Guest post by Amanda Hannen (VONNE)
Q & A
Scotswood Natural Community Garden
August 2012
The Scotswood Natural Community Garden aims to promote learning about nature, the environment and sustainable living in Scotswood, Newcastle upon Tyne. The Garden itself is a beautiful and wild site of more than 2 acres where a range of activities for children and adults are run. The Garden’s activities include educational workshops for schools, Forest Schools, volunteering opportunities for adults, a weekly youth club and regular community open days.
VONNE talked to Chris Francis at Scotswood Natural Community Garden about the impact of the spending cuts and the recession on their youth work programme:
Can you describe the impact of the spending cuts and the recession on your organisation?
At the moment there’s been very little impact because our youth programme is funded by Children in Need and we are just in our first year of a three year tranche of funding from them, so in terms of the general work we do there has been no reduction there. We have also applied for some small amounts of funding to top up the Children in Need fund to cover some of the activities that the organisation does with children and we’ve been successful with £1,000 here, a £1,000 there – that sort of level of income. If you’ve got three years of funding then in that time you’re quite comfortable and happy to continue, it’s when we reapply that we’ll be in a more competitive market and the situation could become more critical. I guess in two years time we’ll be thinking about resubmitting when the money runs out the end of October 2012. The concern is when we go back to Children in Need in two and a half years time, we’re aware that there is going to be more demand on those funds.
In terms of the [impact on] people we work with, this part of Newcastle is fairly deprived so the fact that there are fewer jobs around, increased pressure on families and less people working for local authorities with their cutbacks, there is less support available to families out of work.
Can you tell us about changes you have seen around you which might have an impact on your organisation or your sector in the future?
We know that in the west of Newcastle there’s been a change in the city councils tender process for delivery of youth work in the area, resulting in the latest contract going to a large organisation who didn’t really have much of a presence in the West End of Newcastle. One or two smaller organisations that are based here have missed out on that funding and it’s certainly caused a bit of uncertainty and anxiety amongst those groups that had the [city councils] funding. There’s meant to be dialogue between those groups to see how all that moves forward. We didn’t have money from that source so we haven’t been directly affected.
It’s a tricky one because I’ve been here for about 11 months now and the whole tendering process is something I’ve not been involved in before this job. I’d been on a few training courses and the advice we were given then was basically follow the money. If you apply and don’t get it, and a larger or national organisation does go and talk to them to offer your help in delivering it and subcontract.
The other change I’m conscious of is the number of local authorities that are moving their services out into new charitable organisations – I’m aware that North Tyneside has done that with their leisure services – their country parks. They’ve created a new charity, which will be able to apply for sources of funding that in the past the local authority couldn’t possibly have applied for. This will obviously put them in competition with people like us for those sources of funding. So, I can see that being a problem, I can’t define the problem but it will mean there’s more demand on funding pots as they [Local Authorities] create more charities to do this work and they all apply to the same pot. That will have an impact.
What do you think your organisation might do in the lead up to the funding coming to an end?
We’ll certainly talk to Children in Need who have funded us so far, going back to them for further funding. They are impressed with what we do and I think what we do here is fairly impressive, the kids do benefit enormously. So going back to them would be the first point of call. If that wasn’t successful or we had indications that that wouldn’t be successful we would look at other grant making bodies really. We have looked at tendering but the issue is that if you do start chasing tenders you lose sight of what you’re actually good at and end up doing things that don’t quite fit so that would be a concern really. But they do sound really attractive – you put in a tender, you get paid to cover the overheads of the organisation and away you go.
We did look at a tender for alternative education provision for 14-16 year olds in Newcastle but again it’s a very complicated process to go through and we weren’t quite ready at that stage, but that would have involved working with children who either had been excluded or at risk of exclusion from mainstream education. Many of the kids we work with now are in that bracket but we weren’t quite sure how we’d deliver that, we’d need to invent some new system and it all takes time and effort really. We only had about two weeks to complete the tender so we decided to leave it. We certainly would look at tenders but I think there are dangers for organisations who deliver quite a direct service really.
How would you describe the long term future of your organisation?
I think the future is looking fairly good…I think. We’ve just got some money from the Big Lottery Local Food Programme for two years of working with local schools to develop their food grown in the schools. There’s lots of interest in the work we do because we’re linking people with nature, the value that brings in all sorts of ways. There aren’t that many organisations in this particular neck of the woods that can do that so easily and I think we do get to the heart of some of those issues.
But we are aware that Children in Need might come back in two and a half years and say ‘no, actually you’ve had your six years now, go somewhere else for your money’ and that then puts the whole youth programme at risk and for the kids involved it’s important stuff.
Lastly, what would your key messages be to central government, commissioners and funders?
They must be aware of the fact that if they reduce the amount of money being made available to local charitable organisations then they are going to increase the competition between those groups. That can be a good thing, it could make us work more creatively and in partnership to try and deliver the same for less, so I can see in some respects that will be a positive driving force for change. But clearly when it goes too far you see things being cut that are essential to the local community. Government knows the value of the voluntary sector, they know what it brings to society, and they already know that, they’ve got the figures. If all these people providing services on a voluntary basis stop doing it, it’s a massive cost to society if that wasn’t being done. I do think it is a danger when you make every decision based on the cost of it rather than the value of it. I suppose we have seen it before from government of similar colours, where you save the money centrally and pass the problem on to people further down the line, with no real thought for the impact on the communities who rely on them and who benefit enormously from the local charities who do tremendous work.
Government has all the evidence on how important it is to engage people with the natural world. We tick so many boxes from the point of view of the mental health of people who get involved, local food production is a massive part of what we do and certainly organisations now are looking at that aspect of the local area for all sorts of reasons, including sustainability of a local food supply. The Big Lottery has put a lot of money into local food projects and we just got money from them for this.
Government know the value of what we do and there is a deluge from the top at the moment to the bottom but if there’s no money there it’s not going to happen. When we talk about individuals, all of the kids benefit enormously from the experience they have and the relationships they develop with the staff and other members of the group are just so important to them. If we weren’t doing that, that would be another group of kids not getting that level of support from anywhere really. The impact of the young people involved in the project, meeting positive role models – if those things suddenly stop, the reality is they’re back on the streets doing things that kids of those age who don’t have role models get involved in. How do you pick up the cost of that?
Amanda Hannen
VONNE
Chris Francis
Scotswood Natural Community Garden
chris@sncg.org.uk
This interview forms part of work carried out by North East Child Poverty Commission, with support from VONNE, to identify the impact of the spending cuts and recession on VCS services to children and young people in the region. It forms part of the sector-wide campaign, ‘Surviving not Thriving’, led by VONNE.
Perfect Storms
Guest post by Jeremy Cripps, Chief Executive, Children North East
In the weeks after storm Sandy flooded Manhattan it’s sobering to be reminded of the chaos that turbulent conditions can cause. The same goes for economic weather as meteorology. Children England, the national membership organisation for voluntary organisations working with children, young people and families, have published a report called ‘Perfect Storms’. The report models and provides case studies showing the cumulative impact of the financial crisis and subsequent austerity measures on children’s charities and their statutory partners. It describes two worrying and interrelated ‘perfect storms’ affecting the voluntary and public sectors, and those they support.
First the ‘Business Storm’ threatens the financial survival of charities – individual giving has remained static, the financial crisis reduced investment income, social enterprise income (e.g. running paid training for professionals) has fallen and the deep public sector funding cuts have increased competition for the grants made by trusts, foundations and the national lottery. Costs have risen too due to inflation, higher fuel bills and the costs involved in public fundraising.
Most importantly at the same time demand for services, both in the number of people seeking support and the severity of their problems, has increased dramatically. As a result, staff and volunteer numbers have fallen, reducing service capacity, while those remaining in post are increasingly suffering from burnout.
Second the ‘Locality Storm’ demonstrates these pressures are not isolated, they mirror and interact with pressures on local authority children’s services – both sectors are experiencing higher costs, reduced funding and increased demand.
The consequences are that local support arrangements are starting to break down, threatening the wellbeing of some of the most vulnerable children, young people and families. With many services rationing the support that they provide, principally through waiting lists and raised access thresholds, and others closing altogether, people in need are being pushed towards whatever support they can find. Public sector services and contracts with charities increasingly focus on crisis support at the expense of early intervention, potentially storing up further trouble for the future.
This analysis is based on discussions with Children England member organisations all over the country. It is also a true representation of the circumstances for my organisation, Children North East. Our total income for the year 2011-2012 was 25% less than the previous year, but during the year our services reached 1,033 children, and 5,751 young people, that is 65% more than the previous year. We also worked with adults in 944 families. All this is achieved by 41 part-time, 19 full-time and 6 sessional staff and 111 volunteers.
The children, young people and families coming to or referred to us have more serious difficulties than before, for example we have noticed a marked increase in the number of young people who are self-harming, talking about or attempting suicide. Increasingly it is the norm for our staff to take responsibility to coordinate other services and professionals involved with the child, young person or family. Whilst it might be expected that trained staff take on these roles as part of ‘new ways of working’, there is a serious question to be answered about what it is reasonable to expect of volunteers in these situations.
We are seeing widening gaps in the safety net of public sector provision. For example neither local authority children’s services nor NHS child psychiatry departments have provided an effective service to families of children with behaviour problems, but as both services raise referral thresholds to limit the provision and increase waiting lists to manage demand there is nowhere for those parents to go. Some of them end up with voluntary organisations like Children North East who are not commissioned to provide that type of service but do what they can anyway driven by their charitable objectives such as relief of distress or support for the vulnerable.
In effect our services are taking the place of some of what used to be done by the public sector, but at the same time funding for our services from the public sector is declining. I do not want us to mimic public services and raise our thresholds or create waiting lists because in my opinion the role of the voluntary sector is to stop people falling through the gaps in public sector services. However it is not clear what the solution is.
Children England found their members thought the scenarios described by Perfect Storms are inevitable but unintentional, they also feel that they are deep-rooted and predate the economic downturn that started in 2008, though have been exacerbated by the recession and austerity measures. They are problems of complex systems and therefore do not have straightforward solutions. Perfect Storms concludes that solutions may be found by questioning what vulnerable children and young people actually need; the role of charities in service provision; priorities for public spending; public accountability and the ownership of risk; the future role of public services as statutory powers are devolved to local levels; and training for the voluntary sector workforce.
Jeremy Cripps
Chief Executive
Children North East
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