Taking Account 3 The economic and social audit of the third sector in Brighton and Hove June 2014 With support from: Contents Page Foreword 1: Community Works Perspective 4 Foreword 2: The Local Authority Perspective 5 Section 1: Executive Summary (Key Findings) 6 Section 2: Recommendations for Action 10 Section 3: What has happened since Taking Account 2 in 2008 12 Section 4: Comparisons to 2003 and 2008 Audits 14 Section 5: The Third Sector Landscape 15 Foreword 3: Clinical Commissioning Group 20 Section 6: Case Studies - Return on Investment in the Third Sector 21 Section 7: Public Sector and Funder Spend in the Local Third Sector 52 Section 8: Survey Results - What the Local Third Sector Looks Like 58 Section 9: Survey Results - The Economic Impact of the Local Third Sector 76 Section 10: Survey Results - The Power of volunteering 80 Appendix 1: Audit Survey 85 Appendix 2: Survey Data Tables 106 Appendix 3: List of Local Third Sector Organisations 127 Acknowledgements In addition to thanking all 224 groups and organisations who gave their time to complete the audit survey, we would like to thank the following organisations who generously took part in the case studies: Age UK Brighton and Hove Creative Future Food Partnership Lunch Positive Mad Hatters Stay Up Late Synergy The Clock Tower Sanctuary The Inspire Project The Whitehawk Inn Thank you also to all of the public sector and trust and foundation funders who supplied information on the types of projects and work they support. 1 Credits Community Works could not have conducted this research without the support and guidance of the Taking Account 3 Steering Group. We wholeheartedly thank you for the time and contribution you have made: David Golding: Brighton and Hove City Council Research and Consultation Unit Tom Perrigo: Brighton and Hove City Council Economic Development Team Tom Smith: Oxford Consultants for Social Inclusion Dave Wolff: Community University Partnership Programme (CUPP), University of Brighton Dr. Jen Colwell: Educational Research Centre, University of Brighton Michelle Pooley: Brighton and Hove City Council Commissioner Communities, Equalities and Third Sector Team Andy Staniford: Brighton and Hove City Council Interim Head of Communities, Equalities and Third Sector Emma McDermott: Brighton and Hove City Council Head of Communities, Equalities and Third Sector (on maternity leave) Jane Lodge: Clinical Commissioning Group Patient and Public Engagement Manager Martin Campbell: Clinical Commissioning Group Sally Polanski: Community Works Laura Williams: Community Works Many thanks also to our University Partners: Dr. Jen Colwell: Educational Research Centre, University of Brighton (Academic supervision and steering Group member) Professor Andrew Church: School of Environment and Technology, University of Brighton And our project funders: Brighton and Hove Clinical Commissioning Group Brighton and Hove City Council Additional support to the research and development process was provided by independent consultant Shona Maguire (Case Studies) and Community Works staff members Krista Lynch (Project Support and Research) and Kate Welsh (Project Support and Research). Thank you for your hard work and dedication. Further Information If you have any questions on the Taking Account 3 research please contact: Laura Williams Representation and Partnerships Manager [email protected] 01273 234023 Methodology The audit is based on data obtained through: An online survey (also available in paper format) Case Studies Landscape literature search Award and contract information from the public sector and trusts and foundations The expertise of those on the working group Defining the Third Sector Defining the third sector is complex. With its roots based with the voluntary and community sector, the term is now being used widely to include social enterprises, networks, residents’ and tenants’ associations, co-operatives, mutuals and includes organisations that provide public benefit and are managed by its members. Similarly, the National Audit Office1 states that third sector organisations (TSOs) generally: are independent of government. This is also an important part of the history and culture of the sector; are ‘value-driven’. This means they are motivated by the desire to achieve social goals (for example, improving public welfare, the environment or economic well-being) rather than the desire to distribute profit; and reinvest any surpluses generated in the pursuit of their goals. For this reason TSOs are sometimes called ‘not-for-profit organisations’. A better term is ‘not-for-personal-profit’. In many cases, TSOs need to make surpluses (or ‘profits’) to be financially sustainable. For the purposes of this research local health structures and foundations, universities and schools are not considered within this audit as they are considered to be part of the public sector and are majority funded this way. 1 National Audit Office: Successful Commissioning Toolkit [online] Available: http://www.nao.org.uk/successful- commissioning/introduction/what-are-civil-society-organisations-and-their-benefits-for-commissioners/ [6 June 2o14] 3 Foreword 1: Community Works Perspective Taking Account the economic and social audit of the third sector was last completed in 2008. Much has changed since then and this updated study gives us the opportunity to accurately assess the contribution and health of the sector in Brighton and Hove. Community Works delivered the Taking Account 3 research in 2013 to update our third sector data, to evidence the social and economic impact of the sector and to inform our approach to supporting the sector. In difficult times, it is positive that both Brighton and Hove City Council and Clinical Commissioning Group have not only funded and supported Taking Account 3 to take place but have also provided information on what they fund the third sector to do and the services they commission, which has helped us produce the fullest picture possible. The financial challenges facing all funders and policy makers are significant. It is more important than ever that the reasons for investing in the third sector to achieve citywide outcomes are evidenced and firmly understood, to ensure ongoing commitment and delivery. The recommendations section within this report identifies steps that policy makers, funders, third sector organisations, and third sector support organisations should take to ensure that the third sector can continue to make a positive contribution to the lives of local residents and the local economy. Community Works looks forward to working together with all partners to make those recommendations happen. Laura Williams Community Works Representation and Partnerships Manager 4 Foreword 2: The Local Authority Perspective Brighton and Hove City Council spends a total budget of around £778 million each year. It is used to employ 9,400 staff and provide 800 services to the city’s 273,400 residents, 12,650 businesses and 8.5 million annual visitors. We have faced large budget cuts in recent years which will continue over the foreseeable future. It is estimated that we will need to identify budget reductions of nearly £90million over the 5 year period 2015/16 to 2019/20 (25% of the gross budget). We will continue with our consultative approach to the budget setting process to help manage our financial pressures and minimise the impact on service provision. We must continue to work with the third sector to innovate, modernise and increase efficiency but also to ask more fundamental questions about the services we provide. In the future, with a growing and changing population, it is likely that more people in the city will be considered vulnerable. We will seek, with partners, to make the collective impact of our services greater. However, with increasing demand and reduced spending we must also be clear on how we define and prioritise support and determine who is most vulnerable. The council regards the third sector as a key partner in the delivery of its vision for stronger, more resilient communities. In 2012/13 the council funded the third sector more than £24million in service commissions, grants and infrastructure support. As well as direct service provision the sector helps provide an independent voice for communities and under represented groups. It plays a key role in involving communities in designing and delivering public and community services that meet locally identified need. The council’s Communities and Third Sector Policy 2014 establishes a framework for coordinated third sector commissioning that enables the authority and its partners to work more collaboratively and pool budgets more effectively. The Policy seeks: ‘To ensure that the city has an increasingly efficient and more effective third sector; one that is ready and able to bid for and deliver public services, that enables citizens and communities to have a strong voice in decision making about public services and supports community resilience and well-being through independent citizen and community activity. That the council’s culture and systems enable a collaborative and productive relationship with the third sector making the best use of its flexibility, creativity and added value.’ The Policy emphasises the importance the council places on community development, community engagement and third sector development, how the three are interlinked and further underpinned by our work on equalities and community cohesion. We recognise