The Queen Elizabeth Diamond Jubilee Trust
The purpose of this report is to share The Queen Elizabeth Diamond Jubilee Trust’s experience of working over a relatively short time frame to achieve strategic focus and deliver impact at scale, and to identify learning that may be of value to other independent funders, both in the UK and further afield. These are the five areas of learning that we drew out:
- Developing a strategic focus: Learning for foundations interested in framing their work around a tightly defined goal.
- Values and attributes: Learning for foundations interested in thinking about how to frame their ways of working to meet the demands of a strategy delivered in close collaboration with others.
- A partnership approach: Learning for foundations interested in developing effective, trust-based partnerships with grantees.
- Risk and innovation: Learning for foundations considering their risk appetite and their approach to innovation.
- Advocacy approach: Learning for foundations interested in making best use of their potential to support effective advocacy for change.
Delayed Transfers of Care (DToC) & the Voluntary and Community Sector in Greater Nottingham
This report is based on work undertaken through the Building Health Partnerships programme in Nottingham. The programme worked with the voluntary, community and social enterprise sector (VCSE) and the Nottingham and Nottinghamshire Integrated Care System (ICS) to help create a better picture of what it will take to reduce the number of patients who end up staying in hospital when other options (in particular going home) would be far better for their health and well-being.
The research exercise provided a unique opportunity for VCSE organisations to share perspectives on the services and support already being provided in the Greater Nottingham community, and to learn from local experiences where it is possible to improve outcomes for patients leaving hospital (and to avoid admissions in the first place).
We worked with the Centre for Acceleration of Social Technology (CAST) to explore the extent to which small voluntary organisations are able or willing to consider how technology might have a positive role to play in their work.
We found that although many organisations are keen to engage with ‘tech’, they don’t always know where to access appropriate support or have the time to learn how to practically implement and use it.
Study findings include tips and advice from small voluntary organisations on overcoming the barriers to using technology; pointers for support organisations; and things for funders to think about – such as how they can support infrastructure, training and experimentation costs associated with ‘digital transformation’.
The Blagrave Trust 1981-2018 – Changing the Story
Over the last six years, The Blagrave Trust has undergone something of a transformation. This report shares lessons learned, insights gained and challenges that remain. It does not go into detail about the myriad ways in which the Trust has evolved, but it depicts the recent history in broad brushstrokes to convey the scale and drivers of change. Nor does it purport to be a blueprint, or a manual, but a story of how much can be changed with determination, urgency, strong leadership and a belief that: ‘We can with our partners change lives for the better, if we accept the challenge and responsibility to put our beneficiaries at the centre of what we do and how we do it’.
Duty to Care?
The day-to-day existence of voluntary organisations continues to be precarious, and they report that the challenges facing the most vulnerable in society are deepening. We believe that foundations could be making adaptations to their grant-making practices in response to the circumstances and needs of small to medium voluntary organisations. In this study, we looked at examples of foundation practice from applications through to reporting, and propose actions and questions that other funders might consider.