Ahead of the 2025 TBE South West Charity Conference & Expo, a roundtable hosted by Milsted Langdon  has brought together sector professionals and charities to discuss challenges facing the Third Sector. Held at Milsted Langdon’s Bath office and chaired by Tim Lerwill, Head of Charity & Not For Profit, the event fostered an open and constructive dialogue about the hurdles charities must overcome to remain sustainable and effective in the current climate. Attendees included Becky Brooks, Director of B&NES Third Sector Group (3SG); Anita Jaynes, Founder of the TBE South West Charity Conference & Expo; and charity law specialists, Alexandra Steffensen and James Barratt from Stone King. Here's a summary of the discussion... Trust and Collaboration Building trust, both within the sector and with funders, is vital for the continued success of charities. The roundtable emphasised the importance of collaboration and shared resources, helping organisations work together to maximise impact and efficiency. Funding Delays and Grant Challenges A recurring issue for many charities is the delayed release of funding, which significantly hinders planning and sustainability. Many organisations find it difficult to commit to long-term projects when they are uncertain about future funding streams. Additionally, excessive red tape surrounding grant applications was highlighted as a major burden, especially for one-year grants that require extensive reporting. Some charities are even relying on staff to complete applications outside of office hours, putting further strain on teams. The consensus was that grant funding should ideally be for a minimum of two years, providing stability and reducing administrative pressure. The Need for Better Matching Between Charities and Trusts Many charities struggle to connect with the right funding bodies, and there was a strong interest in improving the matching process between trusts and charities. This could include compiling a list of available trusts or utilising platforms like Bath’s 3SG to facilitate connections between donors, philanthropists, and organisations looking for support. Potential next steps include: Exploring the idea of a comprehensive database of trusts for charities to access. Engaging with 3SG to discuss trust-charity matchmaking at the upcoming TBE South West Charity Conference & Expo on 5th June at Bath Racecourse. Investigating the use of matchmaking software to streamline the process. Lobbying for Policy Change Advocacy was another key topic, with charities discussing the importance of lobbying MPs to push for more realistic funding structures and less bureaucratic red tape. Engaging policymakers to ensure funding processes reflect the needs of charities remains a priority. New Opportunities: Philanthropy and Investment Managers With increasing interest from investment managers and philanthropists in setting up new charitable funds, there is potential for fresh sources of financial support. Looking Ahead: Collaboration and Innovation The roundtable underscored the need for continued collaboration, better funding structures, and stronger matchmaking between charities and donors. With these discussions in mind, the sector must work towards more streamlined processes, greater transparency, and innovative solutions to sustain its invaluable work. Milsted Langdon will continue to facilitate these vital conversations and explore ways to support the Third Sector in overcoming these challenges. If you’re interested in attending a future Third Sector roundtable event, please email marketing@milstedlangdon.co.uk Thank you to The Business Exchange and Milsted Langdon for this copy.

From a global scale to a local level  When setting up 3SG, Bath and North East Somerset’s Third Sector group, James Carlin was aiming to do some real work on a local community level. What he, and the rest of the world, couldn’t have foreseen was that, just 3 weeks after the launch of ‘Compassionate Communities’ - a part of their organisation specifically designed to bring communities closer together - COVID-19 would take a firm grip globally, and did its best to separate individual people from day 1. Local councils and government bodies were plunging into an unknown future, individuals and organisations went into panic, and fear and mistrust between even good friends began to creep in.  Emergency responses, volunteer coordination and societal damage control was needed at government and grassroots levels. But how to bring people together people when the situation demanded separation, when togetherness equated danger....  You could say it was fortunate then that James’ past experience at UNICEF gave him insight and strategies that could now be employed on a local scale. Instead of pressing ‘pause’ when lockdown began and social interaction was no longer allowed (surely an option?) he saw that he had exactly the structure in place that could, with a swift change of focus, be put to really positive local use, and it could be done quickly. James: “It was just a simple idea. The timing was bizarre. We had Compassionate Communities ready and waiting to go when people needed it at some unknown moment. Then it was suddenly really needed.”  Having been involved himself in global organisations, he had witnessed just how fast it was possible to mobilise volunteers in response to enormous crisis situations, like in Haiti after the earthquake of 2010.  James was able to kickstart a chain of actions to assist and connect those most vulnerable and isolated, street by street, in the city of Bath.  A helpline was set up for information and it became the first port of call for thousands of local people who were struggling to know what to do and where to go for help. He connected with Sarah Williams-Martin, and organisations such as Bath Mutual Aid, to maximise partnership strength and combine knowledge to come up with a joint plan of action. A tsunami of volunteers “We launched Compassionate Communities in February and put out a request for volunteers, aiming to train up maybe 50 people over the year to understand better how to support local communities.”  The request went out just as the people started to see the size and impact of the pandemic.  “I think it was one Instagram post one weekend, the response was almost overwhelming”. 3SG went from being a one-person operation to having six full-time volunteers and almost 2,000 connectors or volunteers. “We had to turn the sign-up page off!” “We not only had a flood of volunteers, but at the same time a flood of people needing help, information, and basics like access to food and medicines. Our inbox was quickly overwhelmed.” 3SG received 200 - 300 applications to become volunteers daily, so dealing with uploading data, cleaning data, staying in touch, getting them reading handbooks and agreeing to our way of working was like a huge staff induction programme in itself.  They had already been building networks that were now ready to use and put the test. A sustainable food partnership was formed giving house-bound people access to information about finding food, creating ‘street champions’ who would help coordinate information and deliveries to those people who needed help most.  “It’s been amazing to see how much good work can be done by people who don’t know each other,” says James. “Almost all of our volunteers are operating out of their own homes, many have never met and wouldn’t recognise each other in the street! What joins us together is compassion and a willingness to be part of the solution, and I’m immensely proud of each and every one of us. So it has become this virtual community. That’s been really unexpected.”  From Christmas calls to vaccine centre marshalling At Christmas, they ran a campaign focused on loneliness and isolation and arranged deliveries of Christmas lunch and a phone call from a volunteer just to chat, to those alone who requested it. Once again they were overwhelmed with offers of help. They linked up with Bath College so that every person offering to make a call received a 2 hour training course on compassionate conversation, which included a safety section. This level of investment in volunteers is unusual and made possible by the foundations that 3SG had set up to foster networks of organisations when they started out. It is paying dividends. Volunteers feel more valued and more engaged and more understanding of how they can help.  When the Bath vaccine centre was set up, they said they’d find volunteers to help the NHS to look after people, direct them, smile, put them at ease. 600 signed up straight away and they had to start a waiting list! Fairly quickly they had to ask those volunteers to reduce the amount of shifts they did, so that all volunteers got a chance to help. What a problem to have! “People wanted to help but didn’t know how. So it showed us that there was no lack of interest in helping but people don’t always know how to help or what help they can do depending on their own circumstances. We were able to enlist people and able to use their different skills, to make phone calls, deliver something, print posters, run the twitter account. I think it showed people just how much they could do.” Looking back at the experience of 2020, the 3SG team nailed their mission to help community individuals, organisations and networks work better together. The speed with which they embraced the changing situation and adapted to meet the needs of their community to provide much needed assistance has been recognised through the city.  James is enthusiastic and positive about the future and the next steps, “It should be laying some solid groundwork for our community when this is finished. That could genuinely make our community a lot better. We’ve experienced a huge wave of people wanting to help each other, wanting to help the people who live on their own streets and in their own city.”  It was exactly the outcome that 3SG was built for but no one anticipated the path it would take to get there.  And that’s something to be celebrated. And something to build on.  Written by James Carlin. Thank you James, you are amazing! Happy 5th Birthday Community Wellbeing Hub!

The Community Wellbeing Hub, covering Bath and North East Somerset, set up to support members of the community, has celebrated its five-year anniversary with more than 15,000 people now having received vital help. Since its origins during the Covid pandemic delivering emergency food parcels and medication to people isolating during lockdown, as well as telephone advice, the Hub has become a central place for residents to access many services that support their health and wellbeing. The Hub has received 32,000 referrals over the five years it has been operating from residents needing help with a wide range of issues including money, housing advice, food access, mental health and caring for others. People who contact them will on average receive support from two or more services. The Community Wellbeing Hub was created by Bath &North East Somerset Council, HCRG Care Group (formerly Virgin Care), the 3SG and other third sector partners in March 2020 and has grown to include 37 partner organisations including Avon Fire & Rescue, Centre for Sustainable Energy and the Royal United Hospital. The Hub has also supported more than 1,200 people who are being discharged from hospitals in B&NES and has distributed 500 HELP packs to ease patients’ transitions back home. A celebratory video made by the Hub partners has been created as part of the anniversary celebrations https://studio.youtube.com/video/KuprHodrxBM/edit. The Hub also celebrated news of being shortlisted for the Municipal Journal Awards, Innovation in Public Private Partnerships, which described the strength and trust across the partnership and being an example of good practice for co-production, delivering for local people. Councillor Alison Born, cabinet member for Adult Services, said: “Congratulations to everyone who has played a part in making the Community Wellbeing Hub the excellent resource for everyone in B&NES that it is today, giving the right support to people at the right time. We are immensely proud of the quick and effective support the Hub continues to provide our community, which is testament to the strength of the relationships between all the partners involved.” Becky Brooks, Director of the 3SG “The Community Wellbeing Hub is a remarkable legacy from the pandemic that is still supporting the most vulnerable residents in B&NES. There could be no better example of what happens when a community comes together to help others and we are proud to be part of that journey.” Residents can contact the Community Wellbeing Hub by calling 0300 247 0050 Monday to Friday between 9am and 5pm.

Imagine walking into a workplace where you feel truly understood - where your strengths are celebrated, and your differences aren’t just accommodated but valued. I am really glad to say that I have finally found that. For neurodivergent individuals, like myself, this kind of workplace isn’t just a nice-to-have; it’s the key to thriving. I have been through a lot to get to this point; I’ve been in workplaces where I’ve been told I’m the problem, I’m difficult, I’m too sensitive, too much, too stupid, too slow, I’ve been bullied, ganged up on, mocked, micromanaged, ignored... You name it, I have probably experienced it. The worst part is, I believed it all. I truly believed it must have been my fault. This happens all too often and it is something that needs to stop. We need to embrace our uniqueness and the skills that we all bring to the workplace. This is as much for our well-being as it is for performance.  Now, don’t get me wrong, even when you are supported at work it doesn’t mean your difficulties suddenly disappear. But you feel better able to ask for help, be open about your struggles and seek a solution. I still have days when I struggle, I get overwhelmed, miss an email or double book myself and it would be all too easy to spiral into a pit of blame and self doubt. But I am now in a team that I can openly talk to when I need support, a chat, or to run through something I’m unsure of, so I am much less likely to end up in a state of burnout. If we practice inclusive ways of working, we are much more likely to create happier, more efficient teams. It just makes sense! So, What Is Neurodiversity, and Why Does It Matter? Neurodiversity is the understanding that brains work in many different ways. Some people process information in ways that are considered "typical" (neurotypical), while others - such as those with autism, ADHD, dyslexia, and other cognitive differences - experience the world differently. These differences aren’t flaws; they are variations that bring fresh perspectives, innovative ideas, and incredible problem-solving abilities to the workplace. Yet, too often, neurodivergent individuals face unnecessary barriers - rigid hiring practices, sensory-unfriendly office spaces, unclear communication styles, or expectations that don’t account for different ways of thinking and working. Neuroinclusion means breaking down those barriers so everyone has an equal opportunity to succeed. Why Neuroinclusion Matters 1. Recognising Strengths, Not Just Challenges Too often, conversations about neurodivergence focus on what people struggle  with. But what if we flipped the script? Many neurodivergent individuals have exceptional abilities - whether it’s an eye for detail, deep focus, creativity, or out-of-the-box thinking. Instead of trying to fit them into a mold, workplaces should be reshaped to let those talents shine. 2. Encouraging Innovation and Problem-Solving Some of the world’s most brilliant thinkers - Einstein, Da Vinci - were likely neurodivergent. The ability to think differently is a powerful asset. A workplace that embraces neurodivergence is one that encourages innovation, where different viewpoints lead to better problem-solving and stronger, more creative teams. 3. Creating a Culture of Empathy and Belonging Everyone deserves to feel seen, heard, and valued at work. A truly inclusive workplace doesn’t just make accommodations - it actively cultivates a culture of acceptance. When neurodivergent employees feel safe to be themselves, it creates a ripple effect of empathy and understanding that benefits the entire team. 4. Taking a Stand for Equity Beyond being the right thing to do, neuroinclusion is also a matter of fairness. Many workplaces were built with neurotypical people in mind, often unintentionally excluding those who process the world differently. Making thoughtful changes isn’t just about compliance with legal frameworks - it’s about recognising the inherent value of ALL employees. Steps Toward a More Neuroinclusive Workplace 1. Rethink Hiring and Onboarding Standard interviews often favour fast talkers and those who thrive in high-pressure conversations. But many neurodivergent individuals struggle with these formats despite being incredibly talented. Offering alternatives - like work trials, project-based assessments, or structured interview questions - can help showcase skills in a way that feels fairer and more inclusive. 2. Make Simple, Meaningful Adjustments Small changes can have a big impact. Providing noise-cancelling headphones, allowing flexible work hours, offering clear written instructions, or creating quiet spaces can make the difference between an employee struggling and one who thrives. 3. Educate and Build Awareness Many challenges stem from misunderstanding. Neurodiversity training for managers and teams helps break down stereotypes and creates a more supportive work environment. It’s not about treating neurodivergent employees as “different” but about recognising that everyone has unique needs and strengths. 4. Empower Leaders to Be Advocates Leaders set the tone for workplace culture. When managers and executives champion neuroinclusion, it sends a message that everyone is valued. Encouraging open conversations and mentorship opportunities can help neurodivergent employees feel supported and included. 5. Develop Clear Policies and Peer Support Networks Having formal policies in place - such as workplace accommodations, mentorship programs, and employee resource groups - reinforces a company’s commitment to neuroinclusion. Even more importantly, peer support networks can provide safe spaces for neurodivergent employees to connect and share experiences. A Call to Action: Let’s Build a Workplace Where Everyone Belongs Neuroinclusion isn’t just a tick box exercise, it’s a movement toward a better, more human way of working. It’s about seeing each person as they are, valuing their contributions, and ensuring they have the space to thrive. When we embrace neurodiversity, we don’t just improve workplaces, we create environments where people feel seen, respected, and empowered. If I can help even just one person feel that way then I will feel I’ve done something right.  So, let’s make the change. Let’s listen, learn, and build workplaces that truly welcome everyone. Because when we do, we all win. Here are some resources that you may find helpful: Neurodiversity Glossary Dyslexia Style Guide 2023 Top 10 tips for reducing dyslexic visual distortion - Defeat Dyslexia The Pocket Guide to Neurodiversity  (short recommended read) Access to Work

Early Help information and signposting for professionals can now be found on the Live Well B&NES website. The resource holds all the information previously held on the Early Help App. It provides: information and signposting links to a range of websites up-to-date, accurate and relevant information an easy to navigate resource, with a site search function a new Early Help directory of services part of a wider information offer, with links to services and support listed on Livewell (e.g. those to support adults needing care or support and the SEND Local Offer) How to access Early Help information: Click on the following link https://livewell.bathnes.gov.uk/early-help or scan the QR code at the bottom of the page then save as a favourite on your phone/laptop Please note the Early Help App will no longer be updated from March 2025. If it’s downloaded on your phone, please remove it now and add the link to Early Help Livewell B&NES to your favourites. Please contact Livewell if you have any feedback Livewell@bathnes.gov.uk or via the website ‘Contact Us’ form.

3SG was honoured and delighted to welcome Mr Mohammed Saddiq, His Majesty's Lord-Lieutenant of Somerset and seven Deputy Lieutenants - Edward Bayntun-Coward, Suresh Ariaratnam, Neil Dowdney, Robert Drewett, Thomas Sheppard, Ian White and Alison Vowles on Tuesday this week to find out more about our organisation. The meeting was kindly hosted by the St John's Foundation, and St John's new CEO, Catharine Brown, joined the meeting, alongside 3SG Chair of Trustees and CEO of Bath Mind, Kate Morton and the 3SG Director, Becky Brooks and Project Managers, Alfiya Khan and Toni Green. We spoke at length about the work that 3SG is currently doing and hopes to do in the future and the importance of an infrastructure charity like 3SG, to support the amazing work of the Third Sector in B&NES. Becky Brooks, Director at 3SG said: "The meeting was a wonderful opportunity for us to showcase the huge amount of work that 3SG is doing to support its 250 members across Bath & North East Somerset. We spoke at length of the challenges the organisations that we support are currently facing and the work that we are doing to better advocate for the Sector in light of this. As well as our everyday support, including a 1:1 service, we also spoke about the networks, training and events that we run to bring the sector together and our more strategic work around social prescribing, social economy and connecting charities and local businesses. "The Lord Lieutenant and the Deputy Lieutenants were incredibly generous with their time and support and we hope that they will spread the message about 3SG and the essential work of the Third Sector here in B&NES far and wide." Catharine Brown, Director at St John's Foundation said: " "It was a pleasure to host this important discussion at St John’s and to highlight the crucial work 3SG does to support charities across Bath & North East Somerset. At St John’s, we are deeply committed to strengthening our community through collaboration, and our partnership with 3SG - particularly through initiatives like the Ageing Well Network - helps to drive meaningful change working with charities to help everyone who needs support in our community” Thank you to Lord Lieutenant, Mohammad Saddiq and the seven Deputy Lieutenants for their generosity and interest in our work and the current landscape of BANES 3rd Sector!

Happy Social Prescribing Day. This is a time to celebrate all the amazing work you are doing. My ask is for everyone to take time to reflect on this, and give yourself some self- love. There is a real movement, and recognition that interventions that help to address more social issues, have a significant impact on wellbeing. In this blog I’m providing examples of best practice, some of the challenges and whether social prescribing requires a paradigm shift. Best practice in Secondary Care A great example of this is St Bartholomew’s hospital heart pathway programme , which has incorporated social prescribing. When people are discharged from hospital they are asked ‘ do you struggle to make ends meet’?. The response to that question can open many doors for that individual, which may not have necessarily been there before. The team have recognised that for too long, discharging people into a lifestyle that doesn’t promote health and wellbeing, will likely lead to that person being readmitted into the pathway. In one recent study , it was found that heart attack patients from a socially deprived background are at a 53% greater risk of premature death, and 58% greater risk of readmission into hospital. “I would consider [social prescribing] to be one of the priority innovations that any hospital leader or executive should be considering, especially with the evidence we know about the significance of social deprivation to clinical outcomes and success of treatments” Dr Andrew Wragg, Medical Director at St Bartholomew's Hospital says.   Challenges - The above provides a great example of how social interventions can improve people’s outcomes. However, as Chris Dayson, Professor of Voluntary Action, Health & Wellbeing says: “At risk of sounding like a stuck record, this #socialprescribingday I think it is important to highlight the challenges facing small local voluntary organisations and community groups. Instinctively, they want to support social prescribing, but face real challenges meeting the additional demands it places on their capacity without additional resources to support this. We wouldn't ask a pharmaceutical company to provide drugs for free, so we shouldn't expect voluntary and community providers to do this either. If social prescribing can't find an equitable way of supporting voluntary and community providers there is a real risk that the approach will become an over-medicalised extension to existing systems and clinical pathways, rather than a more radical community-based model of prevention. This might be an uncomfortable message given the challenges facing the NHS and Integrated Care Boards, but I firmly believe that there are collaborative place based solutions that could be developed that could enable the risks and rewards to be shared across sectors and organisations. These are needed more than ever”. Paradigm shift Some of you will know that I’m a huge advocate for Asset Based Community Development (ABCD), Compassionate Communities, whatever you want to call it. Having had the opportunity to participate in a workshop held by Cormac Russell, early on in my role, it really resonated with me, and set the direction of travel. I was also fortunate enough to listen to Cormac at The Social Prescribing Conference, where he critiqued aspects of the approach, but in a way that got everything thinking differently. In a recent paper, We Don’t Have a Health Problem We Have a Village Problem , Cormac Russell highlights brilliantly the need for a paradigm shift in Social Prescribing. “Thomas Kuhn, who popularised the term paradigm shift, noted that at the edge of every dominant paradigm are new ideas that sometimes coalesce to form a new paradigm. To end on a positive note, perhaps it is possible for social prescribing initiatives to pivot from prescribing social solutions to merge with other efforts to facilitate collective citizen-led health creation. Perhaps they can begin to genuinely support the birthing of approaches like those we are seeing in Greater Rochester. This form of ally building, alongside strategic investment to support a resurgence in co-operatives, would trigger a step change. The seeds of change already exist, but more work is necessary to lay the foundation for substantive action. The first step is recognition of the root cause. We must come to the realisation that we do not have a safety problem, nor a social care problem, nor a youth problem, nor even a health problem; what we have is a village problem. The solution does not lie in reforming each institutional silo but in organising our silos the way people organise their lives, so that the neighbourhood becomes our primary unit of change. Such a step change demands genuine place-based action, pooled budgets, and the release of resources to work upstream to stem the subsidence of our social foundations. In the final analysis, the actualisation of true population health will only be conceivable when alienated citizens rejoin their communities and make contributions; then health will be enjoyed by all. This journey begins at the local level, with caring communities driving the discourse and health care systems taking on a supplementary role”. I strongly believe for too long, including myself, we have outsourced our health to services that don’t necessarily serve us. This is not to say that there is not the need for medical interventions, my point being that an overreliance on a medicalised model does not address the root causes. At a recent event I attended, Dr Rangan Chatterjee openly admitted that despite 20 years of medical experience, the patient/individual will know there body far better than I. I think some in the medical world can view more person centred social approaches as a threat to conventional medicine. To me, I see this approach as something to complement the medical model. My ask is for all of those working in a more traditional way is; how could a more person centred holistic approach, help the people you are working with?? As opposed to reaching for the medical cabinet, could a social intervention help alleviate the root cause of the issue, and not cover over the cracks. As always any questions please do get in touch david@3sg.org.uk

The move toward digital-by-default services continues to exclude many in our community from accessing essential services, education, and employment opportunities. The Digital Divide Collective , led by Bath Bridge and  Tech4Good South West , has been working to address these challenges. We've recently been awarded a  University of Bath Participate Grant  to research specifically how addressing digital exclusion can contribute to improved health and wellbeing outcomes in our community. This research aims to strengthen our evidence base for advocating local policy initiatives and resources to tackle digital exclusion. The Digital Divide Collective has been making significant progress: Recruiting part-time coordinator through a start-up grant from  Good Things Foundation Building partnerships with Twerton & Whiteway Community Network, Southside Project, Bath City Farm, Bath City Football Club, and Reconnecting Twerton Distributing devices and data SIMs to those in need through our growing technology bank Delivering digital skills workshops with Learn My Way programme from the Good Things Foundation to local community groups With the recent release of the  UK Government's Digital Inclusion Action Plan , we're well-positioned for future funding opportunities to expand our impact in BANES. How You Can Help! As a leader in our local charity sector, your insights and experience are invaluable. We'd like to invite you to: Complete our  Participate Grant survey : Share your perspective (or perhaps ask some key workers within your teams) on digital exclusion in the communities you support and help inform our research on how addressing the digital divide can improve health and wellbeing outcomes. We have paper copies if that would be easier for you let me know. Attend our participatory  co-design workshop : Join us on 25 April 930-1130 at BRSLI in Central Bath to review the survey data and collaborate on developing our "Digital Playground" initiative and other digital inclusion efforts that directly address the needs of local residents. We'll work to refine our understanding of digital exclusion in BaNES and co-create practical solutions.  Workshop Details - Date: 25 April Time: 9:30 AM - 11:30 AM Location: Bath Royal Scientific and Literary Institution (BRSLI), 16-18 Queen Square, Bath RSVP:   Sign up here .  A stipend of £50 is available per charity participation, thank you in advance for bringing your perspectives to this! To stay connected to the Bath Digital Divide Collective - we invite you to: Join our LinkedIn group for the Bath Digital Divide Collective  to participate in ongoing community conversations Follow our LinkedIn business page  for the latest news, announcements, and events.

The Disabled Childrens Team (DCT) works with children and young people who have diagnosed disabilities or health conditions which have a significant impact on their day to day lives from birth through to 18 years old when they transition to Adult Services.   Following on from a recent consultation with parent/carers, B&NES Council are now looking to introduce a new commissioned service which provides families with more choice and flexibility, with more tailored support supporting outcomes detailed in the childs care plan. To compliment the services already on offer in Disabled Children’s Team (DCT) B&NES would like to implement a service via a block contract arrangement which, better meets the needs of families accessing the service , provides more flexibility and choice for families and continuity to service delivery.   The majority of the support required is carried out on a 1:1 but sometimes 2:1 support is required. To provide a home and community-based provision in daytime, evening and at weekends. This includes school holiday hours. Individual/small group support for activities outside the child/young person’s home. A sitting service in the child’s home with the disabled child/young person. Short term practical support in the child/young person’s home at times of family pressure. There is no overnight provision   If you are interested in delivering a service similar to the above please contact kay_sibley@bathnes.gov.uk There is a online market event taking place on 17th March 2025, 10am – 11.30am which will launch and outline a funding opportunity for organisations to deliver support services for B&NES Disabled Children’s Team (DCT). Email kay_sibley@bathnes.gov.uk to be sent the Teams link.

Local charities in B&NES are being forced to take action due to National Insurance increases, rising costs and an uncertain commissioning landscape, an annual survey has found. This is the fifth year that Bath & North East Somerset Third Sector Group (3SG) has run its annual state of the sector survey, which saw a shake up of its usual format. As well as the usual surveys, which were sent to all 3SG members, interviews were held with organisations at the end of last year to gather more in terms of qualitative data. 3SG is a charity which provides vital infrastructure support for 250 Third Sector member organisations. This includes 1:1 support, information sharing, events, networking and advocacy with the NHS, local authority and national Government. The top pressures reported via the survey were funding (76% of respondents), capacity (61%), staffing & recruitment (28%) and volunteering (25%). Over 40% of organisations reported being at capacity for delivering services and 23% are operating over capacity. Organisations seeking new sources of income continue to grow, with 20.8% now selling goods and services, up from 13% in 2022/23. Grants and funds were still the top source of income at 27%, with public donations and legacies at 15%. Whilst the proportion of income from grants, trusts and foundations remains the largest income for responding organisations, it has declined steadily, from 34% of income in 2022/23 down to 27% in 2024/25. The proportion of income from Government grants has also decreased by nearly 50% since 2022/23. Over 75% reported feeling concerned about financial viability for the next twelve months, with issues around long term funding, increasing costs and financial pressures, diversification of income and fundraising challenges (public donations from organisations responding had dropped by nearly 4%), staffing and sustainability and the dilemma of creating short term stability at the expense of long term strategic planning and adaptation. Concern has dropped since last year, but worsened since the pandemic overall. Over 41% of respondents have been using reserves to meet core costs and over the past three years, it is evident that this figure is rising. In 2022/23, this figure was 32% and up from 25% in 2020/21, nearly doubling reserves usage for core costs since the pandemic began. However, there was a 9% increase in organisations reporting over three months’ reserves.  79% have had to seek new income, which has included increased efforts around community fundraising and appealing for individual giving, despite this dropping as an overall proportion of income. Most organisations are suffering from rising costs, amounting to between 10-30% increases amongst respondents. 36% said that National Insurance increases will impact them negatively, costing respondents an extra £1.2m. Viability of services and concerns over long term funding are similar to 22/23 levels, as we emerged from the pandemic. The survey also revealed that three quarters of respondents have taken action as a result of spending pressures, with 40% spending reserves they had not planned, 66% reducing services and/or increased prices for services - 20% had made redundancies or cut staff hours. Overall, 52% reported that they were either extremely worried or worried about the next twelve months. Concerns over long term funding have increased from 75% to 89%. Of the organisations completing the survey, approximately 4,477 residents had volunteered for these local charities and 21% said that volunteers were supporting over 80% of their delivery. In more positive news, over half of the respondents were looking at working collaboratively  and more than 36% had worked with multiple charities. 30% reported using AI platforms with 23% using this technology regularly to help with capacity. There was also a great deal of positivity for 3SG’s annual Volunteer Fair, which is due to take place again at the Apex Hotel on Friday, 17th October. Concerns around staff wellbeing had dropped this year from 70% to 56%, and whilst staff recruitment still remains a top issue, levels of concern had reduced slightly from 59% to 52%. In the past 18 months, 3SG has moved into greater advocacy work with the local authority and its commissioners. Respondents called for the opportunity to co-design tenders and asked commissioners to engage more and prioritise prevention services. Becky Brooks, Director at B&NES 3rd Sector Group (3SG) commented: “Our thanks to all the 3SG members and local organisations that took part in the Annual Survey. This feedback gives us a vital, in-depth understanding of the issues facing the Third Sector and it helps us to plan our services for the year ahead in terms of providing the most support.  “The Sector is having a really hard time right now with rising costs, new rounds of procurement changing the landscape and funding becoming increasingly difficult to secure. 3SG is currently delivering Social Economy West, a sustainability social economy programme that we hope will support organisations who are looking at other avenues for income generation. Most recently, we held a very successful event with Komedia to matchmake local charities and businesses, and we hope to run another of these in future. We believe that there are people out there who want to help, but they are not sure how to or where to go.  “These types of events should be a small step in bridging that gap and ultimately help to strengthen the sector, but we know that even businesses are finding it hard to donate cash - so we are focussing on how we better use people’s skills and time. “We will also be looking to do more with the Council over the coming months around commissioning; would like to offer more on AI learning and also to encourage more work around diversity and inclusion. In the past year we have relaunched the Volunteer Network and want to strengthen this offer, working with the new local provider.  “3SG will continue to do everything it can to help support the local Third Sector here in B&NES.” Kate Morton, CEO of Bath Mind and Chair of 3SG’s Board of Trustees   said: “3SG’s survey is unique in our region and is a powerful barometer of the challenges and ambitions of the B&NES Third Sector in 2024-25.  The results show that unsurprisingly, the same challenges remain - and unfortunately, these pressures are only getting harder to resolve. “In 2025 we need to be looking at ways in which we can work creatively and collaboratively to bring new initiatives to the table and to forge better relationships with the Local Authority and the Integrated Care Board.  The Third Sector needs to be heard more and supported, and to play an equal and vital role in identifying solutions with our statutory sector partners. We can collectively demonstrate the Sector’s social impact and value, because without the work of the Third Sector, residents will undoubtedly see a loss in services and as a consequence, increased pull on the statutory sector. The system will struggle to meet the increasing needs without us.” To join 3SG or find out about how it supports charities and Third Sector organisations with training, advice, support and networking events, visit: www.3sg.org.uk  or sign up for the 3SG newsletter https://bit.ly/3SGNEWSLETTER

The first quarter of 2025 has been nothing short of a series of unexpected and challenging announcements. So, as we step deeper into a year of increasing uncertainty and complexity, strengthening our leadership capability has never been more crucial.  Now, more than ever, the third sector requires leaders and advocates who are agile, innovative, and, above all, resilient! To successfully grow and scale our organisations, we must provide clear direction while fostering cultures where our people can truly flourish. That’s why we are delighted to invite you to take part in our Leadership Development Programme  under Social Economy West . This programme is designed to equip 3rd sector leaders with the skills, insights, and adaptability needed to navigate today’s challenges and achieve greater impact and environmental and financial sustainability. This support is fully funded and requires you to be part of the Social Economy West Project. See (*) below. Programme Overview Led by Sarah Williment , Founder of The Questioning Iris Co. , an experienced organisational development consultant who has been supporting 3SG BaNES  and working with charities and social enterprises, this programme will offer: ·        Four interactive, in-person modules  (three hours each) ·        Four virtual check-ins  (one hour each) to reflect and apply learning ·    A highly participatory approach , focusing on real-world leadership challenges and reflective learning Who is this for? This programme is designed for leaders looking to: Strengthen their ability to navigate uncertainty  and drive economic resilience & environmental sustainability Enhance their leadership agility  to support their teams effectively Gain new leadership insights , frameworks, and practical tools for daily application Cultivate environments where individuals and teams thrive and perform at their best Build inclusive organisational cultures  that celebrate diversity and high performance This will be an interactive and engaging journey, fostering rich conversations, shared learning, and practical strategies that can be applied immediately. * To be eligible for this support, you must be – ·  Part of the Social Economy West Project. You can apply for it here: https://www.businesswest.co.uk/grow/social-economy-west#form ·  An established organisation based within the West of England (Bath & Northeast Somerset, Bristol or South Gloucestershire) and have filed a minimum of 1 year’s full accounts. To apply, please register your interest here   or simply copy this link on your browser: https://forms.gle/CL7JBgqWjxDJ4vmF8 If you have any questions, then please do not hesitate to contact our Project Manager, Alfiya Khan – alfiya@3sg.org.uk

This International Women’s Day, Climate Hub BANES want to celebrate the incredible women across Bath and North East Somerset who are making a difference—whether big or small—in the fight for a greener, more sustainable future. They believe every effort deserves recognition, from those who have transformed their gardens into wildlife havens to those leading sustainability initiatives in workplaces, running community projects, or advocating for change at a policy level. They are inviting the community to nominate and celebrate women who are making an impact. In March, they’ll be hosting a Tea and Cake Get-Together at the Hub. This event will bring nominees together to share their stories, connect with others, and be recognised for their contributions. To nominate someone, please complete  this form . (Please note that nominees must be happy for us to contact them.)

The finalists for Bath Life Awards 2025 have now been announced, and we are so proud to congratulate some of our wonderful members who have made it to the prestigious final on March 27th. We're delighted that 28 of our member organisations are in with a chance of winning across 8 categories. Local businesses and charities were able to nominate themselves for free in any of the 23 categories to be in with a chance of receiving well-deserved publicity and recognition. For 3SG members, the Charity and Civic categories offered specific opportunities, but charities and third sector organisations were also able to nominate themselves in categories that relate to their work (such as Health & Wellbeing), until nominations closed two weeks ago. The finalists in the Charity category are... Bath Cats and Dogs Home * Bath and North East Somerset Carers Centre * Bath Rugby Foundation * Dorothy House Hospice Care * Genesis Trust * I Can and I Am * Mentoring Plus and Off The Record * ReMind UK * Share and Repair * Wiltshire and Bath Air Ambulance Charity The finalists in the Civic category are... 1st Impressions * Bath Carnival * Bath Community Kitchen * The Bath Independent Bath Women’s Fund * Future Ambition Civic Agreement Kingswood School Radio Bath * The Rotary Club * Welcome Ambassadors (by Bath BID, Bath Business Improvement District) * 3SG Member organisations have also made it to the Bath Life Awards final in alternative categories: Arts & Creative Bath Arts Collective * Bath Carnival * The Holburne Museum * The Museum of East Asian Art * Theatre Royal Bath * Voices for Life * Education Bath Spa University * Employer Bath Spa University * Event Bath Carnival * Fireworks on the Rec, Rotary Club of Bath * Komedia Bath * Winsley House Place Project by Dorothy House * Health & Wellbeing Teen Yoga Foundation * RUHX * Legends Bath Royal Literary and Scientific Institution * RUHX * The Holburne Museum * Leisure & Tourism Bath Abbey * The Holburne Museum * The Museum of East Asian Art * New Business Bath Arts Collective * *3SG Member Organisations Congratulations to all finalists and thank you for all of the amazing work you do! The Bath Life Awards Final will take place at The Forum, Bath, on Thursday 27th March. Find out more here.

NCVO have t eamed up with the Big Give and Global’s Make Some Noise to launch a new Small Charity Week match funding campaign , created to deliver much needed funding to the sector. This initiative will provide small charities the opportunity to apply for unrestricted funding, helping them continue delivering essential services at a time when they are under increasing financial pressure.   Applications are now open for this seven-day online campaign, running between 23-30 June 2025. Donations made during the campaign will be doubled through Big Give’s match funding model, thanks to the generosity of Champion funders, including the players of People’s Postcode Lottery. This means each pound donated goes twice as far in empowering small charities in their mission.   Charities with an annual income between £5,000 and £1 million are eligible to apply for match funding, helping them to raise vital funds and maximise their impact. Exclusions apply, see website for full details.   To help you submit the best application possible, the Big Give is hosting a webinar at 12.00 on Thursday 6 March to share hints and tips on what makes a good application. Click here to register. Key dates: Applications open: Wednesday 19 February  Applications close: Wednesday 2 April  Funding offers announced: Wednesday 7 May  This initiative is part of Small Charity Week, which celebrates the essential role of small charities in strengthening communities, providing training, networking and advocacy opportunities to support their resilience and sustainability. Please note that the Small Charity Week website has been updated and can now be found at smallcharityweek.org.uk .

The Women's Work Lab is opening applications for the April 2025 Bath programme this week, supporting unemployed mums to become work ready and are thrilled to be offering more opportunities this year.  The bespoke classroom training and work placements focus on building confidence, ambition and employability skills. They specialise in unlocking potential and laying the foundations for a brighter future. Outcomes for participants include new careers, positive role modelling for their families and communities and the creation of a vital support network. Applications are open now and they would love to hear from any women who you are connected with that you think would be a good fit. They are keen to reach out to as many community groups as possible to hear from women who may be interested in taking part. Typically they work with mums who have experienced barriers to work such as lone parenting, domestic abuse, poor mental health or children with additional needs. There is plenty of information on the website . They will be following a shortlisting process for all applications which will then be followed up with an informal interview before formally offering places on the programme. The main things you need to know: Course Dates   Free 12 week part time programme starting April 23rd 2025.  Open to mums who are unemployed or mums who might be working part time or those who aren't eligible to receive benefits.  Applications welcome from across Bath providing mums can get to Newark Works, 2 Foundry Ln, Bath BA2 3GZ If you have young children the job centre should be able to help with additional childcare via the Flexible Support Fund. Speak to your job coach.  Travel expenses provided for the training and work placements Mums can apply via our website www.womensworklab.co.uk

The Check in and Chat service, by NHS and Care Volunteer Responders, is open for referrals and self-referrals.   If your organisation does not offer a telephone support service, the NHS and Care Volunteer Responders’ Check In and Chat service is available. The free service offers friendly phone calls from volunteers, providing companionship and reassurance to those who may be isolated or in need of connection.  The free service is available for one-off chats or regular calls of up to 18 weeks. If you want to find out how to make a referral, or how to promote the service to the people you support, view the communications toolkit here , visit the NHS Care Volunteer Responders website , or call 0808 196 3382 to make a referral.

The Saltways, a specialist filmmaking agency for charities, are running free workshops for non-profits on different aspects of filmmaking including how to create effective content using your phone. The Saltways believes that " all charities should be able to create effective and ethical films, no matter what their size." They have a range of free workshops available to meet the unique needs of charities, as well as bespoke group workshops at request. Coming up they have workshops on 'Fundraiser Content Creation' and 'Video Storytelling for Grant Applications'. Find out more here: https://thesaltways.com/workshops/

Dear potential contestant, dare I say potential winner… You are invited to apply to our 12th Dragons’ Den! Our Dragons’ Den community event is designed to enable residents and organisations to receive money and support to carry out projects that will benefit and improve the communities within Radstock and Westfield (including Writhlington, Clandown, Tyning and Haydon). Residents, groups and organisations are invited to apply to take part to win up to £1,000 each – and make good things happen in our community! The first 15 applicants will be given the opportunity to pitch, so get your applications in quickly once the application process is open!  The community* decides! Applicants will be making their pitch to the audience (made up of residents), who will vote for their favourite 5 projects. There will be up to ten winners! There will be cake! There will be fun and a chance to connect with the community and stakeholders (last time from Quartet Community Foundation, 3SG and Craig Shaw). The application form is simple and quick to fill in, all you need is an idea to make your community an even better place to live!   For more details, please contact Rob:  robwicke@radstockwestfield.org.uk  /   07901950114   *Please note that only residents, volunteers and people who work in Radstock and Westfield area are able to vote, map here: About Us – Big Local | my Radstock | my Westfield ( radstockwestfield.org.uk )   Importantly, it’s the residents themselves who will decide which projects are their priorities.

SAFEcic is pleased to announce it is restarting its FREE Safeguarding Consultation service which proved very popular last year. Consultations are available on a first-come, first-served basis. Don't miss out on this free opportunity. Email them at consultations@safecic.co.uk to arrange your FREE consultation which offers help and advice on: - Policies and procedures - Safer recruitment - Safeguarding training - Single Central Record - DBS Checks - Best practice - and much more SAFEcic is a not for profit community interest company dedicated to improving safeguarding wordwide. Find out more on their website here.

At the start of 2024, an exciting journey began with the Social Economy West Project . Designed to help charities, Community Interest Companies (CICs), social enterprises, and other third-sector organisations become financially and environmentally sustainable, this initiative has already made a meaningful impact across Bath and North East Somerset, Bristol, and South Gloucestershire. Funded by the West of England Combined Authority and supported by Business West, this project is all about providing the right support at the right time. Over the past year, I’ve had the privilege of working alongside incredible organisations that are making a real difference in their communities. Each one has unique ambitions, challenges, and goals, but they all share a common drive: to grow their impact and create lasting change. At 3SG , we understand how tough it can be to think strategically about the future when day-to-day challenges are already so demanding. That’s why we are dedicated to offer tailored support—designed with you and for you —to help navigate uncertainties and prepare for what’s next. A Year of Impact Over the last 12 months, we have worked with a wide range of organisations, helping them: Diversify their income  and develop sustainable funding strategies Reach more people  and expand their services Build capacity  and enhance resilience Collaborate effectively to encourage co-production and connection. Seeing these organisations flourish and take their next big steps has been incredibly rewarding. It’s proof that with the right support, the social economy can thrive even in uncertain times. First Steps Bath is a childcare charity that operates three local community nurseries in Bath. Last year, they received 12 hours of fully funded consultancy support through the Social Economy West Project. During our final catch-up to discuss the outcomes and their experience, Chief Executive Officer Roz Lambert shared: 'The support through Social Economy West has been essential in helping us gather factual evidence to make strategic changes and explore realistic options to generate a surplus, ultimately increasing our impact.' The journey doesn’t stop here. As we continue delivering the Social Economy West Project, we remain committed to helping third-sector organisations strengthen their foundations and grow their impact. If you’re part of a charity, CIC, or social enterprise looking for support, we’d love to hear from you. Let’s work together to shape a more resilient and sustainable future for our communities. Click here  to find out more about the project and future events.  Get in touch with me on alfiya@3sg.org.uk and let’s explore your next move—because your success is our shared mission!