Collaboration and the Prospectus #Bris_grants
IMPORTANT NOTE
Some parts of the Prospectus are shared in this workshop to help VCS organisations prepare for their application. Please note that they are dependent on the Prospectus being agreed at Bristol City Council's Cabinet in August. Details may change and will be published after the Cabinet meeting.
Agenda • • • •
Welcome and introductions Aims What does ‘collaboration’ mean to you? Collaboration - in general - the Prospectus • Types of collaboration - lead partner consortium - joint/partnership coalition • Challenges and top tips
Aims • Understand aspects of collaborative working • Understand council expectations of collaboration in the Prospectus • Consider what your organisation will do next
• Work in pairs • Discuss what ‘collaboration’ means to your organisation • 10 minutes • Each pair feedback two points
Collaboration in general NCVO describes collaborative working as partnership between voluntary and community organisations. Definition • The action of working with someone to produce something (Oxford English dictionary) • to work with another person or group in order to achieve or do something (Merriam-Webster) • To work together, especially in a joint intellectual effort (FreeDictionary) • To cooperate treasonably, as with an enemy occupation force in one's country (FreeDictionary) • The act of working with another or others on a joint project (Collins)
Benefits and risks Potential benefits • • • • • • • • • • •
New or improved services Wider geographical reach or access to new beneficiary groups More integrated or co-ordinated approach to beneficiary needs Financial savings and better use of existing resources Knowledge, good practice and information sharing Sharing the risk in new and untested projects Capacity to replicate success Stronger, united voice Better co-ordination of organisations' activities Competitive advantage Mutual support between organisations
Ultimately collaborative working should enable you better to meet your beneficiaries' needs. Source: KnowHowNonProfit
Benefits and risks Potential risks • • • • • • • •
Outcomes do not justify the time and resources invested Loss of flexibility in working practices Complexity in decision-making and loss of autonomy Diverting energy and resources away from core aims - mission drift Damage to or dilution of your brand and reputation Damage to organisation and waste of resources if collaboration is unsuccessful Lack of awareness of legal obligations Stakeholder confusion
Source: KnowHowNonProfit
Bristol City Council – Collaboration in general Bristol City Council’s guidance: • Collaborating and procurement http://www.supporthub.org.uk/resources/collabor ating-and-procurement-bristol-city-council • Collaborating and grants http://www.supporthub.org.uk/resources/collabora ting-and-grants-bristol-city-council
Collaboration in general
Grants • Lead body or lead organisation consortium • Coalition or joint or partnership consortium • Hub and Spoke consortium (or Special Purpose Vehicle, SPV) Contracts • Lead partner consortium • Joint and several liability consortium • Sub-contracting • Special Purpose Vehicle, SPV
Lead body/partner consortium
• • • •
Council would have a single grant agreement with the lead organisation Lead would be solely accountable to council for monitoring/reporting against agreed grant spend and performance May be one natural/appropriate lead organisation with capacity Inclusive steering group (reps of all orgs)
Joint or partnership coalition
• • • •
Sometimes called a ‘partnership of equals’ Council would have grant agreements with all organisations Organisations responsible for own monitoring/reporting against agreed spend and performance Inclusive steering group (reps of all orgs)
• Work in four groups • Discuss these models from your different perspectives - opportunities - fears / concerns / challenges - how to make it work
• 15 minutes • Each group provides feedback on flipchart
Challenges Common obstacles to success
Things that can help
• Personalities • Competition between partners • Lack of information and experience • Lack of resources, especially at decisionmaking stage • Resistance to change • Cultural mismatch between organisations • Lack of consistency and clarity on roles and responsibilities
• Good personal relationships • Compatible cultures or an understanding of different cultures • Written agreements • Experience of change management, leadership and vision • Clear and agreed mutual benefits and collaborative advantage • A focus on the big picture • Careful planning • ICT toolsSource: KnowHowNonProfit
Top tips • Think about why – focus on beneficiaries • Seek partners that complement your organisation • Think about your offer to partner organisations • Don't rush – think both short-term and longterm • Think laterally and strategically • Values are important • Working together needs investment • Clarity about allocation of resources and reporting • Listening and learning
Collaboration resources http:// www.supporthub.org.uk/resources/introduction-collaborati on-support-resources including • What does partnership working mean? • Choosing a partnership structure • What can small organisations contribute to partnerships? • Template: Memorandum of Understanding • Template: Lead & Partners Agreement • Template: Joint Working Agreement • Due diligence • 19 July – Collaborations and Introductions to Potential Partners http://
Further information and support www.voscur.org/grants-prospectus, including: • Consultation report (‘we asked, you said, we did’) • Important dates • List of potential partners (and form to register your organisation’s interest in collaborating) • Events and training sessions • Frequently asked questions and answers • Voscur’s support for VCS organisations • • • •
Self-help (online tools/checklists) Guided help (training, briefings, one-off support) In-depth advice Funding Application Review Service (charges apply)
Further information and support www.voscur.org/grants-prospectus Contact Voscur on 0117 909 9949 to start the discussion about support for your VCS organisation