Our new VCSE Strategy sets out how we aim to ensure a flourishing, sustainable VCSE sector in Calderdale.
View the VCSE Strategy 2024-2029 - In short
The strategy was facilitated by the VSI Alliance and co-produced by:
- The Voluntary, Community, Social Enterprise (VCSE) sector.
- Health partners.
- The Council.
The strategy was endorsed by our Cabinet on 8th July 2024. View agenda and minutes.
Calderdale Council has a proud record of supporting and working in partnership with a thriving and resilient VCSE sector. In recent years, the sector has responded during times of crisis. This includes flooding, the COVID pandemic and the ongoing cost of living crisis. These events have shown the importance of a strong and vibrant VCSE, supporting the resilience and wellbeing of Calderdale.
Development of the strategy was one of the six key recommendations from Measuring the value of the VCS in Calderdale. The Peer Review of Calderdale Council was conducted by the Local Government Association (LGA) in 2023. The report reflected the Council’s ongoing commitment to working in partnership with the sector.
The Council and local partners recognise the need to continue to support the sector on a sustained, long-term basis. This ensures that the sector can keep playing a key role in delivering shared priorities.
The four stages of developing the VCSE Strategy
- Stage one: Get involved.
- Stage two: Listen and explore.
- Stage three: Draft strategy.
- Stage four: Finalise and share strategy.
VCSE Strategy aims, priorities and actions
Our long term aim
We will work together to ensure that there is a flourishing, sustainable local VCSE sector. It will enable people to live a larger life by:
- Making a real difference to quality of life for Calderdale residents and communities.
- Attracting and developing people of all ages and abilities in paid and unpaid roles.
- Working alongside those in public and private sector organisations as respected equals.
Our three priorities
- Release capacity of the VCSE sector by identifying activities or processes that can be stopped, streamlined, or improved.
- Increase accountability and transparency between all partners by being open about decision-making, use of resources, priorities and what works.
- Nurture and protect VCSE people, organisations and partnerships to ensure a strong VCSE and partnerships for future generations.
Nine actions to achieve these priorities
- Develop a local Calderdale agreement reflecting how the VCSE and public sector bodies will work together and hold each other to account for delivery of our strategic intent.
- Invest time and funds to ensure learning is shared and lived experience and co-production approaches are more highly valued.
- Reduce the time and effort involved for all grant administrators and applicants.
- Clarify and nurture the role of VCSE representatives in formal and public sector decision-making boards and forums.
- Develop a consistent and joined-up approach to volunteering in Calderdale.
- Increase representation/ inclusion of the voices of Asian, Black and ethnic minority leaders in processes, meetings and decision-making.
- Improve the effectiveness of contracts and commissions involving VCSE organisations.
- Increase clarity on how local funds are allocated and spent across the partnership.
- Simplify the support offered to local VCSE organisations and ensure clear communication and accessibility.