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One of our roles as a CVS is to provide voice and representation for the sector to help shape the environment we all work in, for our beneficiaries and service users. In health, a key way we do that is in our role on the South East London VCSE Strategic Alliance.
Recently, the SE London VCSE Alliance met for an away day to celebrate progress and think about the challenges ahead. They discussed our strategic priorities, and next steps. Have a read and tell us what you think. Are our priorities right? What are the outcomes we should strive to achieve?
- The Alliance is now one of only three VCSE alliances across the country with multi‑year funding, strengthening our influence within the system.
- VCSE representation has expanded across LCPs, Health and Wellbeing Boards, mental health boards, and emerging integrator functions.
- Collaboration has improved at borough and system level (e.g. young carers, neighbourhood initiatives, and prevention.
- Prevention and Inequalities work (e.g., Trust and Health Creation) has brought new partners and funded examples of VCSE-led health creation.
Challenges identified
- VCSE contributions are often invisible or under‑resourced (insight, community data, trusted messengers).
- Neighbourhood health remains broader than INTs, but system focus is often narrow.
- Geographic funding inequity remains a risk.
- Alliance 'doing' capacity remains tight, and accountability mechanisms need strengthening.
What we want the Alliance to be known for
People’s reflections converged on a strong, shared picture of the Alliance’s identity and purpose:
- A credible, constructive system partner: A trusted, equal partner to the ICB, councils and trusts — both essential and a critical friend, offering a coherent and credible VCSE voice.
- The collective VCSE voice for South East London: A clear route into the sector for neighbourhood health, prevention and commissioning — “greater than the sum of our parts.”
- A driver of health equity: Actively championing equity for Black communities and other underserved groups, with representation that reflects our populations.
- Evidence‑based and impact‑focused: Known for practical, tangible examples of codesigned neighbourhood models, improved commissioning, and measurable impact supported by shared outcomes and health‑economics insight.
- Rooted in neighbourhoods: Grounded in what works locally, bringing community‑based insight into system strategy rather than mirroring top‑down agendas.
Strategic Focuses for the Next 2 Years
We agreed six focus areas:
✅ Neighbourhood Health (beyond INTs)
Strengthening VCSE ecosystems, influencing integrator functions, and ensuring equitable representation.
✅ Population Health, Insight & Data
Developing sustainable, resourced insight and data-sharing models.
✅ Impact & Shared Outcomes
Creating shared frameworks and accessing health economics capacity.
✅ Prevention & Early Detection
Focusing on rising‑risk groups and whole-family models in the prevention offer.
✅ Commissioning & Sector Sustainability
Advocating for multi‑year models, social value, and full-cost recovery.
✅ Workforce, Volunteering & Employability
Addressing workforce challenges and strengthening volunteering infrastructure.
- Go over priorities - do they still feel right? Anything missing?
- What are the outcomes that should sit under each priority?
Practical Next Steps
We will now begin building our two‑year strategy and delivery plan, including workstream scopes, how we can support the flow of knowledge and insights, and our system influencing approach.
We’d love to hear your thoughts! Feel free to drop us a line by emailing christophere@communitylinksbromley.org.uk