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Building Relationship of mutual trust and respect between the Sectors

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WIth the growing range of challenges presently facing public serivces it is more important than ever that public and private secotrs work together productively and openly.

WIth the growing range of challenges presently facing public serivces it is more important than ever that public and private secotrs work together productively and openly.


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  • 1. Charity Finance Directors’ GroupBuilding a relationship of mutualtrust between the sectorsThursday 12 May 2011Annie Shepperd
  • 2. Building a relationship of trust• Relationships between public, private, and voluntary sectors have always been important• Aim is now to develop relationships of mutual trust• Focus on transformation – old order is under attack• Encourage independence and resilience• How does the old order respond?• By contracting, the voluntary sector is competing like the private sector
  • 3. The Southwark Experience• Southwark has twice the number of third sector organisations per capita than the national average• Some organisations have become dependent on Council funding• Some organisations changing – reinventing themselves• Some object• Some delaying• Some negotiating• Some don’t or won’t survive
  • 4. Our approach in Southwark• What is our mutual purpose and how to have mutual trust• Transition Fund to support change• Streamlining commissioning• Regular liaison meetings• Sharing premises, reducing costs• Southwark Circle – the new model of social enterprise
  • 5. Transition Fund• £1.5m over 2 years for organisations to support change• To support voluntary groups to transform their organisations to be sustainable organisations in the current climate• Not intended to replace lost funding or cover running costs for existing service delivery• Challenge, what are we doing, why?
  • 6. Transition Fund• Development of fundraising strategies/funding bids• Support with business plan development• Enabling development of mergers and collaborations• Enabling sharing of back office costs/shared services• Development of initiatives that will support third sector organisations to engage with the personalisation agenda• New models of service provision/innovation/ doing it more effectively and efficiently/ and realising savings
  • 7. Commissioning• Ongoing work to bring consistency across the Council in how we approach commissioning• Making the process simpler and removing transactional costs• Desire to commission more strategically and avoid duplication• Organisations are in competition with one another (private sector does this well)
  • 8. What we are doing well• The Council has a quarterly VCS liaison meeting• Strategic approach to our relationship with the VCS• Also able to problem solve at an early stage• Good mutual relationship• Sharing intelligence
  • 9. Change led and managed by thevoluntary sector• Led by Community Action Southwark (umbrella organisation for VCS)• Collaboration and consolidation of community premises• Three tier model - Hub and spoke - Coordinated hubs and spokes - Lattice foundation• The voluntary sector facing up to the challenges
  • 10. Southwark Circle – social enterprisemodel• Membership organisation• Many things are provided as a service (e.g. DIY, walking clubs)• Some things you contribute to financially (e.g. a meal is cooked for you in your own home)• Some things you pay for (e.g. trips out to the theatre, lunches, cleaning)• Its fundamental aim is to socially connect people through community involvement and capacity building• Self-selection and self-assessment• People ask for practical help, but then become socially connected• Tackling loneliness