Community Impact Fund: Programme Mobilisation

The North East Mayoral Strategic Authority (North East MSA) seeks to appoint a delivery partner to mobilise the North East Community Impact Fund (CIF) and support its timely transition into operational delivery, with clear governance, delivery plans, procurement routes, partner roles, programme infrastructure and initial opportunity pipelines in place.

The North East CIF programme primarily speaks to 'the home of real opportunity' mission, and forms part of our Inclusive Futures service, within the Skills, Inclusion and Public Service Reform Directorate. It aligns closely with the MSA's ambitions on child poverty, resilient communities, good work, and inclusive growth.

The appointed provider will:

1. Build on the Full Business Case (FBC) and take into account the funding conditions and recommendations from the appraisal process, to finalise the design of the CIF programme, including its operating model and governance structures, ensuring the CIF is ready to begin delivery by early 2027.

• Create a clear delivery plan for the programme including a timeline with key milestones, dependencies, roles and responsibilities, with particular detail given for 2026/27.
• Create a delivery framework for the Pillar 3 Outcomes Match Fund, including how the budget, approach, and decision-making process to allocate funds will:

o In year 1, prioritise match funding for ready-to-go outcomes-based models/projects with a proven track record of delivery, to enable an agile response to emerging funding opportunities (e.g. BFF round 1), and to provide learning to inform the MSA's approach to match funding in later stages of the CIF.

o Particularly during years 2 and 3, if funds allow and organisations are at the required state of readiness, enable regional organisations, including those supported through the capacity-building elements of the CIF, to benefit from match funding for outcomes-based programmes, as per the intentions outlined in the FBC.

• Scope the market to identify potential providers for the other contracted elements of the CIF, including the Programme Management Office function (PMO), grant administration and evaluation elements, taking into particular consideration the capability and capacity of regional VCSE organisations, whilst ensuring compliance with the MSA's financial and procurement rules at all times.
• Work with North East MSA colleagues (including in the Procurement and Programme Assurance Teams) to agree and implement the necessary procurement and grant award procedures to mobilise the programme, enabling the appointment of key delivery partners and supporting infrastructure - particularly for the PMO and regional VCSE support.
• Work with VONNE and key stakeholders to identify potential regional strategic projects that will enable the delivery of Pillar 2 (System Resilience and Capability) and support VCSE organisations to access outcomes-based commissioning approaches, providing recommendations of how such work should be delivered and by whom.
• Establish initial pipelines, each in an updatable format and with a defined scope and approach, for:

o VCSE organisations with potential to become outcomes-based providers, including insight into their development needs and state of readiness, to inform the activity to be delivered through Pillar 2 (System Resilience and Capability Support).

o Local authorities and other public service commissioners who are motivated, or have potential, to commission on an outcomes basis, including early insight into their priorities, opportunities, readiness, and interest in outcomes-based commissioning.

o Outcomes-based tender and funding opportunities aligned with the priorities of the North East MSA, particularly to inform the delivery and planning of the Outcomes Match Fund under Pillar 3.

• Work with North East MSA communications colleagues, and partners such as VONNE, to develop a communications and stakeholder engagement plan, in particular to ensure clear and timely communication with the VCSE sector and share opportunities whilst managing expectations in relation to the scope, opportunities and limitations of the CIF.
• Prepare the North East MSA and appointed CIF PMO for programme launch and transition into operational delivery, including onboarding of PMO staff and other key appointments and contractors during the mobilisation phase.