LDA Research

Target group: All

Project start date: April 2003 - March 2005

Programme implementation: 2005 - 2008

Aims:

Workforce Development

The outcome of this research was to develop a workforce development strategy that is owned by and adds value to the voluntary and community sector. Building a strategic vision for workforce development for the twenty-first century that addresses both current and future voluntary and community sector needs. The strategy was published in June 2005 and successfully launched at the “Shaping the Future “ event at the National Film Theatre.

The key recommendations of the report were as follows:

• Creating a Workforce Development Consortium to strengthen infrastructure and deliver benefits to employers and the workforce
• The Workforce Development Consortium to represent, develop and lead the sector on workforce development issues
• To change the workforce development culture in the VCS and promote more effective people management.
• The programme for implementation of the strategy is 2005 – 2008.

To download the Workforce Development Strategy document click here (pdf 1,037 kb)

Capacity Checking Framework

The challenge was to build a diagnostic capacity-checking framework, focusing on service quality, to use with the voluntary and community sector. The framework looks at five dimensions of an organisation’s work as a means of determining its “fitness for purpose.” These include ethos; service planning; delivery; monitoring and evaluation; and external relationships.

The overall objective is to assess whether the organisation delivers services that make an impact on users. It is key that users are at the heart of this framework. The second part of the framework is a resources section to support organisations in developing their capacity in these areas. This consists of a “hints and tips” section, simple solutions to common problems and more detailed guidance on certain topics.

The new Capacity Checking Framework examines to what extent the VCO is making a measurable difference to the lives of the people using its services. This form of assessment is thought to provide the strongest affirmation of an organisation’s fitness for purpose.

It is important that VCOs being assessed understand the purpose of the process and are committed to cooperating with it, believing that they will benefit from it, whatever the outcome. The framework can be seen to benefit all parties:

The VCO being assessed (by highlighting strengths and areas for development in service delivery and providing an action plan)

Local commissioners (by offering a source of information about the effectiveness of VCS service providers)

The CVS (by strengthening its understanding of the development needs of local VCOs and enabling it to derive maximum benefit from its capacity building resource).

To download the Capacity Checking Framework Overview click here (pdf 557 kb)

Funding: The London Development Agency

Key staff:

Workforce Development:
Sue Telfer - RCVS
Peter Williams- Amida Consulting

Capacity Checking Framework
Steve Phaure - CVA
Melanie Nock Consultancy
Jacqui Finn - Regional Support Coordinator

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