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Helps and Hindrances for developing Consortia

Whilst Consortia all develop in different ways, and out of differing local circumstances, many face similar challenges or obstacles.  Below are some considerations which have been identified as helping and hindering the process of development.

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• Helps

• Hindrances

Helps

• Promotional activities, to raise the profile of Consortia within the VCS and with funders.

• Individuals with vision and drive leading the process.

• Building on existing infrastructure or networks, who in turn bring their own membership to Consortia.

• Establishing communication mechanisms with the VCS sector and funders.

• Developing a relationship with key governmental bodies such as the LSC and RDAs.

• Process’ to ensure transparency to avoid power issues within consortia, and ensure they remain embedded within the VCS infrastructure.

• Credibility with LSC through previous successful delivery.

• Building trust within the VCS through using an enabling model, channelling resources down to the sector and encouraging an inclusive approach.

• Intrinsically linked and rooted within the sector as a result of links to local infrastructure.

• Effectiveness as a result of being a good conduit for information for the sector.

• Being clear that a consortium approach will enable the sector.

• Transparency in all of Consortia decision making and activities.

• Culture of professionalism and quality.  Successful Consortia expect a high standard from staff, and have clear quality systems, independently of the funders requirements.

• Inclusivity, ensuring everyone has access to the services and resources on offer.

• Manageable bureaucracy and subcontracting Management Information Systems.

• Paying the market rate for quality staff.

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Hindrances

• Fast growth can create organisational tensions between Consortia and the host or lead body.

• Local politics around providers and non-provider status. It has proved difficult for many.

• Consortia struggle to achieve provider status. Colleges seems to have a lot of power and influence with LSCs, so the environment is an equal.

• Some providers, for example colleges, get many of their core costs covered, thus making VCS provision seem expensive when core costs are built in.

• Inexperience in LSC bidding processes and funding methodology on part of VCO.

• Fragmented nature of contracts- dealing with different people in LSC is not always helpful and VCS don’t have the capacity to disentangle it all.

• Managing the growing expectations from the VCS.

• Lack of awareness by the LSC and colleges about the range of issues which VCOs are dealing with and how they approach working with their client group. (within colleges and LSC).

• Consortia governing bodies can have low levels of awareness about the wider learning policy field

• The bureaucracy associated with delivery, audit and inspection can generate much paperwork.

• Credibility gaps, especially with LSC,  for no other reason than being a VCO.

• Speed of external change of policy agendas.

• Low wages and a strong competition for skilled staff can mean high staff turnover.

• VCOs are not seeing Skills for Life as either a priority or relevant.

• Whose agenda? It can be difficult to remain focused on the needs of the VC sector and not be led by the funder’s needs. This can result in a “dash for cash” approach to work.

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