6th September Key Outcomes

present:

(all day) Dave Boucker, Barry Lockwood, Peter Miller, Alison Straker

(part day) Simon Cottingham, Andrew Gilyead, Bruce Kirk

Apologies:

Jim Jenkinson, Rob Sabin

Key decisions and actions

Reminded ourselves of the aims and then the details of the work set out in the Change Up proposal and of its place within the wider context of the Growing Up in the West Midlands Strategic Group

Agreed revised budget - the main cut was to the hosting organisations budget for NCVCCO and WMVYSF workers which was in line with the decision of both networks not to seek to employ part-time staff members but to use consultants to facilitate their work.

Bruce and Andrew agreed to work on a delivery agreement for the NCVCCO group's work.

Clarified and agreed a project management structure. Including that the core members of the Growing Up in the West Midlands Strategic Group would become the Change Up Management Group at least in the first instance, for the sake of continuity and speed of delivery.

membership of delivery groups was discussed, including management group representation on those groups. this was to be finalised  - the latter subject to discussions with relevant management group members not available, the former on 16th September.

agreed to create delivery agreements for each sub group and general terms of reference for subgroups, as well as terms of reference for accountable body and management group

discussed the use of the website for project management and the value it brings in keeping our work transparent and accessible.

discussed commissioning and reminded ourselves that we were looking to commmission strategically, based on current work adn the mapping done on 8th July,  not to invite open tendering

Recognised that commissioing would work differently in different areas of work

Agreed that Gerbrand Oudenaarden of Engage Tactical Media is (subject to contract) to undertake the website development outlined in the bid

Agreed purpose of 16th September Strategic Forum meeting:

• bring particpants up to speed
• endorsement and ownership
• establishing delivery groups
• endorsing terms of reference
• identifying potential deliverers
• clarification of management process (graphic)
• signing up to the global plan
• monitoring and evaluation/MIS
• action plan - tasks to do and roles for the future
• showcase demonstration of ICT

An outline agenda was agreed:

It was noted that a wide range and large number of people have chosen to atend. The event has been widely publicised and comments and contributions invited from those unable to attend.

The meeting covered an ambitious agenda and broad ranging issues. Although discussions clarified the form and content, a significant amount of work in drawing things together was left for after the meeting:

Write up this meeting  - Peter and Alison

Expanded agenda for 16th – Alison and circulate

Decide who’s doing what on 16^th

Prepare content for the day – whoever is doing it

Evaluation who might do it and MIS baseline –  Peter

Delegate pack - Alison

ICT – develop site for project management, invite Gerbrand,  - Barry Alison

Work out briefs for sub groups – delivery agreements Barry Alison

Terms of reference for subgroups – Barry Alison

Accountable body role - Peter

Management group role – terms of reference - Dave

Identify what things are 'givens'- Barry Alison

Write potential ways of engagement – Alison

Graphics of management process – Peter

Informing the wider groups of progress – Alison

Set up management group email – Alison

Identify who is on management group

Feedback to WMVYSF - Peter, Rob

It was agreed that drafts would be shared through email and the website.

23rd September Management Meeting Notes

Growing Up in the West Midlands Change Up Management Group Meeting

2pm Friday 23rd September 2005, Spurgeons Child Care Trust, Wolverhampton

Present

Bruce Kirk, Barry Lockwood, Peter Miller, Rob Sabin, Alison Straker

Apologies

Dave Boucker

Notes

We began the meeting by reviewing the Strategic Forum meeting on 16th September. Overall we felt very positive about the outcomes of the day. We revisited the core purposes that we had set for the day and felt we had succeeded in:

• bringing particpants up to speed
• gaining their endorsement and ownership
• establishing delivery groups
• clarifying the management process
• action planning -  setting tasks to do and roles for the future
• showcasing and demonstrating the website

We felt progress was made, though further work was needed around:

• endorsing terms of reference
• identifying potential deliverers (work needed in some areas)
• monitoring and evaluation/MIS

Delivery groups

Conscious of how easy it is for meetings to become spaces in which only one person talks at a time. We took a quick snapshot of individuals thoughts about the delivery groups, management group, and strategic forum. Using flip charts and post-its we recorded, what people like, what issues and challenges they face and what actions are needed. The result is below (subjective and not comprehensive).

Maintaining communication between groups is a challenge across the project.

Return to GOWM

A draft copy of the outcomes form to be returned to GOWM was discussed. It consists mostly of the outcomes identified in the key delivery areas, but also needs to reflect the broader outcomes that the programme as whole strives towards.  Alison is to redraft this in the light of discussions and circulate to the group. Peter will submit a final version to GOWM within the next week.

Financial systems

Peter has prepared various forms and documents that were disussed and will be circulated via the website for comment and final approval.

It was agreed that only VCS organisations should be elegible for payments for attending meetings/carrying out delivery group and management group work.

Travel claims - it was agreed a rate of 40p/mile for cars and 7p/mile for bikes would be appropriate

Arrangements with invoicing will be different according to the  delivery areas. It was felt that the system should be kept as simple as possible and that the burden of financial administration should not be passed on where possible (ie that invoices should go directly to the accountable body).

Commissioning

We discussed the draft information around commissioning and reflected on the discussion on 16th September and the principles that arose from it.

With regard to commissioning it is worth noting the open approach there has been to this programme and the wide invitiations for involvement offered both through the website and at key meetings. Our bid for Change Up funding arose from our meeting on 8th July and it is written in to the bid that we will build upon work identified in the mapping undertaken at that meeting. It was agreed that where there is capacity within those organisations already engaged in the process we shouldn't look to commission elsewhere.

The needs for collaborative working, to enhance existing provision, and to be inclusive and far reaching in our work also need to be considered.

It was agreed that each delivery group would work according to the principles and the information from the original bid to determine how they would manage strategic commissioning. Any disputes would be dealt with by the management group. Alison will redraft the guidance and comments/ammendments can be made through the website.

Peter is to draft an outline contract.

The use of a Creative Commons Licence was also discussed and it was agreed that this would support the spirit of collaboration and sharing within our project.

This work is licenced under a Creative Commons Licence.

Terms of reference

Alison is to revise and circulate the terms of reference in the light of discussions. Ammendments and comments can be made through this site.

Key work areas for management group

Of our three core delivery areas (sustainable funding, workforce development, and monitoring and evaluation) only monitoring and evaluation was thought to be in need of urgent attention.

It is unclear whether the MIS baseline will be developed in time to support the project as originally anticipated.

We are seeking an external body to carry out evaluation of our project and hope to engage them as soon as possible.

Bruce had previous experience with one organisation 'we research it' and will make initial investigations.

Alison is to draft a short brief for monitoring and evaluating the project.

Regeneration

This was still felt to be an important piece of work. Alison is to revisit our agreement with RAWM and explore how this links to any relevant delivery group's work as it was agreed it should be integrated where possible. Bruce is keen to be a part of a wider discusion of how we carry this work forward. It is also important to engage the Strategic Forum in this work.

Website

It's proving a useful way of keeping our working process open and inclusive.

The Youth Involvement Project has had an agreement with Gerbrand over the development of the site which includes some additional work (to be completed in the next week) to prepare the site to support Change Up project managment. That will be the end of the work delivered through the Youth Involvement Project and any further work will be subject to any agreement with the ICT delivery group or chnage up management group.

It was agreed that there was a need for interim support (while action plans and strategies were developed) and that this should be subject to agreement with the managment group. Dave and Alison should discuss this with Gerbrand and propose a solution to the management group.

Beyond March 2006

We need to think about this! Once we have things up and running with Change Up this can become a focus for the management group.

Concern was expressed that with Alison's contract ending in March 06 this would leave the group without anybody with dedicated time to give G:up focus and drive.

The need to think creatively about what would be needed in terms of support and what activity we would seek to sustain and develop was discussed.

As a minimum it was sugested that the website and strategic forum should be sustained.

The potential for continuation funding from future builders/change makers was discussed.

Meeting Dates

We set the following dates and times for management group meetings:

• 10am Thursday 3rd November 2005
• 2pm Thursday 8th December 2005

NB there is no longer a meeting on 9th November

The following dates for Strategic Forum Meetings were proposed:

• Thursday 19th Jan 2006
• Wednesday 15th March 2006

It was agreed that the Priory rooms was an excellent and well-equipped venue and that we would seek to use it again.

Commissioning Process

Commissioning of work is the responsibility of the delivery groups in the work areas deined within their delivery agreement. The Management Group, NCVCCO group and WMVYF groups, will likewise b responsible for commissioning work in their delivery areas.

The following principles and guidance should be taken into account in commissioning work. In the event of any unresolvable dispute within a delivery group the matter will be taken to the management group for a final decision.

All commissioning,and the work delivered by those commissioned, should reflect the following principles as agreed by the Strategic Forum on 16th September:

• simple and well defined process with accessible methods of assessment
• evidence based assessment of the capacity to deliver the work
• clear brief consistent open and fair process which is organised in such a way as to be effective and efficient
• take account of and give due weight to previous evidenced experience
• ensure that the commissioning process reflects our commitment to the engagement of children and young people, collaboration and diversity
• accessible concise clear information throughout the commissioning process
• children and young people's participation is integral to the commissioning process
• flexibility - the ability to adapt through regular review in the pursuit of achieving our aims
• ensure a clear focus on deliverable outputs

We also need to take account of what we wrote in our proposal:

The commisioning process will be designed to ensure transparency and fairness whilst supporting those voluntary organisations operating at second tier level to deliver according to the strengths and capacities identified in the mapping work already undertaken [on 8th July at a Strategic Forum meeting]. Such an approach will serve to spread risk and to ensure that the work we are developing rests on sustainable foundations.

The emphasis of this proposal is on enhancing the provisions already being made, and on developing crucial functions where a lack of resources is currently hampering provision. There is also a focus on coordinating efforts for greater efficiency, collaborating on research, and the creation of materials and structures that will support ongoing development work delivered by a variety of organisations offering second tier services.

In addition we need to be mindful of our wider remit to serve across the 0-25 age range, to seek to support the engagement of diverse groups from across the region.

Terms of reference for management group

Name:

Growing Up in the West Midlands Change Up Management Group

Membership:

Chief exec. of the accountable body,

West Midlands Youth Involvement Officer

Voluntary and community sector members to include representation from

• Governance delivery group
• Children's and Young people's strategic engagement delivery group
• Diversity and outreach delivery group
• ICT delivery group
• NCVCCO regional group
• WMVYSF

Purpose:

To manage and progress the Growing Up in the West Midlands Change up project on behalf of the Growing Up in the West Midlands Strategic Forum.

Delegated authority:

• To define and agree budgets
• To define delivery agreements and approve work plans
• To agree commissioning protocol
• To support and establish delivery groups
• To define terms of reference for delivery groups
• To report back to accountable body
• To develop and implement a monitoring and evaluation programme
• To coordinate the delivery of work areas beyond the remit of the delivery groups

Frequency  of meetings:

Monthly meetings with a quorum of 4 , reporting to the accountable body.

Terms of reference for the accountable body

Accountable body:

BAYC

Purpose:

To be accountable to GOWM for the proper use of and reporting mechanisms for Growing Up Funding, and to the Growing Up Management Group for managing the project budget and providing financial and other information as required.

Specific Terms:

• To work to the ACD standard terms and conditions
• To be responsible to GOWM for completing the agreed work programme
• To ensure that the Growing Management Group work to the ACD standard grant terms and conditions
• To ensure that funds are properly allocated and accounted for
• To keep and make available for inspection or audit appropriate financial records
• To be represented on the Growing Up Management Group
• To provide monitoring and evaluation reports as required to GOWM, including minutes of the Growing Up management group
• To provide appropriate financial information to the Growing Up Management Group and delivery sub-groups
• To work with the Management Group to ensure that the value base and aims of the Growing Up group and the Change Up programme are maintained including the principles and undertakings of the Compact between the Government and the Voluntary Sector

Terms of reference for the delivery groups

Purpose:

The delivery groups exist to support and develop the delivery of the Growing Up in the West Midlands Project. Each delivery group has reponsibility for managing the delivery of a core area of work as outlined in the individual delivery agreements and subject to the production of an action plan approved by the Growing Up in the West Midlands Change Up Management Group.

Membership:

The Delivery Groups are as follows:

• children and young people's strategic engagement
• diversity and outreach
• governance
• ICT
• NCVCCO
• WMVYSF

Each of these groups will include a representative from the Management Group and an average of three further voluntary and community sector members.

Membership of groups is to be revised at the strategic forum meeting in January to take on board recommendations of the governance, c+yp and diversity sub-groups.

Specific terms:

• To have the responsibility for delivery of the core work area (outcomes) according to criteria set by the management group on behalf of the Strategic Forum

• To use the commissioning guidance to engage with deliverers and to implement delivery agreements

• To use www.growingupinthewestmidlands.info to facilitate the work of the group

• To meet as many times as necessary to fulfil the outcomes of the group

• To continually review its functions and membership

• To support monitoring and evalutationt processes and set outputs, SMART objectives, and performance indicators

• To provide support and develop an ethos of mutuality for members of the group, children and young people, deliverers and the management group

• To attend strategic forum meetings and report back on work to those meetings.

• To work to the protocols and outcomes set by the Management Group

• To work with local change up consortia and appropriate national hubs