses

Without this service I would have given up trying to respect my dignity as a man

The Service is getting better all the time

Very helpful and supportive. An I would like to thank Jackie for your invaluable and much dedicated help, reminders and speaking up needed Service. Thank for me in ward rounds. It is very good of you to write me such a long letter for the you especially to mediation with my wife. I know you will Aaron carry on in your position very successfully. You are bright, intelligent, considerate and very professional. Thank you very, very much.”

Greater Manchester Funding Portal

VCAT is a partner of the Greater Manchester Funding Portal. The funding portal can be accessed at www.vcatrafford.org/funding and is a FREE to use searchable database of funding opportunities and source of help and advice for community groups and voluntary organisations.

The Portal also has a Local Support section which includes:

 A list of local funding opportunities specifically for Trafford community groups and voluntary organisations

 Information to support applications in terms of local strategies

The Funding Portal is partnership project along with Bolton CVS, Manchester Community Central, Voluntary Action Oldham, CVS Rochdale, Salford CVS, Anchorpoint Stockport, Community Voluntary Action Trafford and Wigan & Leigh CVS. The Funding Portal costs approximately £15,000 per year and this cost is shared amongst the partners.

Trafford’s Funding Portal website enables new and existing community groups and voluntary organisations access over 5,000 funding opportunities to provide and develop activities and services to Trafford residents. The local support section of Trafford’s Funding Portal was accessed almost 1,000 times demonstrating the need for specific community intelligence and development assistance.

Digital News

The period between 2014-2015 has been slightly less productive as the period 2013- 2014 due to the funding for the marketing and communications manager (Trafford Advice Partnership) coming to and end. Formerly, two staff members helping to drive the brand was positive from an online and offline perspective. Currently, the marketing manager at VCAT works one day a week, so the continuum of marketing has to be done in one day and scheduled for the oncoming working days social updates etc.

Introduction of SMMS (Social Media management Software)

The introduction of Buffer software has been invaluable in helping to schedule content for the oncoming week. Being able to do this via shortlinks and through an external third party app has reduced the time it takes to manually write tweets for the oncoming week, which is commonly in the region of 50 (ten per day during the working week).

Media staff Kerry joined VCAT in June 2013. She is responsible for the CMS (Content Management System), content uploaded on site, sorting of incoming press releases, producing the weekly bulletins, monthly newsletters, social sharing and scheduling and the overall look and tone of the VCAT website and social channels.

Kerry has a BA in Digital Journalism, a PG Cert in Digital Media and is currently coming towards the end of her Masters Degree in Digital Marketing. She currently works in the plant hire industry and is writing her dissertation on social and digital media.

Monthly figures

The monthly figures suggest around 1500 to 2000 people are visiting the site per month. Visitors are also meandering through the site and visiting other content from the landing page (approximately 2.2 pages).

77% of visitors are new, meaning more people are finding out about the VCAT brand. However, 22% of visitors are returning, meaning this figure could be addressed, this figure does change monthly.

Monthly newsletters In June 2013, after ten years of producing a bi-monthly newsletter, it was decided that the newsletter would be more informative if it were every month. Since then, we have been producing a monthly newsletter, which was rebranded to be consistent with the branding on the VCAT website.

We have found that since we have upped the amount of newsletters, we are receiving more news as the deadline for entry or inclusion in the newsletter isn’t up to eight weeks away.

We have a steady and consistent flow of content coming from a range of charities and organisations in Trafford, showing that this form of digital support is valuable to our target audience.

Weekly Bulletins In September 2014, it was decided that a weekly news bulletin would engage the community more. We have kept this going since then and send approximately 10 news topics per bulletin. This helps people who only have a short timeframe to promote their business or charity event etc.

Social Media Social media is an integral part of the VCAT marketing mix. It is a great way to engage with audiences of different ages within the Trafford area.

Twitter

Since the last report – our Twitter followers were at 1,951

Now our followers are 2,438

Future Plans

VCAT Chief Officer, Kerry (Marketing Officer) and Maddie (Community Organiser) have started a discussion with regards to hosting a seminar to engage and inform the voluntary and Community Sector in Trafford about VCAT’s future plans.

Social media will play an important part of this as we believe we can help the voluntary and community sector connect better and strengthen the communication channels within the sector

Shared Space

Our Shared Space Initiative at Oakland House, Talbot Road, Old Trafford, continues to deliver fantastic opportunities for our partners to share knowledge and expertise. Our Shared Space Initiative is estimated to have saved our partners around £120,000 in rent and other associated costs.

During 2014 to 205 our Shared Space partners were

 Genie Networks

 Trafford Parents Forum

 Voice of BME Trafford

 Independent Support Service

 Lifeline LBC

VCAT offices and Shared Space Initiative Voluntary and Community Action Trafford Trustees Report October 2014 – September 205

 Community Language Solutions

 The Owl Project

We continue to offer shared space and training and meeting rooms either free to our shared space partners or at a reduced rate to Trafford’s voluntary sector

Financial Review

Overview The charity has been successful in managing the downsizing of its operations in response to reductions in core funding and the project work it undertakes.

This reduction in size is not without its costs in terms of the range and depth of services that can be provided to the sector and the charity remains committed to identifying funding to enable it to expand the scale of its activities to meet the needs of the voluntary sector within the borough.

Reserves Policy & use of reserves The Board had previously determined that it was appropriate for free reserves (unrestricted funds not designated or invested in fixed assets) to be set at between three and six months of core resources expended (i.e. total costs less grants and direct project costs). Based on historical figures this would equate to between £25k and £50k. Free reserves at such levels would ensure where significant decreases in funding occurred the charity could commit to a strategic initiative to replace funding or manage the reduced delivery. Free reserves at September 30 2015 stood at £63,048.

Plans for the Future

Chief Officer Report

Our Reflection: Over the past 12 months VCAT has had a period of review and consolidation which has resulted in a redefinition of VCAT’s mission with the invaluable opportunity to research and identify the requirements of the local authority, community, VCSE and private sector.

We have reviewed our approach to service delivery to our members and implemented actions that have improved the efficiency and effectiveness with which we provide constructive leadership of transformational, innovative change and the development of productive strategic and operational partnerships. In particular, we have sought to develop our role as the only Trafford base membership led infrastructure support organisation.

Funding Support: This year has seen the emergence of contract culture as the prime source of income within the VCSE, with the falling away of grant driven activity there is an even greater need to develop and underpin a wide range of ‘enterprise driven skills’ to ensure communities and groups are able to fully participate and make an impact within their own communities.

TMBC have increasingly started to commission services to ‘partnerships’ with a lead organisation. We have worked hard to develop and be part of formal partnerships and consortia. However, we still find it extremely difficult to form such legally binding partnerships within the timeframes commissioners set for tenders. We have sought to look at this with commissioners and enable the sector to have more time to develop relationships and form sustainable partnerships.

Over the last 12 months VCAT has provided 1-2-1 support to 9 organisations to successfully achieve £1.4m worth of income to sustain their organisations.

Over 30 Trafford organisations use the VCAT funded ‘Funding Portal’ on a monthly basis, to source funding for their organisation.

In association with our CVS colleagues across Greater Manchester, VCAT has provided an extensive monthly Funding Bulletin. The funding bulletin provides for local Trafford funding sources as well as regional and national sources. Feedback from our members has proved this is a welcome and valued resource.

VCSE Development: Along with the majority of the VCSE sector over the past three years VCAT has transformed our structure into a leaner and more cost efficient /effective organisation in response to the changes in income and requirements of our membership.

We have sought to change the way we work with the sector by:  Employing fewer people and seeking to support the concept of self help  Utilising external partners across Trafford and Greater Manchester  Enhanced use of volunteers to provide peer support to others  Drawing upon our CVS colleague’s across Greater Manchester and our ability to share services  Explore the use of an Online tool-kit (GRIPP) to enable organisations to assess their resilience and sustainability to support themselves

The VCAT team has developed a reputation for enterprise and excellence, for innovation and inclusion and for sectoral knowledge and intelligence all of which is coupled to our new membership offer making us an organisation uniquely placed to deliver the services detailed within the specification.

VCAT acknowledges our membership consists of different types and sizes of members. Each organisation requires a unique approach and VCAT has sought to engage and offer bespoke services to all its members. Our service is unique with each member receiving the assistance specific for them, this includes funding, governance and volunteering support.

We continue to support our members to have policies and documentation in place to achieve an appropriate quality standard. For example Trafford Deaf Blind Group required policy support and governance training, this enabled them, with our support to successfully complete a comic relief funding application.

VCAT provided 1-2-1 support to create and register 8 new social businesses (CIC’s - 6x Limited by Guarantee and 2x limited by Shares) within Trafford.

Trafford Mental Health Advocacy Service (TMHAS) In September, VCAT received the good news that as part of Trafford Advocacy Service partnership, VCAT secured funding to enable TMHAS continue its great service. Alongside this, VCAT received Lloyds Foundation funding explore the viability of whether TMHAS could become an independent service. We have also used the support to begin the accreditation of TMHAS with an advocacy national standard body.

Communication: VCAT continues to provide its members and other subscribers with a weekly e-bulletin this provides an accessible vehicle that can respond to the needs of the sector as they arise. 20 Voluntary and Community Action Trafford Trustees Report October 2014 – September 205

VCAT created a Trafford Third Sector Facebook site where local groups can post and advertise their activities and events. This is slowing growing in membership and the number of postings being made. We also post numerous items of interest on Twitter including relevant events, jobs and training.

Our website was updated and revamped to be mobile device friendly, easy to navigate and linked to our other social media communication tools.

All our communication is managed by Kerry, who despite tempting offers of employment elsewhere remains a valued member of our VCAT team. I wish to thank her for wonderful work and expertise.

Greater Manchester Devolution: Over the past year VCAT has also focussed upon the changes occurring at Greater Manchester level, namely access to European funding opportunities and latterly the Greater Manchester Devolution.

VCAT through its long established links with GMCVO and the local CVSs is currently an active member of the GM Devolution VCSE Reference Group, a Group set up to interact with the highest echelons of Devo delivery and support the delivery of the GM Devolution’s ‘New Society Hub’.

VCAT Board Of Trustees: I am always impressed by the spirit and determination of how VCAT’s trustees diligently fulfil their duties. This year the Trustees rarely missed a board meeting and have taken part in separate events to look at the strategic direction of the organisation, including a development day facilitated by an external consultant. The Board have had additional support via Lottery funding to support our insight in how infrastructure and VCSE development organisations support the sector.

The Year Ahead:

I see our sector role becoming increasing more strategic and engaging across Greater Manchester as devolution becomes a reality, in particular in the area of Health and Social care where the VCSE sector has a major part to play to deliver really radical changes to the way communities receive service and develop their relationship with the state.

Locally, in Trafford it is seems VCAT will need to play a larger role in supporting communities to take charge and deliver the change they want to see, through Asset Based Community Development (ABCD) and Community Organising, utilising our fantastic two organisers and their refreshingly new approach to community engagement and support, which does truly put the control in the hands of local people.

I see VCAT’s Shared Space Initiative will continue to bring huge benefits to our partners and we will look to expand this fantastic initiative to others areas across Trafford.

We will further develop and promote ‘WARP-IT’ our on-line shared resource portal. This enables organisations from all three sectors to place on-line resources that they wish to share, sell or give away. For VCSE organisations the system is free to use and could bring huge benefits, in the days of scarcer and scarcer resources a system to share more between us will be a fantastic tool. Oakland House, Old Trafford We will explore the introduction of Time Credits across Trafford, Time Credits is a volunteer reward programme which rewards each volunteering hour with a time credit and provides an opportunity for time 21 Voluntary and Community Action Trafford Trustees Report October 2014 – September 205

credits to be ‘spent’ in a variety of different way, from going to the cinema, theatre, visiting museums or even going up Blackpool Tower. The opportunities are endless for volunteers to earn time credits as well as spend them. For organisations, this helps recruit and retain volunteers and well as recording their efforts and social value in a systematic way.

In partnership with our CVS colleagues, we have agreed to refresh the State of the Sector Survey for Trafford’s VCSE sector. This will give VCAT the most up to date reflection on how resilient Trafford’s VCSE is, in today’s climate of financial pressures and increasing demands on services as public services change.

22 Voluntary and Community Action Trafford TrusteesDirectors Report October Responsibilities 2014 – September 205

Company law requires the Directors to prepare  Stated whether applicable accounting financial statements for each financial year which standards have been followed, subject give a true and fair view of the state of the to any material departures disclosed Company and of the surplus or deficit of the and explained in the financial Company for that period. In preparing those statements. financial statements the Directors have:-  Prepared the financial statements on the going concern basis.  Selected suitable accounting policies The Directors are responsible for keeping and applied them consistently adequate accounting records that are sufficient to  Made judgements and estimates that show and explain the Company’s transactions are reasonable and prudent with reasonable accuracy at any time the financial position of the Company and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking steps for the prevention and detection of fraud and other irregularities.

Small Company Provisions

This report has been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006.

Approved by the directors and signed on their behalf by:

Director Date:

24 Voluntary and Community Action Trafford