CPIB_issue2_Oct9

Argyll and Bute Council · 6 December 2024
Back to Argyll and Bute Community Planning Partnership - Management Committee — 6 December 2024 and its agenda

Text extracted from the council's PDF. Layout and reading order may differ from the original.

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Community Planning Improvement Board Newsletter - September 2024
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Newsletter
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Improving local 
co-ordination in
the Climate funding
landscape
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Guidance for Fair
Funding for the
Voluntary Sector
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Collective
prioritisation and
decision making in
relation to funding -
Good Practice
Community Planning Improvement Board • Issue 2 • September 2024
This newsletter shares an update on the work
of the CPIB and continues to draw together
guidance and good practice which we hope will
support partners and partnerships as they work
together to improve local outcomes.  The CPIB
provides leadership and improvement support
for community planning in Scotland and aims to
generate valuable evidence-based solutions to
the significant challenges facing communities
and local partnerships. Further detail of the
work of the CPIB and its membership can be
found on the CPIB website.
To support greater local co-ordination in how we target the
resourcing we have available, the CPIB has mapped all of the
funded climate projects or ‘Big Ticket’ green investment projects
which exist across City and Growth Deal regions.  All community
planning partners are encouraged to get behind and focus on
these shared priority areas, before other smaller unfunded areas.
Improving local co-ordination
in the Climate funding
landscape

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Taycities
Edinburgh City Region
Aberdeen City & Shire

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Ayrshire
Forth Valley
South of Scotland

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Highlands & Islands
Glasgow City Region
• ‘Big ticket’ green investment projects - minimum project value of £0.5m. 
• A list of City or Growth Deal investment projects which contain a green investment 
(not an exhaustive list)
• A list of other big ticket green investment projects (i.e. not funded through City or Growth Deal) (not
an exhaustive list)
• Status of investment – investment which is already happening, confirmed, or highly likely to get
started.  
• Partially or wholly green – In some cases, there investment may not be wholly focussed on a green
outcome but may partially include a green element.

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Sign Up!
Guidance for 
Fair Funding 
of the Voluntary Sector
Introduction
The Community Planning Improvement Board identified the need
for sustainable funding for the voluntary (third) sector as a recurrent
theme across its work streams.
It agreed that the principles contained within the Verity House Agreement defining how
Scottish Government and local government interact could, indeed should, apply equally in
community planning partners’ relationships with the voluntary sector. The voluntary sector
is vital to the achievement of Local Outcome Improvement Plans, so maintaining positive,
ongoing relationships is important.
SCVO has developed Fair Funding Principles in consultation with the voluntary sector and
the TSI Network has developed a funding charter for use in local areas based on the same
principles. You can see how this has been developed in one local authority area in the
North Lanarkshire Community and Voluntary Sector Fair Funding Charter.
Therefore, the CPIB has drawn on the Verity House Agreement and the work of SCVO
and the TSI Network to set out guidance that will make for a more strategic and equal
relationship between public sector community planning partners and the voluntary sector
in their local areas. The principles apply equally where the CPP or any of its members are
working with an organisation representing the sector, such as a third sector interface (TSI)
or when working with an individual charity, community organisation or social enterprise.
The CPIB invites you and your local Community Planning Partnership to sign up to this
guidance so that we can be united in our commitment to achieve more sustainable public
services in partnership across the public and voluntary sectors.

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Principles
A positive working relationship, based on mutual trust and
respect.
Community Planning Partnerships recognise the significant contribution the
voluntary sector makes to public services, including in prevention and early
intervention. They recognise that a strategic investment approach is better for
everyone than short-term, transactional relationships.
A focus on the achievement of better outcomes for individuals
and communities, with jointly developed, simple structures
for assurance and accountability that recognise context and
reduce burdensome reporting.
CPPs recognise that an outcomes-based approach, where the individuals and
communities who engage with the activities of the voluntary organisations are at
the heart of the process and there is a trusting relationship works best for everyone.
Funding arrangements should be proportionate and streamlined, not a “one size fits
all” contract.
Councils and their community planning partners will
work together with local representatives of the voluntary
sector to consult and collaborate as early as possible in all
matters where the voluntary sector has a key interest and/or is
the key delivery mechanism.
CPP partners recognise that they are working with voluntary organisations because
they have the right expertise and connections, not because they are a cheap option.
They should be involved in planning at as early as stage as possible. This may be
with individual organisations engaged with particular people or issues, or with
representative organisations such as the third sector interfaces where there is a
more strategic/broader interest.
Activities and funding of voluntary organisations will be
reviewed regularly to ensure adequacy and alignment with
effective delivery of outcomes.
It is important that investment in, and collaboration with, the voluntary sector
is an active relationship that is focused on effective delivery for the people and
communities in local areas. Following the Principles of Positive Partnership will help.

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In relation to funding, the default position will be minimal
restriction or direction of funding, unless there is a clear, joint
understanding that it is necessary.
The funded organisations are best placed to make best use of the allocated
funding. They should be trusted to use the money effectively to achieve the agreed
outcomes. It is not appropriate for the funder to micro-manage or direct the
activities. The funder recognises that core costs are legitimate expenditure as, just
like councils or health boards, organisations can’t deliver frontline activities without
the infrastructure to underpin it.
Community Planning Partnerships, as the key partnership
delivering shared local priorities, will recognise the voluntary
sector as an equal partner. This should normally be through the
third sector interface.
A key role of the TSI is to engage in community planning. They receive some funding
from Scottish Government to enable this work, but it doesn’t cover the increasingly
wide range of activities they are called on to participate in. For example, Regional
Economic Partnerships, IJBs or climate hubs. They can only do this effectively if CPPs
respect their role and include them as equal partners. It is to the benefit of the CPP
as a whole as it makes for a more strategic approach, and minimises the chances of
problems arising that could easily have been avoided.
When funding voluntary organisations, community planning
partners will seek to ensure better strategic alignment on
workforce issues, including fair work.
When commissioning voluntary organisations, the CPP partners should take
account of Fair Work Principles and ensure that their arrangements accommodate
the payment of the Living Wage, as well as the other principles such as job
security. Decision-making, communication and timescales for grants must enable
organisations to meet their obligations as an employer. For example, where
redundancies are necessary because funding comes to an end and recognising the
need to access to training.
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Community Planning Improvement Board Newsletter - August 2024
What this looks like in practice
• Longer-term funding of three years or more.
• Flexible, unrestricted core funding, which enables organisations to provide security,
plan effectively, and fulfil good governance requirements.
• Sustainable funding that includes inflation-based uplifts and core operating costs.
• Funding that accommodates paying staff at least the Real Living Wage and other Fair
Work principles, and supporting volunteers.
• Accessible, streamlined, proportionate, and consistent approaches to applications
and reporting, timely process and payments, and partnership between the funder and
funded organisation.
Multi-year funding
While of course there may be times when a one-off grant is appropriate, eg for a specific
community event or improvement to a building, generally funding should be allocated for
a minimum of three years. This takes away uncertainty, enables longer term planning and
reduces the time both the organisation receiving the funding and the funder spend on
bureaucracy. It represents an investment approach.
Flexible funding
To achieve the best results for people and communities, the voluntary organisation should be
able to develop what it does to meet emerging need and adapt to changing circumstances.
Sustainable funding
In order to invest in staff and volunteers, property and longer-term priorities such as
climate change, voluntary organisations need investment that supports development and
infrastructure and enables scarce resources to be used to deliver frontline activities rather
than perpetuating the never-ending cycle of chasing income. That includes being able to
fulfil the Fair Work Principles.
Accessible funding
Ideally, there should be a collaborative approach to commissioning, and CPP partners
should recognise that not all commissioning needs to result in procurement. The approach
taken should be proportionate to the nature of the activities and the size of the budget.
Application/bidding processes should be streamlined and designed to produce the best
decisions, allowing sufficient time to prepare bids. Criteria should be clear from the outset
and timescales clear for decision-making and communications. Similarly, monitoring and
evaluation should be clear and proportionate.
Good endings
When funding is coming to an end, it is important that the process is managed properly,
respecting the staff and volunteers and especially the people and communities who have
been receiving the services. There should be plenty notice and clear explanations of what
will happen next.
You can find more information by visiting scvo.scot/about/the-sector
Each TSI will have information about the sector in its local authority area.

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Collective prioritisation and decision
making in relation to funding – 
Good Practice
The CPIB is pleased to share work undertaken by Children in Scotland’s Supporting the
Third Sector Project which showcases some of the positive collaboration that is taking
place locally with the Voluntary Sector in relation to the Whole Family Wellbeing Fund.  This
collaboration is key in helping to build local capacity and supporting the whole system
transformational change required to reduce the need for crisis intervention and to help
shift investment towards prevention and early intervention.
These good practice examples may be helpful for partners as they explore where they
can bring greater collaboration at a local level around the funding that does exist, and as
they develop mechanisms for collective prioritisation and decision-making in relation to
allocating funding.
VANL notes the importance of established relationships and structures,
commenting that ‘we do feel valued as a partner’.
According to the Statutory Guidance on Children’s Services Planning, VANL
is an equal partner within the CSPP and should be included in planning and
implementation.
The Scottish Government should make it part of the condition of the fund
that CSPPs work with TSIs, rather than a recommendation.
Key Learning & Recommendations
Good practice examples
Read the full case study here

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The third sector needs to feel it has a valued voice around the table. We
are hearing many partners express positive feedback that our engagement
approach has started to give them hope this will change.
There is an appetite for networking and building on existing working
relationships. Many new partnerships have formed, and they are keen not
to lose these but rather add to them through our Community of Practice.
Opportunities to come together and share learning and resources are
extremely valuable and need an investment of time.
Coordinating all this is an important role but one that can really drive the
transformational change that is required. Adding this task to a current role is
not the answer, it needs a dedicated worker to do this with the passion and
enthusiasm that is required.
Our role with this funding has ensured it has had a far reach into third sector
that may not have been possible without this commissioning process. We
have utilised all networks and available contacts.
Crossing over into other areas is important long-term. We have kept informed,
and included, statutory partners throughout the process and have encouraged
them to share communications within their networks too.
The discussions around linking projects and services throughout the city, and
the important point of sustainability all round, is one that requires input from
all sectors.
Key Learning & Recommendations
Read the full case study here

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GCVS cites the importance of:
Regular and clear communication and engagement with all stakeholders:
Scottish Government, local government, HSCP, the third sector and especially
local level market engagement on the planning and investment decisions
regarding WFWF.
Collaborative oversight of the investment decisions and outcomes - building
on what works well, service gaps plugged and commissioning and delivery
innovations. Multi-year funding and encouraging consortia bids would also
yield better planning / outcomes with evaluation of these built into the
funding envelope.
Key Learning & Recommendations
Read the full case study here
Community Planning NetworkCommunity Planning Network 
in Scotland
For information about the CommunityPlanning Improvement Board www.improvementservice.org.uk/cpib
Design by Dundee City Council, Comms SM/08/24