Meet Carmel Offord – Engagement Manager at the Independent Domestic Abuse Services.

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Our interview this issue is with Carmel Offord, an Engagement Manager at the Independent Domestic Abuse Services (IDAS) in York. We highlighted the work of IDAS in the last issue and their volunteer programme. Here, Carmel talks about her passion to help others including the volunteers she works with.

Please introduce yourself.

I’m Carmel Offord, a dedicated women’s rights campaigner, passionate about making a difference to the lives of all survivors of domestic abuse and sexual violence. I am proud to have worked for IDAS (Independent Domestic Abuse Services) for the last 8 years. As the Engagement Manager my work includes events, engagement, communications, liaising with the media on public policy and campaigns, informing domestic abuse policy and practice locally and nationally, delivering training and webinars, research and development work in areas including volunteering, survivor voice, family courts, healthcare, and children and young people’s services. I manage a team including Volunteer Coordinators, a Community Engagement Officer, and Survivor Engagement Coordinators.

IDAS support over 10,000 people in the community across Yorkshire each year and responded to 30,950 helpline calls in 2023. IDAS are the leading specialist domestic abuse charity, also supporting people who have experienced sexual violence. In addition to emotional and practical support, IDAS provide safe, emergency accommodation.

What attracted you to the organisation and role?

IDAS have a reputation for delivering high-quality, innovative services and are courageous in their efforts to achieve transformation at a societal level to prevent domestic abuse and sexual violence, which attracted me to my role within the organisation. My role as an Engagement Manager is varied with a broad range of responsibilities, which I relish. I am privileged to work with a team of staff and volunteers who are highly skilled and dedicated to making a difference.

What would you say to anyone thinking of becoming a Volunteer Coordinator/ Manager?

Managing volunteers is a very rewarding experience. At IDAS we care about the volunteer journey and the role it can play in people’s recovery from abuse and sexual violence. We invest significant time and resource in our volunteer training and the support structures that need to be in place to ensure volunteers feel valued. We rely on the generosity of our volunteers and supporters who make a huge contribution to our vital, often life-saving work. It is incredibly rewarding to see how volunteering can empower people and even lead to paid work or other fantastic opportunities. Charities like IDAS are under immense pressure and volunteers can help our teams to meet the needs of our clients and increase our capacity and resources.

To anyone considering a role in coordinating or managing volunteers, I would say that understanding people’s motivations and ensuring that their contribution is valued is key to developing a successful volunteering service, along with robust systems and processes. IDAS Volunteer Coordinators are experts at identifying skills and matching them to appropriate roles within the organisation, it requires empathy, creativity, and tenacity. We are truly grateful to all our volunteers and supporters.

What have you learnt about yourself while in this role?

Mindset is everything. Working within the voluntary sector, in a demanding, fast-paced role, will always present challenges. How I approach these challenges and support colleagues has developed over time with the assistance of learning tools and strategies that help me manage tricky situations. I am also very lucky to learn from and work with many inspiring leaders within the sector who have imparted their knowledge and wisdom and supported me along the way. I have also learnt that it’s ok not to have all the answers and to seek help and expertise from colleagues and partner organisations to achieve the best outcomes.

Finally, please tell us something about yourself that your colleagues would be surprised to know.

I once worked for a charity running conservation expeditions overseas. We would take large groups of young volunteers to the rainforest in Belize, Borneo, Guyana, and Guatemala to assist the local community with their conservation efforts. I was lucky enough to spend weeks living in the rainforest, sleeping in a hammock, and dealing with all sorts of nasty bugs like botflies and leeches!

Embracing generosity: My leadership journey through the lens of giving

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As a speaker at our Ordinary Extraordinary Leaders Conference in May, Valentina Hynes – Founder and CEO of SVH Inc. CIC – provides her take on how generosity can be a bridge to understanding, connection, and mutual respect.

Generosity, to me, isn’t just a word tossed around in motivational speeches; it’s the essence of my journey, a consistent thread weaving through the fabric of my personal and professional life. It’s a testament to the belief that true growth and sustainable impact are nurtured through giving, support, and community empowerment. This narrative delves into how generosity shaped my path from a Nigerian African immigrant to a recognised leader in the UK, spotlighting my ventures like YOLO Dance and SVH Inc. CIC, against the backdrop of my vibrant Nigerian roots and the challenges and victories that have coloured my journey.

Living your values

The convergence of personal beliefs and professional drive is where my story unfolds, guided by a commitment to generosity. This principle didn’t just align with my actions at YOLO Dance or V14 Ventures; it was a lived experience, resonating through every facet of my life. Whether navigating the complexities of relocating to a Yorkshire town that’s starkly different in hue and heart to my Nigerian homeland, or fighting to secure my place within its community fabric, my ethos remained unwavering. Generosity wasn’t an act; it was a lifestyle, informing my leadership and infusing my ventures with a sense of purpose and belonging.

Building from challenges

My transition to the UK was a mosaic of trials, yet it underscored the potency of generosity. Facing barriers, from bureaucratic entanglements with the Home Office to embedding myself within a predominantly white, conservative community, I leaned into generosity. It became my bridge to understanding, connection, and mutual respect. This period illustrated that generosity transcends mere giving – it’s about building bridges, fostering understanding, and creating spaces where everyone feels valued and heard.

Generosity as a growth strategy

In the realm of leadership, generosity emerged as more than a virtue – it became a strategic pillar. It was through giving – be it time, expertise, or resources – that I expanded my network and influence. This facet of my journey highlights generosity as a catalyst for professional growth and organisational development. It’s about sharing not just for the sake of giving but as a means to empower, uplift, and inspire collective action towards common goals.

Fostering a nurturing environment

The essence of my leadership lies in creating spaces that nurture and empower. Through initiatives under SVH Inc. CIC, I championed environments where individuals could thrive, underscored by the belief that a nurtured community is the bedrock of sustainable growth. This approach not only bolstered the well-being of my team and community but also fostered a culture where innovation, resilience, and collaboration flourished.

Inspiring through action

The accolades and recognitions I’ve garnered – ranging from Business Woman of the Year to being listed among the WISE100 top female social entrepreneurs – reflect a journey marked by action, resilience, and most importantly generosity. These acknowledgements serve not just as personal milestones but as beacons that illuminate the impact of leading with a generous heart. They are a testament to the transformative power of integrating generosity into every leadership endeavour, catalysing change and inspiring others to do the same.

As I gear up to share my insights at the Community First Yorkshire Ordinary Extraordinary Leaders Conference, it’s clear that generosity has been my compass – guiding me through challenges, shaping my leadership, and driving my organisations toward impactful, community-centric goals. My narrative, rooted in the vibrant tapestry of my Nigerian heritage and my journey in the UK, underscores the profound belief that generosity is the cornerstone of true leadership and organisational success. Through generosity, we not only achieve our goals but also enrich the lives of those around us, weaving a legacy of impact and empathy that transcends boundaries and lasts generations.

If you’d like to hear more from Valentina, be sure to book your place at the Ordinary Extraordinary Leaders conference today. Bookings close at midday on 15 May – just over three weeks away.

What I’ve learned so far on my journey as a ‘senior leader’

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Ahead of our Ordinary Extraordinary Leaders Conference in May, Victoria Russell – Project Manager at Community First Yorkshire – talks about her return to work in 2021, taking on her first ‘senior leader’ role, how she’s overcoming her feelings of being an ‘imposter’ and what she’s learned on her journey so far.

Cast your mind back to the Spring of 2021, when lockdowns were lifting, and we were slowly emerging into the new world that awaited us after the Covid pandemic. During this time, I was finding my way not only as a new mum, but also as a new ‘senior leader’. I was returning to the world of work to a new sector, new challenges and new responsibilities. Full transparency here – I wasn’t sure I was competent enough to take on any of those things.

Questioning whether I was experienced enough to be a ‘leader’

Even so, I threw myself into the excitement of my new role, with the added bonus of having a lunch break in relative peace and quiet. I was (and still am!) very lucky to have become the leader of a team of wonderful, kind and considerate people which, as I’m sure you will know, the VCSE sector is full of. But that didn’t stop me from questioning whether I was experienced enough to be a ‘leader’: someone that people look up to, seek guidance from and go to for answers to those tough questions and make the difficult calls.

Throwing myself into development opportunities

I decided the only way to overcome my feelings of being an ‘imposter’ was to throw myself into any development opportunities available. Fast forward a few months and I took part in a development course for senior leaders in the North of England, which gave me the chance to discuss these challenges with leaders from various sectors, gain new perspectives and hear from some of the top leaders in the country. I was also fortunate enough to benefit from one-to-one coaching from the Humber and North Yorkshire Health and Care Partnership.

Here are three things I’ve learnt on my journey so far:

  • We are all winging it. The CEOs, the top executives, those that have started their own business. Even those that look like they have got it all ‘together’. We are all human and imperfect. I realised it was OK not to have all the answers immediately, to ask for time to consider a response and to get things wrong!
  • The things that you think hold you back can be your strengths. Can I carry a tiny human, load the washing machine, eat a sandwich and make a phone call all at the same time? Yes, I can. Do I use all these skills at work? Not on a typical day. My point is, I thought becoming a mum would hold me back in the world of work, but actually, it’s enabled me to become incredibly efficient, a problem-solver who is always looking to do things smarter.
  • We are stronger together. Through developing Community First Yorkshire’s wellbeing programme for leaders within the VCSE sector, I saw first-hand not only how taking time out in nature can help you refresh, reframe and refocus but also the value of being vulnerable, and both asking for and giving support to others. The support we need is out there – sometimes we just need to take a pause and grant ourselves the opportunities we need to grow.
We need to pause and grant ourselves opportunities to grow

This is exactly what our Ordinary Extraordinary Leaders conference will offer on 22 May – time to pause, reflect and learn from others. I was looking at what’s planned the other day (as I was juggling the tiny human while eating my dinner, funnily enough!) and with the theme of generosity, there’s going to be so much going on to challenge and inspire.

What am I most looking forward to? Most definitely chatting to JK McQuinn from Where the Mind Grows about leadership wellbeing, and hearing from a real leadership specialist in the form of Major General Zac Stenning OBE as he shares his wealth of experience.

It will be such a treat to be with other leaders willing to share their time, experience and honesty. My leadership journey is just starting, but its events like this that will really help me learn and grow into my leadership role.

Find out more about the Ordinary Extraordinary Leaders conference on 22 May and book your seat here.

Meet Roy Attwood – an invaluable volunteer for over 30 years!

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As part of our work to highlight the contributions of people whose work involves or supports volunteers, we met up with Roy Attwood, who has been a volunteer at Glusburn Institute Community and Arts Centre for over 30 years. We asked him about his experiences and also found out a little something that not many people know!

Please introduce yourself

My name is Roy Attwood and I’m 78 years young. I volunteer at Glusburn Community & Arts Centre. I was born and raised in Skipton, North Yorkshire. When I got married, we moved to Glusburn as we couldn’t afford the house prices in Skipton. The plan was to get a foot on the mortgage ladder and move back to Skipton, but over 50 years later we’re still here!

What attracted you to the organisation and role?

I have volunteered at the Centre for well over 30 years.  My first involvement was through our children who attended dance classes there. I was also part of a new indoor bowls group from its inception. All regular user groups were invited to send a representative to the monthly trustee meeting, and I volunteered to be the indoor bowls rep. When a new Chair of Trustees was voted in, she asked me to support her as Vice Chair and that then got me seriously involved in volunteering!

I spent my working life in engineering and take a practical approach to things. I feel I have a wealth of skills gained through work experience and training opportunities over the years, and it seemed a shame to let these go to waste when I retired. For me, volunteering is a fantastic way of transferring my skills to help benefit others.

What would you say to anyone thinking of becoming a Volunteer Coordinator/ Manager?

I’m not sure anyone has ever actually given me advice regarding volunteering!  But if I could offer anyone any words of wisdom, I would say: “If you’re interested in volunteering, have a good look at the skills you’ve gained over time and see if they can be of benefit to another organisation”.  You’d be surprised at how transferable your skills can be, and this is particularly important at the start of retirement.

What have you learnt about yourself while in this role?

I gain a huge amount of personal satisfaction from volunteering and love seeing the benefits for me personally and for being part of a team. I cherish being able to help others and give advice where I can.

Finally, please tell us something about yourself that your colleagues would be surprised to know.

Not many people know that I’m related to Sir James Falshaw, a former Lord Provost of Edinburgh. He was involved in the railway boom of the 1840s as, like me, he was an engineer!

Want to find out more about how we can support you?

If you are currently in a volunteer coordinator role, why not have a look at our specialised training or join our coordinator’s network that offers practical guidance and support to volunteer coordinators and managers across North Yorkshire.

How smart is smart heating for your community venue?

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Michael Fletcher, Digital Inclusion Project Manager at Community First Yorkshire, shares his thoughts on smart heating – it’s pros and cons and whether there are any cost benefits for your community building or village hall.

“In today’s world it seems that everything is digital this and smart that, and that’s before we even start talking about artificial intelligence. At the top of the smart pile lies smart heating systems. There’s a whole myriad of different types of devices on the market so if you’re thinking of installing one, make sure you do your research. Let’s delve into how smart they really are…

For a start, smart heaters still need a person to control them so you could argue they are not completely hassle-free, but the installation of one could provide significant benefits for your village hall or community building.

One of the primary benefits of smart heating systems is flagged as their ability to optimise energy usage. With uncertainty around energy costs and increasing awareness of environmental issues, improving energy efficiency is a crucial consideration for any community facility.

What is ‘smart heating’?

But first what do we mean by smart heating? Smart heating works by connecting your heating system to the internet so you can then control it remotely by using a device (such as a smartphone, a tablet or a laptop) via Wi-Fi.

How much control will a smart heating device give you?

There are several different types of smart heating devices that you can control, but the most important is your thermostat if your heating is run through a boiler. Basic models allow you to control the heating without being on site and, if you have different groups using your hall, you can adjust the temperature accordingly. You may want the heating set a little higher whilst a yoga class is on and knock it down a degree or two when the aerobics session is up and running.

Some more sophisticated devices may be able to sense movement in rooms and switch the heating on and off as the room is in and out of use. Some can even sense if a window has been left open. This is as conundrum I face at home as my partner insists on having windows open while the heating is on. I argue that if it’s warm enough to open the window, then you don’t need the heating on. Naturally, it’s an argument I never win . Back to the smartness of devices – while they may be able to detect an open window, I haven’t found one yet that will close it for you.

Taking this a step further, you can install smart radiator valves (or smart electric radiators), and rather than controlling just a single thermostat, you can control each one individually. If you have multiple rooms within your hall, you can have each one set at different temperatures in different parts, including switching radiators off/down in rooms while they’re not in use. Why heat the kitchen up if it’s not in use?

If you have a smart speaker installed, you can even control all of this through voice control. “Alexa turn down the radiator in the kitchen to 10 degrees” but be careful you can distinguish between the hall and any smart system you may have installed at home.

Smart heating systems include diagnostic and predictive maintenance capabilities. By monitoring the performance of heating equipment and detecting potential issues early on, village halls can schedule maintenance proactively, minimising downtime and costly repairs.

Using the data to help you understand your energy usage

One of the most valuable aspects of smart heating technology is the wealth of data they provide. If your hall is considering any energy saving/carbon reduction installations, then the most important thing to do first is to understand your current usage. Where is usage higher and where is it lower? Does this correlate with what you are expecting? Are there any spikes in usage at times you wouldn’t expect? Smart heating data can help you analyse this, although you may be able to get this information from your energy supplier also. Often, they can provide data broken down into half hour slots. As the famous quote goes, knowledge is power itself.

So, in summary smart heating could make managing your hall that bit simpler, could make you more energy efficient and could help save you money on your energy bills. But you must weigh this up against the cost of installation.

So how smart is smart heating? I would say it’s pretty smart, but still needs human intervention. We’re not all redundant just yet.”

If you want to speak to Michael in more detail about smart heating, do drop him a line by email: michael.fletcher@communityfirstyorkshire.org.uk 

How do you define ordinary and extraordinary leadership?

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Ahead of speaking at our Ordinary Extraordinary Leaders Conference in May, Johanna Hooper – Leadership and Change Management Expert from Limitless Peak Performance – shares her views on what makes a good leader.

Think of a leader you admire. What are their attributes? What do they look, speak, sound like? How do they make you feel?

When you thought of that leader, what image came to mind? Captain America? Churchill? Martin Luther King? Elon Musk? Your boss? Someone more local?

Now think about the image you have in your head – would you call them ordinary or extraordinary?

Do we put leadership on a pedestal?

Here’s the thing. I think we can be in danger of putting leadership on something of a pedestal and that can make it hard for us to feel like ‘good’ leaders, or recognise ‘good’ leaders around us.

Did you know, there’s a theory for this? Well, actually there’s a couple:

  • Implicit Leadership Theory says we have preconceived ideas about what a leader is, does, looks like and who they are. And these preconceived ideas are shaped by our experiences and images shared via the media.  No worries there then…..
  • Then there’s the Great Man (!) Theory. It states that ‘heroic’ individuals with certain laudable characteristics (intellect, courage, abilities) naturally emerge as leaders because of their inherent greatness.  I mean, there’s a bunch of aspects to that theory that can make us ordinary folk feel ‘less than’.

With all that external influence as to what makes a ‘good’ leader, is it any wonder that not many of us are in a rush to claim our “Best Leader Ever” badges?

Are you and ordinary or extraordinary leader?

Now mull on this: are you an ordinary or extraordinary leader?

Funny question, huh? Presumably, we might all want to be extraordinary but we might feel that we are *just* ordinary leaders? And if we think we’re *just* ordinary leaders, what is that doing to our performance, mindset, self-esteem?

For my money, it’s time to shake off this notion that you can’t be ordinary and extraordinary at the same time.  Leadership is both a privilege and a responsibility. It comes in many different forms and there is no ‘one size fits all’ model. Great leaders are all around us, even in positions that aren’t technically leadership roles.

When you think of the person who has had the most profound impact on you, are they extraordinary ordinary? Mine was. Not in my command chain, not formally designated as ‘leader’, not heroic, not lauded, but the impact on me was powerful. What impact are you having on the folks around you?”

Want to hear more?

Want to hear more from Johanna? She will be speaking at and facilitating our Ordinary Extraordinary Leaders conference on 22 May at The Pavilions, Harrogate.

Book your place now and discover the leader you could be.

Johanna is a retired Commander who, since leaving the Royal Navy in 2014, has had a career in management consultancy and now runs her own business, working with both small business leaders and executives in larger organisations across public and private sectors.

Meet Alex Sutcliffe – Volunteer manager and arctic explorer!

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As part of our work to highlight the contributions of people whose work involves or supports volunteers, we met up with Alex Sutcliffe, North Yorkshire Council’s Major Incident Response Team Manager. We asked her about her role and also found out something unexpected!

Please introduce yourself

Hello everyone. I am Alex Sutcliffe and I work at North Yorkshire Council. I’m the Major Incident Response Team (MIRT) Manager of the Resilience and Emergencies team, and Manager of the Ready for Anything volunteer group. I have worked in my current role for the last 10 years and prior to that was a volunteer in the MIRT team myself for 8 years. I have the best job in the world!

What attracted you to the organisation and role?

I have always enjoyed working for the public sector. I started my career in the NHS and then moved across to local government. I had coveted the MIRT Manager’s role for a number of years while being a volunteer. I have always wanted to assist in helping those in emotional trauma within our communities. So, being able to lead a team in a council that shares the same ideals made this the perfect job in my eyes.

What would you say to anyone thinking of becoming a Volunteer Coordinator/ Manager?

Do it! It is so rewarding being the custodian of volunteers. You learn so much from them, and they bring a wealth of experience with them. I am humbled every day by the selflessness of our volunteers, and it is very satisfying to be able to help them enhance their skills, keep them engaged and looked after and knowing the value of the work they do in their own time.

What have you learnt about yourself while in this role?

I have learnt that I’m not afraid to walk towards someone’s pain; I will not shy away from approaching someone who has been caught up in something very distressing. I have also learnt that you must never ‘assume’ anything – everyone has a story and we don’t always see their story. They might be outwardly happy (the life and soul of the party even), while inwardly they have a lot of unhappiness. Treating everyone with kindness and respect, never judging and just being myself seems to work.

Finally, please tell us something about yourself that your colleagues would be surprised to know.

In 2022 I circumnavigated Iceland and crossed the Arctic circle before it moves – did you know that the Arctic circle moves? Soon it will be out at sea and we won’t be able to cross it on foot!  It was super cold, but worth the two-hour walk.

Want to find out more about how we can support you?

If you are currently in a volunteer coordinator role, why not have a look at our specialised training or why not join our coordinator’s network that offers practical guidance and support to volunteer coordinators and managers across North Yorkshire.

Forget Black Friday, we always have a great deal!

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This Black Friday, we’re reaching out to all voluntary, community and social enterprise organisations in North Yorkshire. We’ve got a deal that’ll make you smile like any shopper walking down a freshly stocked discount aisle.

Picture this: aisles filled with tailored support, shelves stocked with invaluable resources, and racks bursting with networking opportunities – all yours for the taking and absolutely free! So, there’s no need to queue or scramble for this one-day-only offer because thanks to funding from North Yorkshire Council and NHS North Yorkshire and we have a great offer every day.

Training Galore: Need to sharpen those skills? We’ve got you covered with an abundance of training sessions tailored just for you. From digital marketing mastery to grant-writing wizardry, we’re here to empower your team.

Networking Nirvana: Connect, collaborate, and conquer with our vibrant networks. Rub shoulders with like-minded people, exchange ideas, and achieve the support network you’ve always dreamed of.

Resource Wonderland: Dive into our treasure trove of resources, where a wealth of information and guidance awaits. From toolkits to templates, consider it your personal toolkit for success.

This Black Friday, skip the chaos and treat yourself to something that will really help improve your skills – delivered with a smile and a helping hand.

Mark your calendars, spread the word, and let this Black Friday be the day you bag the best deal of all – empowerment, growth, and community development – all at no cost and just a click away.

Visit our Community Support North Yorkshire website today.

 

Health in an ageing society: what does the Chief Medical Officer’s annual report mean to our sector?

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Last week (10 November) the Chief Medical Officer, Professor Sir Chris Whitty, launched his annual report: Health in an Ageing Society.

Dena Dalton, Head of Health Collaboration at Community First Yorkshire, shares her thoughts and response to the report below:

Why is this report relevant to the VCSE sector? Why should people read it?

The aim of the report is to concentrate on issues looking at improving the quality of life in an adult’s later years. The Chief Medical Officer (CMO), Professor Sir Chris Whitty, states that improving the quality of life can broadly be divided into two key approaches: 1) things which reduce disability and ill health, and 2) things which can be done to adapt the environment to allow an individual (with a set amount of disability) in older age to live as independent and enjoyable a life as possible.

The report states that the expansion of longer periods of older age living with disease and disability are not inevitable and that compression of morbidity so that people spend less time living with ill health is entirely realistic and, as such, should be a major aim of policy and medical practice.

Very often, our sector is closest to communities

This is why this report is so relevant to the VCSE sector. Charities, voluntary organisations and community groups are closest to older adults due to the communities they work within and the relationships they hold within those. By 2043, it is estimated that 33% of the demographic of North Yorkshire will be over 65 years with many living in rural and coastal areas, where there is less access to health and care services.

The VCSE sector is ideally placed in supporting the prevention of onset of disability and disease through the range of person-centred services, activities and interventions they provide. The CMO identifies the concern around the rise in mental health conditions in older age and key to improving an overall quality of life in people’s later years, there needs to be a renewed focus on mental health improvement interventions. We know that contributory factors to poor mental health include social isolation, reduced mobility and declining physical health and we also know that interventions that help to address these factors are already in evidence in village halls, community hubs and within organisations themselves – all designed, developed and delivered by the sector.

Familiarise yourself with the report. Little of it will be a surprise, yet being able to amplify the evidence and messages that arise from it will help to influence the change that is needed to shift the dial to a prevention focus so that adding life to years becomes the reality.

Is there anything else we think should have been considered for the sector in the report?

There is actually little consideration for the valuable role that the VCSE sector contributes in enabling older adults to spend less time living with ill-health. It is a report very much focused on the medical profession, social care and central and local government. It misses an opportunity to look more holistically on prevention and, instead, tends to look through a more medicalised lens. Social care is mentioned, yet we must ensure partners separate out social care from the VCSE sector and there is clarity about the differences between the two.

What are the next steps? For the sector? And what could the Government be doing next?

Prevention! Prevention! Prevention!

The Government’s dial needs to be left-shifted and resource focused into community services and interventions. Bold and ambitious funding decisions need to be made and acceptance that outcomes will follow, yet will take time.

The sector needs to demonstrate and communicate more effectively the impact they are having within their communities and align that impact with wider system priorities. It is almost impossible to measure something that didn’t occur (i.e. declining physical and mental health), yet what can be measured is the impact that the intervention is having on an individual (e.g. Rockwood Frailty Scale, wellbeing scales etc). The VCSE sector is already delivering many prevention interventions, yet cannot do more without adequate resource investment.

In order to carry out the recommendations within the report, the sector needs to ensure it works effectively with system partners. This is the aim of integrated care systems, yet we need to ensure that the VCSE sector is seen and treated as an equitable partner. We need to ensure that in our interactions with health partners we are referencing the report. If not, there is the real risk that many of the recommendations made within the report will not become a reality.

 

If you’d like to have further discussions with Dena about her insights on the report, do get in touch by email: dena.dalton@communityfirstyorkshire.org.uk

Collaboration in the Community 

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[pictured left to right: Carole, Lizzie, Nicky and Hilary at the Wider Partnership Conference]

Members of our Community Led Housing and our Community Support North Yorkshire teams attended the North Yorkshire Wider Partnership conference (27 October) and these are their takeaways from the event. Carole Roberts, our Community Support Delivery Manager, shares her thoughts below.

Inspiration! Inspiration! Inspiration!

We made our way to Harrogate to take part in the annual North Yorkshire Council Wider Partnership conference at the end of October, bursting with anticipation. It was a great day, full of motivational talks, award-winning community groups, a chance to de-Zoom and meet people face-to-face, pick up information, network and share how we can support local organisations.

Connect 4, cookies and community connections

Over coffee and cookies, we browsed the marketplace, trading leaflets and sweets, making introductions and finding old friends. We also had a stand, with a game of Connect 4, a volunteering survey, case studies and lots of information. Then we all joined together for a range of fascinating talks, focussing on the power of positive relationships and community wealth building; inspirational stories backed up by evidence of impact.

What do a professor, a police officer and a policy maker have in common?

It was all about the multiple perspectives of what makes a community as we broke into workshops.

Mine was on managing community tensions, looking at risk, relationships and roles. Sitting with a professor, a police officer and a policy maker meant we covered so many different perspectives and learnt from one another.

A singalong, sobs and celebrations

After that we came back together for the community awards, where I had been lucky enough to be on the judging panel for one category. We were shown a short video of each of the nominees, with one leaving everyone in tears and even a singalong from an award-winner who had been volunteering for 70 years! Seeing the award winners was a joy and so good that they were recognised for their amazing community work. What incredible people and organisations there are in North Yorkshire.

Finally, balancing sandwiches and coffee, there was time for a final round of networking before heading off home feeling thoroughly uplifted and like a good day’s work was done in only a morning.

And, if you haven’t noticed, I think I’ve used enough alliteration in this blog apart from to say, my biggest takeaway from the day was the power of community, connections and collaboration. Where would we be without these three Cs?

 

Take a look at these videos from the Community Awards winners – there wasn’t a dry eye in the house.

Anne Galloway

Sustainable Swaledale

Neurodiverse Community Catterick

If you want to find out more about how to make connections in your community, or have an idea to develop your own community project do get in touch with the VCSE Support team.

Looking to make connections? We have a variety of networks which give you the chance to chat with your peers, share ideas and be inspired. Networks cover areas such as community buildings, managing volunteering, community finance, and reuse and recycling.