Small Groups Network: Making it work, when change happens Spring Conference 2016 March 2016, Brighthelm Centre Attendees: Bert Williams Brighton and Hove Black History Maureen Holt Brighton and Hove Wildlife Forum Kate Darach Carnival Collective Christy Caple Cascade Creative Recovery Paul Gillett City Synergy Alison Marion Community Works Jenny Moore Community Works Iris Keppler City Synergy Linda Austin Friends of St Anns Well Gardens Keith Mason Hangleton and Knoll 50+ Steering Group Clare Hopkins Hangleton and Knoll 50+ Steering Group Glenda Galvin Hangleton and West Blatchington Foodbank Rachelle Howard Health Know How Jane Haworth Health Know How Jannet Cook Metamorphosis Art Group Mary Funnell Moulsecoomb Community Forum and Newsletter Isabel Emerson Open Strings Music Emma Houldsworth Plot 22 Kate Page Resource Centre Rob Stephenson Round Hill Society Carl Boardman Sabotage Theatre CIC Kirsty Walker Trust for Developing Communities Terry Adams Trust for Developing Communities Chris Martin Volunteering Matters Val Cane Working 50 Plus Examples of how members have managed change Presentation from Kate Darach, Carnival Collective Carnival Collective are a band who have been going for over 21 years. They have evolved over time. Initially they were a community group, at one point they were an incorporated company when this was needed, but subsequently the organisation unincorporated and have now been an unincorporated community group for a number of years. In 2014 the group experienced a crisis when a key member was accused of misconduct in relation to the group’s finances. The process of coping with this was at times challenging with many lessons being learnt. However it led to significant positive change for the group. All opinions and voices needed to be heard and taken on board. It could be emotional but it was important to let the group evolve. Some activities needed to cease and others needed to start. A number of teams were set up, for example to manage finance, bookings, and communications. A Steering Group was also established in late 2015. Key stages in the change process 2014-2016: 1 Immediate coping and consolidation of our activities to keep the group going 2 Honesty with each other about the situation 3 Finding our shared direction and motivation 4 New roles and people stepping in to fill gaps 5 Letting go of how things were done in the past 6 Finding ways to see the change as an opportunity to try new things 7 Generating the resources to get us through 8 Thinking about our external messaging / branding 9 Forming new relationships and maintaining existing ones (internal and external) 10 Welcoming new people in to the group as needed 11 Accessing external support as needed (Community Works support services, resource centre, pro bono support from a solicitor, volunteer accountant, people with experience of the group’s history, etc). Carnival Collective accessed support from Community Works on one-to-one support which helped to improve their approach to meetings, develop an approach for handling difficult situations, clarify roles within the group, develop more robust systems and processes for financial controls and budgeting. Carnival Collective were matched with a local business who gave them free legal advice, a volunteer mentor for 1-1 support to improve internal processes and fundraising and participated in the Governance Network meeting on responding to change. Presentation from Emma Houldsworth, Plot 22: This is a communal allotment project based in Hove. It has been running for 5 years and offers a range of activities for people to connect more directly with Nature and the land. Our strengths are that we have been very accessible and flexible and focused on celebrating the contributions of people who come and participate. A key challenge has been capacity pressures both internal and external. Until now it has been a founder led organisation with a small board of Trustees, in other words one person on the ground coordinating and running the projects activities. As more potential participants are referred from services under pressure in the city (especially those with complex support needs) this has put pressure on our capacity to run open drop-in sessions that are safe and balanced. Last year we took a pause. Closing our various projects as funding sources ran out. We needed time to regroup and re-energise and re-resource ourselves. At times this felt like the project was melting away. A key change came when we had a meeting facilitated by a third party (Food Matters) to involve our volunteers in what would happen next. We agreed we needed teams or hubs as a way of managing the different aspects of the project. And we needed a mechanism of involving people in decisions even though we were not meeting regularly. We now have 3 new trustees, which has strengthened the governance of the project. We are introducing a free online collaboration tool called TRELLO to help conversations and decisions happen between volunteers remotely and to keep the activities of the project transparent. We also recently acheived our CIO status and now operate as a Charitably Incorporated Organisation. We are exploring ways of growing and stengthening the project in an organic way that reflects our purpose. Looking to ideas from new organisational models called 'Teal' systems that promote self management and peer collaboration, a very holistic approach to people and an evolutionary approach to growing the organisation that everyone can be involved in steering. So we have looked at change in relation to growth- Plot 22 And change in relation to crisis/ external circumstances- Carnival Collective. Group work- making it Work, when change happens? 1 Our experience of Change: It’s important to have more than one person or ’teams’ to help positive change happen, try not to overload one individual person with more than one role/responsibility. Groups are always evolving – so going through change consistently Taking the time to manage change – learn from the process What doesn’t kill you makes you stronger – pairing down to core Being clear about why you exist Trello.com – helps share information and communication Systems can help democratic process and positive change happen Accesses external support External image – internal ‘chaos’ – be honest with members Peoples skills funding out and matching with what group/organisation/change needs Ownership is very important we work with not for! It vital to manage expectations and enabling people to be involved in any change(s). It can be difficult feels isolated. Give time for the emotional journey Keep your financial systems robust- in both the good and the less good times. Being able/have capacity/knowledge to work with the needs emerging because of cuts (service reductions need more people to help. Plot 22 – were able to give us a clear example with this, as they grew and became more known services that support more vulnerable people who needed a higher level of support began to attend the project, for example people being discharged from Mill View, Plot 22 needed to support their volunteers appropriately so that they could support these new attendees). 2 Change in response to crisis: What are the other kinds of change we experience? (with instead of for) Losing key people, again having more than one person who is responsible for a role or area of work is best- the group discussed shadowing, buddying, co-chair, co-treasurers as examples. Change from having new people join- how do we welcome, do we induct new people- yes by giving extra support early on, (again buddying idea etc) Group members becoming older, dynamics changing (older people attract other older people). So we need to adapt to accommodate the needs of people. Venue change – times change or people’s circumstances change or when a venue is available changes Change and adapt because of economic issues (£) “Just as shocking swimming in £ as not having enough £! Lead figure changing/dominant person leaving. Loosing networks/connections as peoples leave; this is difficult to plan for, especially if someone becomes ill or has to leave without notice etc. What could help us through change? Asset mapping – looking at what skills a group or organisations and its volunteers have already and then looking to see how to fill any gaps. Making good use of support organisations e.g. Community Works/Trust for Developing Communities, Brighton Resource Centre etc. they are funded to support small groups and other organisations like bh-Food partnership have experience. Support that increasing resilience of group and individuals via mentoring and relationships Passing on the baton – how do I let go of stuff? How we can manage change better: Succession planning – sustaining control vs “out of control” what does this mean? Taking time for the change journey Being clear about why you exist and what you do- revisiting this pairing down to your core activity, if you have too and accepting this is temporary or a natural part of change) Learning how to work together as a GROUP On line support/practical support/templates, guidelines – PEER 2 PEER members directory Age UK and the Fed Independent Living, IMPETUS, Better Futures, can all help vulnerable individuals Volunteering Guide (Community Works VC) Sue Shaw/Alison 1:1 bespoke support is limited). Volunteers are beneficiaries too. Safety Net – e.g. safe guarding/grassroots Hangleton and Knoll Project community development workers are succession planning all the time. Improving practices around volunteering and enabling volunteers e.g. Facebook page, E group, SHARE information Volunteers under pressure – not what they signed up for – how do we support volunteers to support activity? Cuts – rely on volunteers – raising expectations without resources/support/courses Collective Action – seeing someone neutral to facilitate- chances are in Brighton if you are experiencing negative change because of cuts/ venue changing/ reduced services then you are not alone, there is a wealth of knowledge in Brighton and Hove.