York 's voluntary sector strategy in 2 pages..

Components of York 's voluntary sector strategy: - see what you think..

1. More people getting involved in their communities 

2. A constructive dialogue between sectors is established and valued 

3. Strong voluntary sector infrastructure that can support high quality services  and volunteering   

4. Commissioning and funding frameworks that are needs led and offer value for money

5. A city wide asset strategy that recognises the social value in communities taking ownership of their facilities and empowers people to take an active role in creating what they know is needed in their community.   

Outcome 1; More people getting involved in their communities

Volunteering is a powerful force for change, both for those who volunteer and for the wider community.  Together we can support the development of valuable social networks that will strengthen community involvement in the life of the city through

1. To further develop neighbourhood networks, such as time banking
2. To promote and embed York 's Volunteering Charter across the partners
3. To make sure volunteering meets the needs of the most vulnerable people in the City.

Outcome 2; A constructive dialogue between sectors is established and valued 

The voluntary sector has a wealth of experience that can be of great benefit to policy-makers in the statutory sector, by contributing to effective policy development. The voluntary sector also has a key role in enabling the voice of the community to be heard.  This applies particularly to some excluded groups who may be reluctant to engage with statutory partners through: A joint approach to widen our collective reach. A commitment to finding practical ways to maximise voluntary sector representation on key decision-making groups.

Outcome 3; Strong voluntary sector infrastructure that can support high quality services and volunteering   

In order for voluntary sector organisations to contribute successfully to the delivery of high quality services, they need support which meets the needs of a wide range of types of groups in different stages of their development. Through: Increasing the opportunities for communication and collaboration between the voluntary sector and its partners, including the private sector,  via mainstreaming of the successful elements of the Transforming Local Infrastructure Project.

Outcome 4; Commissioning and funding frameworks that are needs led and offer value for money

In the current economic climate it is vital that we work together to establish a robust financial relationship by developing innovative ways of funding services, supported by quality assurance and monitoring.  A joint commissioning and funding framework will help partners take a considered and consistent approach to funding and contracting with the voluntary, community and private sector. 

Priority actions could include: A review of how to improve joint commissioning, given that we have new commissioners emerging, such as the Clinical Commissioning Group or To introduce an integrated commissioning and funding framework by September 2013.

Outcome 5;   A city wide asset strategy that recognises the social value in communities taking ownership of their facilities and empowers people to take an active role in creating what they know is needed in their community.   

Priority actions could include: Joint mapping of assets leading to a directory of spaces 

Thougths..?