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Getting Started

Learning from Experience worked with three established consortia, two of whom were on their way to development prior to the establishment of the LSC. They were driven by the needs of the VCS. All of the partner Consortia developed organically and over a long period of time, and were built on the basis of researching the need, exploring the potential for delivery, gaining the confidence of the voluntary and community sector and funders, and having the time to develop trusting relationships between their partner organisations.

Since then, the policy climate has changed, and there are clear indicators from the government of their wish to see great collaboration and a reduction in duplication of efforts within the sector:

> Read more about ChangeUP on the Home Office website.
> Read the Working Together Strategy on the LSC website

As such, the funding environment of any emerging Consortium, might vary considerably from that which was in place up to five years ago. It could also mean that a very gradual developmental process might necessarily need to be speeded up in response to the external drivers.

Pulling together a partnership

Consortia, by definition are groups of organisations which come together to work towards a joint goal. From the outset, it’s useful to think about which organisations might be usefully involved. This might be informed, in part, by what roles and functions it is anticipated the Consortium will fulfil. However, Consortia are generally built upon existing partnerships or groups who have worked together previously.

> What are Consortia
> Who to involve

Identify the need

The first task of any group thinking about developing a Consortium is to ensure that there is an established need. This might be done in a number of ways.

Research

Research is one of the vital components in all developing VCS Learning Consortia. Appropriate and high quality research is a useful mechanism for mapping the extent of the VCS involvement in learning, can identify existing provision and gaps, explore the skills and workforce development needs of the sector, and generate supporting information for funding applications. It can also be used to monitor and evaluate the success of Consortia, especially when undertaken on an annual basis.

> Here is an example of local research
> Case Study: Cheshire and Warrington Research

Building on the existing infrastructure

Many VCS infrastructure organisations such as Councils for Voluntary Service (CVS) or Rural Community Councils (RCC), already have a wealth of knowledge and experience about the VCS. It is vital that this knowledge and expertise is harnessed within any developing Consortium. They not only have prior knowledge, whether it be anecdotal or other, of the sector, but their ongoing relationship with the sector enables them  to be a conduit for information, and often a champion or driver of the developmental process.

> Case Study: Learning Curve Structure.
> Case Study: Humberside Learning Consortium Structures.
> Case Study: SVCSLC Structure 

[What are Consortia]
[Why are they important?]
[Getting Started]
[Developing Consortia]
[Next Steps]
[Roles and functions]
[Continuing Steps]
[Continuous Steps]
[Helps and Hindances]