The decision was taken in the context of the evolution of community development and of CDF \u2013 from 1967 as a non-departmental public body and charity with offices in the nations, to an independent social enterprise in 2011, delivering a number of products and services primarily in England. Devolution of power and money \u2013 first to nations and now cities and localities \u2013 has influenced the way in which we operate and shaped the way community development is applied and resourced.<\/p>\n
Organisations undertaking community development have also evolved as a response to the narrowing gap between suppliers and consumers of services; the latter expects \u2013 demands \u2013 more involvement in the decisions that affect their lives. And whilst many continue to undertake community development as an occupation or as a local activist, community development approaches are now adopted more broadly across different sectors and job types \u2013 from housing to health, regeneration to economic development. We know this from the positive response to the uptake of the training programme that we launched in 2015 and the trademarked Love Your Community quality mark, which supports and recognises effective community engagement in small businesses.<\/p>\n
Latterly, in response to the difficult financial situation facing many communities, CDF has focussed its attention on influencing and getting as much resource \u2013 time, money, support \u2013 to local community groups. The 1000s of small organisations that we have worked with are the lifeblood of our communities. We invested our resources and, in 2014, we set up\u00a0Just Act<\/a>, a digital platform which provides resources, signposting and networks for those active in their communities. And later in that year undertook our own research called\u00a0Tailor-made<\/em><\/a>, to help people make the case for investing small grants to catalyse and support community-led approaches to tough social problems.<\/p>\n We have adapted to this changing environment but, as good governance demands, began to question whether our business model was the best for achieving our charitable objects. Our ability to reach multiple audiences, promote and deliver different products for them and to work locally from a national base no longer felt appropriate. We could, of course, have reorganised, but the period\u00a0 required to undertake radical organisational change would have absorbed disproportionate time and money. We would rather we apply this money to continue to meet our charitable objects and preserve our recent investments through othersrather than sustain the organisation for its own sake.<\/p>\n Hence, since the decision was taken in December CDF has been going through a process to identify the best homes for its assets \u2013 funds, products and services. We have balanced the need to execute a managed closedown and diligently meet contractual requirements, with the need to move swiftly to protect as much of the cash resource as possible.<\/p>\n A number of organisations approached us in December 2015, specifying an interest in particular products and so in February 2016 we asked them to submit more detail. The most important factor for us \u2013 as well as a track record of working with communities,\u00a0 community organisations and relevant stakeholders \u2013\u00a0 was their ability to demonstrate enthusiasm and commitment to a particular product or service. We wanted to be assured, as far as is possible, that that the investment to date would not be wasted and that CDF\u2019s legacy might continue for the foreseeable future. We have, of course, sought legal advice throughout the process, so that any transfer meets charitable requirements. In December 2015 and January 2016 I was overwhelmed with kind comments about the decision, with many describing it as brave and strategic.<\/p>\n \u2018I just heard your news officially and I wanted say how sorry I am, but how much admiration I and my colleagues have for this brave and farsighted decision. Your board and your senior team are to be congratulated for your decision to wind down gracefully in a well ordered and proper manner.<\/em><\/p>\n It is a pity that such a brave and difficult decision will be unlikely to feature in the press, to illustrate how well managed charities can be and to applaud you personally.\u2019 \u00a0\u2013 National infrastructure organisation<\/em><\/p>\n We know that the announcement has come as a surprise and disappointment to those who have drawn upon CDF\u2019s advice and resources over five decades. We hope that the decisions and information set out in this newsletter, will reassure readers that they will still be able to access much of this support through the transfer of our assets. In addition,\u00a0here<\/a>\u00a0is a sheet which provides information on other places where organisations may find support. \u00a0<\/em><\/p>\n \u2018ohhhhh \u2013\u00a0 I am really, really sad to read this. You have been so instrumental, do you know how much a resource, an encouragement and a blessing to so many of us you have been at grass roots? Hope the winding down goes smoothly\u00a0and that your mantle is transferred to equally qualified and nice people as yourselves. Thank you for all you have done and given.\u2019 \u2013 Community organisation<\/em><\/p>\n Transferring assets to a community development organisation<\/strong><\/p>\n This is a story of two halves. In 2010 the Big Lottery Fund (BLF) tendered for an organisation to manage its Big Local programme. BLF wanted to transfer its largest endowment to date of \u00a3200m to deliver Big Local in 150 areas in England over a period of at least 10 years. CDF brought together a consortium, won the work and set up a new independent organisation,\u00a0Local Trust<\/a>, in 2012. Local Trust has very similar charitable objects to CDF and is tasked with undertaking a community development approach in those areas. We have seen this approach begin to bear fruit and there is an appetite from Local Trusts\u2019 trustees and staff to advocate for this beyond the 150 areas. The problem is that the endowment, whilst large, cannot be applied for any activity beyond the Big Local programme and areas.<\/p>\n When CDF took the decision to close, its primary aim was to continue to apply its remaining funds to advocate for and influence investment in community development. CDF has, therefore, decided to transfer \u00a3500,000 to Local Trust to undertake this work, drawing upon the evidence they and others have and apply this beyond the Big Local areas. Local Trust will take some time to set out what this legacy will look like. Local Trust will be operating until 2027 at the least and so\u00a0 this decision provides a stable platform to think and act strategically about community development.<\/p>\n Debbie Ladds, chief executive of Local Trust, said: \u201cWe\u2019re proud to have been chosen to receive this legacy, as CDF are an organisation with whom we share values, a passion for communities, and much of our own history.<\/p>\n \u201cWe have huge respect for the calm and planned approach CDF have taken to managing their closure and to securing a strong legacy. We\u2019re committed to using the money wisely to think and act strategically about community development, taking advantage of our future life-span of at least 10 years.\u201d<\/p>\n Community development legacy project<\/strong><\/p>\n Trustees have been keen to use part of CDF\u2019s resources to help identify possible\u00a0 futures for\u00a0 community development. We prepared a brief and circulated this to a small number of organisations that we know are interested in the role communities can play in determining their own futures. We asked them to indicate the type of interest they had \u2013 leader, contributor, funder.<\/p>\n We are pleased to announce that\u00a0Local Trust<\/a>, will lead this work and that other organisations approached have committed to co-fund and contribute content to this project to match the \u00a320,000 we have allocated. We hope more will contribute along the way. This will not be a review of CDF\u2019s history and work, although we anticipate that there will be a succinct reference to this. The legacy project may also help Local Trust to determine the priorities for the funds set out earlier.<\/p>\n In addition, news of the CDF closure has led to an event being organised by the Third Sector Research Centre in April 2016, called\u00a0Community Work; looking to the future.\u00a0<\/em>Additionally,\u00a0 we asked people to contribute to the national survey on community development in our February newsletter. We hope that these will inform a vision for contemporary community development, which may also help inform the legacy project.<\/p>\n \u2018The forthcoming closure of CDF is salient, but we should remember that this is\u00a0not\u00a0<\/strong>the closure of community development (cd), it\u2019s the closure of (yet another) organisation. There is still lots of cd and cd type stuff going on out there in communities. And there are some other organisations that might not have cd in their name but are also supporting valuable community development activity \u2026 \u00a0Additionally, for some people, the Just Act Forum has been a really useful practitioner network, and presumably this is something that CDF will be looking to house elsewhere.\u2019 \u2013 CDF Associate<\/em><\/p>\n Just Act<\/a><\/p>\n Launched in 2014, our digital platform brings resources and networks to people and groups active in their communities and signposts them to the support, advice and opportunities offered by many other organisations nationally and locally. We were initially approached by a handful of organisations interested in taking over ownership. We invited them to set out how they would maintain the platform\u00a0 in the short and medium term. They were offered the intellectual property rights (IPR) only and the benefit of the development investments to date.<\/p>\n We are pleased to announce that\u00a0Crowdfunder UK<\/a>\u00a0will both receive the IPR and also \u00a320,000 to support Just Act\u2019s maintenance and development for two years. Our ambition is that Crowdfunder continues our work, providing funding opportunities, support and commitment to communities across the UK \u2013 expanding and growing the Just Act network.<\/p>\n Phil Geraghty, MD of Crowdfunder said: \u201cWe are excited about combining the force of Crowdfunder with the brilliant networks of Just Act \u2013 driving the expansion and growth of the platform by connecting up our partners and projects with the site to provide ongoing support and opportunities direct to the hearts of communities across the UK.\u201d<\/p>\n \u2018This was such a sad message to receive but what a professional action plan and a vision for future development. I am guessing this will be no easy time for your team and I wish you every success in your transition. Take comfort in the fact that you have served wisely and helped a lot of small organisations like ours survive and many many thanks for that.\u2019 \u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Community organisation<\/em><\/p>\n Love Your Community quality mark<\/strong><\/p>\n The Love Your Community quality mark was developed in 2013, tested in 2014 and rolled-out in 2015. This is a structured application process which assesses and recognises effective community engagement practice at project (Silver), organisation (Gold) and supply chain (Platinum) levels. Our aim was to develop a standard which could be achieved by small and medium sized businesses, but we have attracted a wider interest in this award. Over the past twelve months, a number of organisations have already achieved silver and gold levels.<\/p>\n We were approached by a handful of organisations interested in taking over ownership. We invited them to set out how they would apply the quality mark and maintain it in the short and medium term. They were offered the intellectual property rights only and the benefit of the development investments to date. We are pleased to announce that\u00a0Business in the Community<\/a>\u00a0(BiTC) \u2013 with whom we have worked closely to identify potential award linkages \u2013 will be transferred the intellectual property rights and trademark along with a small grant of \u00a310,000, to cover the quality mark\u2019s development over the next two years.<\/p>\n Community Investment Coalition<\/a>\u00a0(CIC)<\/strong><\/p>\n In 2012, CDF with other partners, set up CIC to bring together key organisations with an interest in influencing the provision of fair credit to individuals, households and small businesses. It has brought together many other organisations, politicians and networks \u2013 across the UK and internationally to raise the profile of the community finance sector, use community experiences to inform national policy andundertake research into barriers to accessing financial services and products. The campaign has had a number of successes and CDF Trustees felt that this should continue as the need for improved access to fair financial services remains.\u00a0Responsible Finance<\/a>is one of the founding coalition members and CIC will transfer to this organisation with a budget of \u00a375,000 to continue this work over the next two years.<\/p>\n Jennifer Tankard, Incoming Chief Executive of Responsible Finance said \u2018I am delighted that Responsible Finance has agreed to host the Community Investment Coalition, allowing the campaign to continue.\u00a0 Responsible Finance was a founder and will continue as a partner of CIC, whose campaign goals include the need to scale up the alternative finance sector.\u2019<\/p>\n Community development and engagement training<\/strong><\/p>\n CDF launched a new training programme in 2015 that demonstrated the appetite for training in community development from different sectors and from people undertaking different roles. We co-developed these\u00a0CPD<\/a>\u00a0(Continuing Professional Development) accredited courses with three CDF associates. The courses range from An Introduction to Community Development, Community Development for experienced practitioners, How to engage with Communities, Identifying your Community\u2019s Strengths with Mapping and Profiling, Working in Partnership to create Sustainable Community Projects as well as bespoke courses. We are relinquishing CDF\u2019s share of the IPR, transferring the CPD Standards Office accreditation and releasing the content to them. It is worth registering at the following\u00a0address<\/a>\u00a0should you want be informed of, or commission training, for you, your staff or organisation.<\/p>\n Bansang Hospital Appeal<\/a><\/p>\n This appeal, that over 24 years has helped a hospital in the Gambia transform from a holding place for sick people to an icon for healthcare in Africa, has become close to CDF staff and trustees\u2019 hearts. In 2015 a neighbouring office donated its entire stock of office furniture and fittings to the appeal and this year we have agreed to do the same. The depreciated value to CDF is neglible, but the value to the hospital\u2019s development and health of the population is incalculable, both financially and, with reduced mortality rates, emotionally, too.<\/p>\n Archive publications and website<\/strong><\/p>\n We know that many people are concerned about the storage of CDF\u2019s archive material. On the basis that we want this to be accessible to as many people as possible, the social welfare portal at the\u00a0British Library<\/a>\u00a0has been hosting CDF\u2019s digital and print archive since 2013. We will also transfer our website to their\u00a0digital web archive<\/a>\u00a0at the end of March 2016.<\/p>\nThe future of community development<\/h3>\n
CDF products, services and campaigns; continuing to support communities and community development<\/h3>\n
The CDF archive<\/h3>\n