RCS are appointed to evaluate the Welsh Council for Voluntary Action run and EU funded, Active Inclusion Fund (AIF). The evaluation is examining the effectiveness of the design and deployment of the Active Inclusion Fund (AIF) and the impacts for individuals who participate in funded support.
RCS were appointed by the Welsh Government to to explore opportunities to match fund the Volunteering Wales Grant budget beyond 2020 to lever in non-public funding to support volunteering in Wales.
RCS were appointed by Sport Wales in September 2016 to undertake a real time evaluation of their innovative Lottery funded programme, ‘Calls 4 Action’. The Programme aims to engage key target groups in greater sport participation – women and girls, disabled people, BME people, and those living in disadvantaged communities.
RCS were appointed by BBC Spotlight to assess the quality of decision making and governance in relation to the Northern Ireland Social Investment Fund (SIF). The SIF is an £80m+ innovative community development programme with declared objectives to tackle complex and deep seated issues of exclusion, unemployment, and poverty in Northern Ireland.
RCS were appointed by Helvetas Swiss Inter-cooperation to support a major revision to the Kosova PMS, used for all municipalities to measure municipal services, provide opportunities to compare performance, improve services, and increase citizen satisfaction.
The purpose of this work was to examine the existing base of knowledge and research to establish how far it might inform potential options for the future funding and finance of Welsh local government.
This evaluation was commissioned to assess whether new working practices have improved the effectiveness, efficiency, impact, participation, and relevancy of the organisation. It was overseen by an Advisory Board with representation from the CEMR Secretariat and from members of CEMR’s working structures.
Due to the severe downward pressure on Welsh Government revenue budgets, Supporting People budgets faced average reductions of 7.6% in 2015/16. This made it even more important that as much resource as possible is directed to front line service delivery, and that costs such as management charges are minimised.
The purpose of this commission was to look at the relative strengths of the two principal approaches to organisational turnaround in local government: sector-led improvement and central government-led intervention.