3VA Annual Report 2013-14

2013-2014ANNUAL REPORT

Name3VA

Status3VA is a charitable company limited byguarantee, its governing document is aMemorandum and Articles of Association

Charity Registration Number 1096788

Company Registration Number4637252

Registered Address8 Saffrons Road, Eastbourne, East SussexBN21 1DG

Websitewww.3va.org.uk

Chief ExecutiveAdam Chugg (Chief Executive and CompanySecretary)

AdvisorsPlummer Parsons (Auditor)MayoWynneBaxter Solicitors (Legal)Peninsula Business Services (HumanResources)

Core FundersEast Sussex County CouncilEastbourne Borough CouncilEastbourne, Hailsham & Seaford CCGHigh Weald Lewes Havens CCGLewes District CouncilWealden District Council

TrusteesAlan Wenham (Chair)Clare Newby (Vice-Chair)Malcolm Preece (Treasurer)Arnold Goldman (Development CommitteeChair)Mary Blair (Resources Committee Chair)Caroline AnsellJohn CollinsHanno FryAndrew Hodson Harold de SouzaClare NewbyChris StruttJohn Trainor

3VA | Annual Report 2013-14 | Reference Information 2

Photos on the front cover from left to right: Sovereign Divers, Dancing for Fun and Fitness (© Judith Ricketts 2013) and Cotton Candy.

Eastbourne Talking NewspaperEnglish in the Community The Oyster Project

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MEM

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3VA is the council for voluntary action for Eastbourne Borough, Lewes District and Wealden District in East Sussex providing advice, services andother support to 538 member organisations, working with them, with statutory organisations and with individuals.

Local people and voluntary groups are key assets who achieve much in their communities and can be assisted to achieve more. Working for andwith them helps to meet their challenges. Our vision, mission, values and aims commit us to work with these.

Key challenges facing our communities include an ageing society, health deprivation and economic issues involving poverty, un- and under-employment, housing and digital inclusion. We are particularly mindful of disadvantage, deprivation and disempowerment. Our vision, mission,values and aims commit us to working on these.

We have evolved over our first five years to meet our communities’ needs and, in our strategic plan for 2014-2019, have established thefollowing four priorities on which to focus:

1. Adapt to changes in the operating environment to ensure that voluntary action thrives.

2. Identify and meet the needs of local people and their organisations.

3. Be heard, understood by and influence the statutory sector, the public and the business community.

4. Be resourced with what we and local organisations need to achieve objectives.

Introduction | 3VA | Annual Report 2013-143

Community Transport for the Lewes Area Ltd (CTLA) NHS Retirement Fellowship Towner

It has been another year of challenges andachievements for both the local voluntary andcommunity sector and 3VA itself. The demandfor our support services remains stronger thanever and this report gives both key statisticsand case study examples of the support wegive to the sector and the difference thismakes.

Development of the sector, support for thesector, collaboration between the sector andothers and influence and voice for the sector –you will find all this here.

We complement this role with key project workthat really focuses on enabling voluntary actionand communities doing things for themselves.Through Big Local, a local community isplanning its own future. ThroughChances4Change, local communities aremaking themselves healthier. Through ourwork bringing businesses and charitiestogether, we enable communities andcommunity groups to achieve more bydrawing on a wide range of skills and assetsaround them.

In a time of change, modern voluntary actionhas a crucial role to play.

Adam ChuggChief Executive

3VA | Annual Report 2013-14 4| Forewords by the Chief Executive and the Chair

Alan WenhamAdam Chugg

As we look ahead to 2015, we see real value inthe roles voluntary action can play.

Communities are healthier, less isolated andmore active as a result.

Alongside this annual report we are publishingour five-year strategic review. We consultedmany local groups and listened to what youtold us about what was needed for the future.As ever with the diversity of the sector therewere many points of view, but one key themewe are taking from this is a strong local focus toour work and we will further strengthen theselinks in 2015 – through a wide variety of meansfrom Local Reference Groups to greater use ofsocial media.

The focus for our work also comes from whatlocal groups tell us. Key issues such asovercoming social isolation, accessing servicesand making communities more dementiafriendly are just three of these top issues weare prioritising in 2015.

This is all part of our mission to help localvoluntary action to survive and thrive.

Alan Wenham3VA Chair

Lewes District3VA supported groups in the Lewes District toapply for £60,702, securing £48,452 (£36,890 ofwhich was brought into East Sussex).

Published 19 Essential Guideson key topics.

Provided training to 133different voluntary andcommunity groups and 169unique learners, with anaverage 36% increase in skilllevel.

A total of 227 differentvoluntary and communitygroups received 1:1 support.

Handled nearly 5,475 enquiries in the year by phone, email or walk-inacross our three offices and over 13,000 visits to our website.

Issued 41 e-newsletters to over 1,100 contacts and more than 1,200issues of our quarterly 3View newsletter were distributed to key contacts.

Represented the sector in over 10 strategicpartnerships including Local StrategicPartnership (LSP), SPACES and the ClinicalCommissioning Groups.

Social ImpactOur 2013 social impact research found that:

78% said that our support services had a positiveimpact on their effectiveness.

74% said that our liaison services had a positiveimpact on keeping them informed.

86% said that our services contributed to theirexperiencing a greater sense of community spirit.

The highest take-up was with our informationservices and the services with the highest impactoverall were our support services such asfundraising and training.

new groups

8new groups

107receiving 1:1

support

6new groups

80receiving 1:1

support

12

79receiving 1:1

support

3VA | Annual Report 2013-145

11new groups

8new groups

23new groups

100receiving 1:1

support

1new multi-area

group

56receiving 1:1

support

71receiving 1:1

support

Eastbourne Borough3VA supported groups in Eastbourne Borough to apply for £405,860,securing £88,617 (£64,417 of which was brought into East Sussex).

Supported and enabledalmost 70 groups to beinvolved inpartnerships, planninggroups or fora toinfluence local policyand decision-making.

Wealden District3VA supported groups in the Wealden District toapply for £76,000 securing £59,700 (£57,000 ofwhich was brought into East Sussex).

Headline Successes |

Lewes District: Seaford Down’s Syndrome and SpecialNeeds Support GroupThe Seaford Down's Syndrome and Special Needs SupportGroup is a registered charity that provides a diverse range ofactivities to improve the quality of life for local children andtheir families. 3VA proactively contacted the board oftrustees to offer support around governance and fundingissues, which led to a fruitful relationship being established.The charity were in the process of identifying new medium-term objectives, which included the recruitment of a paidworker for the first time, the desirability of acquiringpremises and widening awareness of local fundraisingoptions. As an unincorporated charity, 3VA was concernedthat the present legal structure was unsuitable, given theincreased risks and responsibilities that would arise as aresult of the planned organisational development.

3VA provided guidance on conversion to the new CharitableIncorporated Organisation legal structure, which due to thesize and aspiration of the charity offered an appropriatemeans of addressing their longer-term needs.

In addition, 3VA also worked with the new fundraiser,Dionne Davies, to identify funding to develop a successfulpilot music programme for special needs children. Thecharity had not previously been aware of the SussexCommunity Foundation, so 3VA helped the fundraiser withthe application form, emphasising how to explain theintended outcomes of the project and proving the need.

3VA | Annual Report 2013-14 6

Eastbourne: Chairs’ LunchesThe Chairs’ Lunch has long been a regularfeature of 3VA’s calendar and continuesto provide an informal setting forrepresentatives of groups to meet, sharethoughts, ideas and look at how theymight work together.

There is always a theme for the meeting,chosen by the members. These can bevery diverse with speakers from within3VA, local authorities, other trusts andcharities and the commercial andprofessional sector. They are all expertsin their field and willing to give their timefreely to support the voluntary andcommunity sector (VCS). This year sawtopics including the Disclosure andBarring Service, recruiting trustees,creating and using a Facebook page,digital media and engaging with hard toreach communities.

Representatives from local groups havethe opportunity talk about what theirown organisation does. During2013/2014 we heard from Jill Parkerabout the milestone that the JPK Projecthas reached (after several years of work)in buying the land for their newresidential service for adults; Linda

Melton talked about a new Eastbourne-based project called Women Matter,which aims to support women who aresubject to any kind of abuse.

But the most important feature of theseevents for those who attend is theopportunity to meet and network witheach other. Partnerships - bothstructured and informal - are born,people share information about what hasworked for them, what went awry andthey listen and learn from each other. Forinstance the network has linked upCotton Candy, Creative Force andOccupation Arts who are now talking toeach other about their work. OccupationArts also used the network to invitepeople to their launch, which sparked asmall network of people working withdementia in Eastbourne. In addition,individuals such as Keely Rust from ReidBriggs Insurance Brokers have becomerecognised for the professional expertisethey can offer groups in a much moreaccessible way, growing the groups’support network.

The Chairs’ Lunch continues to offer aunique opportunity to share information,ideas and opportunities with colleaguesacross the sector.

| Case Studies

We were impressed with the clear and thorough advice on governance we received whichincreased our awareness of the various advantages and disadvantages of incorporationand how this would affect the running of the charity.

“”

3VA provided patient and practical feedback. I gained an invaluableinsight into how funding bodies assess bids and this support willgive me more confidence when writing future applications.

“”

Wealden: Work with the ClinicalCommissioning Groups (CCGs)3VA has been in contact with the two CCGs (HighWeald Havens Lewes and Eastbourne, Hailsham& Seaford) covering Wealden since theirinception. There has been a long-term focus toour work in demonstrating to the CCGs, who aremostly unfamiliar with the sector, the knowledgeand skills which voluntary and communityorganisations (VCOs) have to offer to the benefitof patients. This has involved 3VA in a dual roleof helping the CCGs to engage with local peopleand organisations and at the same timerepresenting the views of the voluntary andcommunity organisations as potential providersof services and support.

Initially, we met with each CCG, provided themwith a briefing paper on the role of the sectorand discussed potential cooperation betweenVCOs and GPs. In terms of engagement with localpeople and organisations, we provided the CCGswith contacts and encouraged members to

participate in consultations and focus groups, forexample on the proposed reconfiguration ofmaternity and paediatric services and dementiaservices.

One of our key roles has been bringinginformation about the concerns of the sector,gathered via our networks and contacts, to theCCG’s Critical Friend’s Group composed ofstatutory and VCO representatives. Together withRVA and HVA we have brought concerns about anumber of health issues and shared work that isbeing done (e.g. the work we are leading on withthe Wealden Strategic Partnership around ruraldeprivation and the report produced in responseto the East Sussex Hospitals Trust consultation ontheir patient experience strategy).

Through the Critical Friends’ Group we havebeen able to discuss the potential for starting asocial prescribing scheme in the CCG areas –expanding the options for GPs and patients whenfaced with a problem which has its origins in

psychosocial rather than medical issues. We hadperiodically discussed with the CCGs that thistype of scheme might be of interest to them overthe last year. However, it was only through awide-ranging discussion within the CriticalFriends’ Group that it was agreed that thepossibility of a social prescribing scheme shouldbe explored. Subsequently, we did a literaturereview of other social prescribing schemes in thecountry and wrote a briefing about how onecould work in East Sussex. As a result of thatpaper we have been asked to produce a moredetailed plan of what such a scheme might looklike in conjunction with HVA and RVA and we arekeen to pilot this new scheme.

3VA | Annual Report 2013-147 Case Studies |

3VA provided some extremely timely expert advicearound the overall long-term sustainability of ourorganisation and identified a particular weaknessin our financial planning. They encouraged us todraw-up a reserves policy and to explore ways ofdiversifying our income.

“

”

Eastbourne Seniors ForumSussex Community Rail PartnershipCommon Cause Co-operative

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Our strategic role often involvesbringing different sectors togetherfor mutual benefit. One example ofthis is countywide project workwe’ve been undertaking to bringlocal businesses and voluntary andcommunity organisations (VCOs)together. Working with our CVSpartners, HVA and RVA, this projecthas been so successful it is nowbeing considered as a potential new

Community Interest Company, astand-alone venture that could offeran income stream.

Through our work supporting localVCOs, we were aware of a numberof core skill gaps that are restrictingVCOs’ ability to develop or besustainable. Common examples ofskills gaps include legal, finance, HR,IT and marketing. However, theseareas are often areas of strengthand specialism for local businesses.We are also aware that many withinthe business community are keen tomake a stronger contribution to thewider community, so we began

looking at ways to broker thisrelationship and provide a pathway.A series of events were organised,with local VCOs from our network ofcontacts and working with the localbusiness connector and a local PRcompany to bring along thebusinesses. Through facilitatedconversations, more than 100connections were set up betweenbusinesses and VCOs. As weexpected, marketing, web, legal,finance and IT needs featured aswell as other specific needs such asnew trustees. Feedback from bothVCOs and businesses was verypositive and interest was

maintained. Given the way ideasand skills were exchanged, theproject was christened ‘WOW‘ –Wish, Offer, Win.

Bringing businesses and VCOstogether could help create strongerand more resilient communities inmany ways. The businessambassadors met with the Ministerfor Civil Society and his feedbackwas very positive:

| Case Studies

Lewes District: Social Impact MeasurementWe pioneered what may be the first social impact research on a Council for Voluntary Service (CVS) in the country,worked nationally to disseminate this work and worked with local groups to trial the methodology.

In 2013 we undertook the first social impact review of ourwork. This was valuable work, not just for us to betterunderstand our impact and plan services but in being able to share the lessons we learned, providing a new service tomembers in response to growing interest from funders. Theresults have been a cause for celebration for us, and weshared these at last December’s AGM. The interest in thisresearch nationally has been unprecedented. To date, wehave sent the practitioner report to more than 44 other CVSs across the country following requests.

Using our experiences we have begun working with a

number of our members to trial the methodology, particularlyin testing how it scales down to a small, very locally-focusedorganisation. The Downs 60 Plus group was the first of these.As an activity club for the over 60s in Seaford, the Downs 60Plus Club had never undertaken any evaluation work on itsservices and, therefore, this provided a great opportunity totest the usefulness of defining its social impact.

Using a survey method, they achieved a 33% response rateand the results were overwhelmingly positive. The work withDowns 60 Plus demonstrated that the methodology isscalable and can be adjusted to fit the audience, service andsize of the organisation at hand. Social impact research is notwithout its challenges, but we are keen to demonstrate itsvalue by supporting others in implementing it as anotherevaluative tool to assist with understanding need, fundraising,business planning and celebrating success.

I have been impressedwith the service 3VAprovides on so manylevels. The support hasbeen accessible, warmand responsive and therange of knowledgewithin the organisationand through the variousnetworks I have attendedinvaluable.

We now have a goodoverview of what fundingexists and how we canmore effectively tailor ourfundraising for maximumimpact.

“

“”

”

Congrats to the creators of@wow_exchange. Interestingmodel for bringing localbusinesses and charity together.

“

”

3VA | Annual Report 2013-149 Volunteer Centre East Sussex |

Cllr Dowling Visits Ask the Expert

Policy and GoodPractice templatescreated.

6 Volunteer coordinatornetworking forumsheld.

3 Half day trainingmaster classesdelivered.

60Countywide volunteer-involving organisationsreceived 1:1 support.

Volunteer Centre East Sussex (VCES) is the nationally accredited volunteer centre for thecounty, providing support to both individuals wanting to volunteer and organisations wantingto involve volunteers in their work. They also work to raise awareness of the value and impactof volunteering across the county.

867Countywide volunteer

opportunities promotedon the Do-it website.

Key Successes in 2013-14:

• Ask the Expert sessions continued monthly in Eastbourne and were launched inLewes and Crowborough with 6 Volunteering Champions.

• The VCES leaflet for individuals was updated and 2,000 leaflets wereprinted (1,000 for distribution through the 24 East Sussex libraries and the remainingfor use at events and to be given to enquirers).

• Strategic planning meeting completed, attended by VCES alongsidestrategic representation from 3VA, HVA and RVA. Work underway to begin drafting aVolunteering Strategy for East Sussex.

• An advice and resource pack was developed to help support workers withclients with a variety of support needs. Six were distributed and are also availableonline at www.vces.org.uk.

• 534 new volunteering opportunities were created and uploaded ontoVBase.

2,439

9Essential Guidesproduced.

Our own services were delivered withthe support of 11 volunteers who intotal dedicated 19 hours of their timeeach week.

Volunteering enquiriesprocessed and responded

to on Do-it, by phone,email and face-to-face.

7

3VA | Annual Report 2013-14 10| SpeakUp Countywide Forum


• SpeakUp Forum increased to 25 representatives from a diverse range ofcountywide organisations and networks representing communities of place,interest and identity. Thirteen are Chief Executives, nine are senior managers andthree are in voluntary positions (chairs). This year we secured involvement fromCitizens Advice Bureaux across East Sussex and East Sussex Community Voice.

• We secured representation for the voluntary and community sector at SaferCommunities Steering Group – the first ever sector representation and longterm involvement at the East Sussex Community Safety Partnership. We alsocontributed to the first Sussex Police and Crime Plan on behalf of the sector.

• Working in partnership with the Police & Crime Commissioner, the CriminalJustice Board and Sussex Police, SpeakUp Forum consulted 73 community safetyorganisations across Sussex regarding Restorative Justice solutions. SpeakUpForum produced the report Recommendation from the Voluntary & CommunitySector, which was presented to Clinks in May 2014.

• The Big Event 2013 was attended by 153 delegates (including 87 Directors, CEOs,senior managers and Trustees) from 94 organisations. We had a record 34 stallsproviding information about free and low cost support. 85% of delegates ratedthe event ‘very useful’ or extremely useful’; 99% said their expectations weremet and 97% would like to attend it annually.

As a result of engaging with SpeakUp Forum:

SpeakUp Forum isthe countywiderepresentationplatform and voice ofthe voluntary andcommunity sector inEast Sussex.

We bring togetherchief executives andsenior staff fromcountywideorganisations,networks and localCouncils for VoluntaryAction. The Forumsupports them indeveloping effectiverelationships with thepublic sector andrepresenting thevoluntary sector at keydecision-making andstrategic meetings atcounty level.

95%of SpeakUp reps

felt theirknowledge ofissues in the

sector increased.

84%of SpeakUp reps

felt that the workof their ownorganisation

benefited.

79%of SpeakUp reps felt

more confident inrepresenting issues to

public sectorpartners.

“SpeakUp is a unique bodywhich brings together thevoluntary sector across EastSussex enabling it to berepresented on a number ofconsultative and decisionmaking bodies. There are fewsimilar countywide structuresthat work as successfully asSpeakUp.”

Marie CaseyChief Executive Officer, SEAP

“From the County Council’sperspective SpeakUp is a valuedvoluntary sector forum thatplays a key role in providingrepresentation, informing thedevelopment of policy andservices, and bringing togetherthe voice of the sector.”

Philip BakerAssistant Chief Executive , EastSussex County Council

The Big Event 2013

3VA | Annual Report 2013-1411 East Sussex Fire and Rescue Service Community Volunteer Scheme |

• Individuals who have already received a Home Safety Visit (HSV) from ESFRSand identified as vulnerable were offered a Health and Wellbeing visit. Severalfunding applications have been made to increase the scope of this service.

• A phased volunteer recruitment campaign began in the Lewes District.

• A bi-monthly newsletter for the Community Volunteer Scheme is nowproduced and feedback has been very positive.

• Visited by both Cllr Dowling from East Sussex County Council and theMinister for the Civil Society, Nick Hurd MP, to discuss the activitiesvolunteers are undertaking - especially our work with vulnerable older people.

• Two volunteers took part in the VCES-organised Volunteering Championspilot scheme at Lewes library.

• We hosted the South East Emergency Services Volunteer CoordinatorsForum.

• In February 2014, ESFRS and Heartstart Eastbourne delivered a trainingsession to the volunteers. It was a fun, interactive session where volunteerslearned techniques for dealing with people who collapse or show signs ofillness.

2,500 hours

"The whole day was fantasticand lots of interaction from thevolunteers with the generalpublic and the feedback wasgreat from my Borough andStation Commanders. I haveworked with the volunteers afew times now and find themvery pleasant and are a credit toESFRS.”

"Please accept my formal noteof thanks and appreciation foryour kind support at our latestcommunity event...once againthe volunteers were a real creditto the service and I am verythankful for the support youcontinually offer."

"The Volunteers are a reallyimportant part of our ability todeliver the event and specificallyengaging with the public. Theywere all very well turned outand really keen to get involved."

The aim of theEast Sussex Fire& Rescue Service(ESFRS)CommunityVolunteerScheme projectis to support thework of ESFRS inachieving itsvision of ‘saferand moresustainablecommunities.’

Volunteers helpESFRS providefire and roadsafetyinformation, aswell as practicalsupport to thelocal community.The scheme ismanaged by 3VAon behalf ofESFRS.


Cllr Dowling and Nick Hurd MP Visit

Community Volunteers contributed over 2,500 hours of volunteering for ESFRS.They have supported activities with partner organisations, including Wealden

District Council, Fire Fighters' Charity, Lewes District Council, East SussexSeniors’ Forum, Eastbourne Homes and Sussex Police.


The aim of the Chances4Change project is to improve the health and wellbeing of at-risk groups in Eastbourne by identifying and using communityassets (both the physical assets and voluntary and community groups) todevelop sustainable approaches rather than short-term projects.

It is a South East region, Big Lottery funded project (managed by PortsmouthCity Council). Chances4Change is a two-year project that began in July 2013.

Progress in 2013-14:

• Developed a project implementation plan in association with East SussexCounty Council’s Heath Improvement team and Hastings Voluntary Action,which was signed off by Portsmouth City Council.

• Recruited two part-time community development workers on a job sharebasis: Helen Meade, who worked on Transforming Infrastructure EastSussex (TIES) project for 3VA (in November 2013) and Jo Leinster (inJanuary 2014).

• Achieved the first project milestone to map community assets and makecontact with local voluntary and community organisations and strategicpartners.

• Closely worked with Healthy Eastbourne to maximise impact and avoidduplication.

| Projects

The aim of this project was to enable the grounds of theold St Anne’s School site in Lewes to be used by thecommunity for an interim period while its future wasdecided.

Project Set-upA community-led Steering Group was established,including representatives from local residents, communitygroups, county, district and town councils and the Diggerswho held the initial protest on the site about its under-use. 3VA provided leadership and chaired this groupacross the year, held the role of accountable body, heldthe lease for the grounds and administered the sub-lets tolocal groups. We led on the establishment of a reviewprocess which enabled the Steering Group to reviewapplications for use, score consistently and grantappropriate approvals. We have also led in creating aunique legal arrangement with East Sussex CountyCouncil (ESCC) to enable community use while restrictingour liabilities as a charity with limited resources.

Project ProgressSussex Wildlife Trust maintained the butterfly bankestablished at the beginning of the project. Other usesincluded outdoor activity sessions for local children andorienteering by the Rocket Rangers. The focus of theproject underwent a significant shift as ESCC, the site’sowner, declared it surplus to requirements and began adisposal process restricted to community use. 3VA,alongside members of the Steering Group, formed part of

3VA | Annual Report 2013-1413 Projects |

The Transforming Infrastructure East Sussex (TIES) project came about as a result of asuccessful partnership bid to Big Lottery funding made available nationally by theCabinet Office. 3VA was lead partner and was joined by Rother Voluntary Action,Hastings Voluntary Action and Action in Rural Sussex with additional project worksupported by Newhaven Community Development Association and Business in theCommunity. The purpose of the funding was to provide much-needed resources toenable infrastructure organisations to adapt to a more demanding environment.


• 110 representatives from 53 organisations benefited from the delivery ofseminars by local businesses in employment and volunteering law, Real TimeInformation (RTI) in payroll and National Employment Savings Trust (NEST),marketing, basic accountancy and social media.

• Delivery of 3 WOW Exchange events where a total of 114 offers were recorded.

• New and improved services were developed that can generate income with thepotential to increase sustainability and reduce dependence on public funding.

• New income services in HR and Finance, offered by 3VA, received strongsatisfaction ratings from users of the service. The total income generated by thesenew services for 3VA was £16,000.

• A new insurance offer was brokered with Reid Briggs, offering low-cost homeinsurance for those working or volunteering within the sector.

• Support services for the 4 main infrastructure organisations are now betterintegrated and more accessible and partnership working among all four has beenstrengthened.

the assessment panel to review bids for theacquisition of the site.

We provided reflections from our involvement in thisproject and these went on to influence ESCC’sorganisational learning. Since Subud’s selection aspreferred bidder for the site by ESCC we have workedwith them to establish plans for fundraising andgovernance to prepare them to take on the site.

Project Next Steps 3VA will seek to step down from our accountable bodyrole once the sale has been completed as we believethis will have fulfilled the over-arching ambition of theproject – to secure the site for community useindefinitely.

We began work with the Steering Group to explore ifthere is a future role they can play to support the newowners as they develop their plans for the site.

This was undoubtedly a unique project that presentednumerous challenges throughout due to theuncharted territory into which it took both ESCC and3VA. It proved an invaluable learning experience forboth organisations, which has significant relevancegiven the SPACES work underway countywide.

Our work as the accountable body for St Anne’s wasfunded by ESCC.

Families for AutismRotherfield St Martin

3VA | Annual Report 2013-14 14| Projects

Wealden Residents Action Group (WRAG)

The main aim of Big Local funding is to support communities to come together, identify the current issueswithin their area and how they would like them to be improved, going on to develop a vision and an actionplan to improve them.

3VA supported the Local Trust’s appointed consultant to make contact with the Devonshire Westcommunity through our network of local community and voluntary groups. Bringing together interestedresidents to form an initial planning group, we acted as a member, supported community engagementactivities and advised on governance and development. Early on the group made links with local businesses,which are now fully engaged in the project.

Devonshire West Big Local (DWBL) asked 3VA to act as its Locally Trusted Organisation. In this role as the accountable body for this stage of theproject, 3VA holds DWBL funds, provides relevant financial administration and works with the planning group to develop a budget for their‘Getting Started’ funds.

One of the first actions the DWBL planning group took was to establish a small grants scheme to support community groups in its consultationactivities. 3VA was able to provide expert advice on setting up the scheme, including the creation of an application form. 3VA has continued tosupport this work by sitting on the grant panel. Seven grants had been awarded by the end of 2013-14.

In January 2014, residents elected a strong board comprised of local residents (over 50%), business people and strategic partners. 3VA hascontinued to support the development of the DWBL, particularly in establishing their governance and liaising with the Local Trust in the re-profiling of the DWBL budget.

The DWBL board has identified the need for a community development worker to support the development of its action plan and have asked3VA to employ this worker who will be part of the 3VA team but will be supervised by the DWBL chair.

Community StuffFairtrade Eastbourne

The summary financial information above is not the statutory financialstatements, but a summary relating to the income and expenditure, togive an overview of 3VA’s finances. The full financial statements havebeen audited and are available (alongside the trustees’ annual reportand auditors’ report) at www.3va.org.uk.

Statement of financial activities, including income and expenditure account,for the year ended 31 March 2014

It is pleasing to report that during the year under review the income available for ourcore functions was £286,704, an increase of 6% from the previous year (£268,710). Ourtotal incoming resources were lower due to the end of the five-year project funded bythe Big Lottery.Despite the challenging economic environment, we are pleased to reportthat we are continuing to be successful in applying for new grant funding, demonstratingour organisation’s ability to attract funding for new and ambitious projects whilstretaining our core funding.

Our direct charitable expenditure has fallen slightly to £767,483, reflecting the end of thefive-year Big Lottery project, and our total resources expended exceeded our income by£105,104. Of this, £74,892 reflected planned expenditure on projects from incomereceived in the previous year and £30,212 reflected the budgeted deficit on the generalfund using some of our retained surplus to explore alternative sources of income. Ourreserves at the year-end remain satisfactory.

Our major challenge continues to be to maintain effective support for our memberorganisations, helping them to prosper and grow in the face of difficult economicconditions, and to further develop and extend our income-generating activities to reduceour reliance on statutory funding.

3VA | Annual Report 2013-1415 Accounts |

Activities for generatingincome

Incoming Resources 2013-14

£21,845

Direct charitableexpenditure

Resources Expended 2013-14

£859

£626,001

£24,731

£778,540

£11,057

£673,436

£74,892

£748,328

£767,483

Total

Total

Subtotal

Others

Payments Receivedin Previous Years

From charitableactivities

Income investment

Governance costs

Hearing Link

Stay Up Late(Southdown Housing) East Sussex

WildlifeRescue &AmbulanceService(WRAS)

AcknowledgementsA huge thank you to the entire staff and volunteerteam, as well as the individuals and organisationswho have supported our work over the past year.

ImagesPhotographs in this annual report were taken by3VA staff, member groups and by Judith Rickettswhere credited. Thank you to all 3VA members fortheir photo submissions.

FundersOur work would not be possible without the support of:

Documents

3VA Annual Report 2013-14