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Next Steps - values and ways of working

A significant success factor in all three of the Consortia partners was their adherence to a particular set of values and the approach that they take in working with the VCS. These are critical in ensuring that the Consortia are seen as an independent voice and broker around skills on behalf of the sector.

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• An enabling approach.

• Transparency.

• Credibility.

• Partnerships.

• Governance structures and accountability.

  • Governance.

  • Accountability.

  • Staffing.

An Enabling Approach

Consortia should consider what are the values which drive them. Adopting a way of working which enables other organisations to access skills, funds and other resources to support learning activities within the VCS, as opposed to acquiring them all for themselves, fosters a climate of trust within Consortia. Stating this as a core value from the outset and reflecting this within any communication within the sector, will encourage VCS support, and is the basis for a developing trust in Consortia.

> Case Study: Learning Curve Roles.
> Case Study: Humberside Learning Consortium Roles.
> Case Study: SVCSLC Function.
> Case Study: SVCSLC Operation.

Transparency

Successful Consortia need to be driven by the needs of the sector, and developing structures which ensure Consortia work is driven by and for the sector is of paramount importance in success. Achieving systems, procedures and means of communication to ensure Consortia actions remain transparent is of paramount importance. It develops not only credibility with the organisations with which it seeks to work, but also means that funders can be assured of Consortia support from VCOs. A number of mechanisms might serve to support Consortia in being accountable.

• Mission statement.

• Aims and objectives.

• Business plan.

• Governance of the Consortia.

• A wide membership base with a representative voice.

Credibility

A key to success for many Consortia is their ability to establish credibility. This is mainly achieved through having in place systems for accountability to the sector, and being open and transparent in their working relationships.

In terms of the funders, and especially when contracting for example, with the LSC, credibility is also established by having a proven track record on delivery. Establishing credibility with the LSC positions Consortia well for continuing funding and encourages the LSC to take more “risk” with the organisations funding.

Partnerships

To ensure their ongoing success, Consortia are reliant on establishing a range of partnerships, including the more formal forms, (for example,  to bid for funding), but also relationships which ensure good will and support in the delivery of the Consortium’s work.

Other partnerships might be based around informal information sharing, and exchanging practice.

> Case Study: Exeter’s Skills for Life Partnership

Governance structures and accountability

In order that Consortia stay accountable and are embedded within the Infrastructure of the local VCS, careful consideration should be given to the type of structures and governance which are chosen to ensure they remain constantly responsive to the needs of the local VCS.

Governance

• Decisions on the structure and Governance of a Consortium is largely driven by what type of organisation it is seeking to be, and what roles and functions it seeks to undertake.
  > Click here for roles and functions of Consortia.
  > Case Study: Learning Curve: Structure
  > Case Study: Humberside Learning Consortium Structures
  > Case Study: SVCSLC Structure
  > Case Study: Devon Association of CVS Structures
   

• Some consortia start as informal associations based on a lead organisation. However there is an increasing tendency to establish Consortia as separately constituted organisations, particularly if contracting is involved. This can reduce the burden of the host organisation being held liable for the actions of the Consortium. Anecdotal evidence suggests there are benefits in Consortia remaining closely associated with generic Local Infrastructure Organisations, often through their representation on the Governing body.
  > Case Study: Learning Curve Consortium Development.
  > Case Study: Humberside Learning Consortium Development
  > Case Study: SVCSLC Development
  > Case Study: Devon Association of CVS Background
   

• ChangeUp: Capacity Building and Infrastructure Framework for the Voluntary and Community Sector, underlines the importance of building on existing Local Infrastructure Organisations, so as not to avoid a duplication of efforts.
  > Click for "Building on what already exists".

• Establishing as a separate entity raises issues of accountability, and some Consortia have a core membership based on the infrastructure organisations that have helped them to develop. This usually signals an intention to continue to have a close working relationship with the existing infrastructure.
  > Click for "Devon Association of CVS: a model for collaborative delivery".
   

• Others operate entirely as membership organisations with any of the members being eligible to stand for the board. If this model is adopted, there should be careful consideration as to how the Governing Body will reflect the breadth of the sector. This might include ensuring representation in terms of:

  • geography

  • generic VCS infrastructure organisations

  • size of organisation

  • sub-sector representation such as youth, older people or BME groups
    > Click for "Encouraging diversity"

  > Case Study: Learning Curve: Structure
  > Case Study: Humberside Learning Consortium Structures
  > Case Study: SVCSLC Structure
  > Case Study: Devon Association of CVS Structures

Accountability

One of the single most important factors when establishing VCS Learning Consortia, is how to make it accountable to the groups within the VCS, which it seeks to serve. Getting the accountability right means that Consortia can build trust and credibility with both funders, and the sector itself.

In addition to the formal governance structures, Consortia may also have in place a wider representative or reference group with which they can liase in order to inform strategy and policy. These are often termed as networks or forums.

Networks and Forums can be made up of a wider group of stakeholders, to continually steer and inform the work of the Consortium, and may be drawn from the membership of those represented on the Governing body. They may also include other stakeholders such as representatives of the LSC, colleges or other funders.

> Case Study: Learning Curve: Structure
> Case Study: Humberside Learning Consortium Structures
> Case Study: SVCSLC Structure
> Case Study: Devon Association of CVS Structures
> Case Study: Berkshire Structure 

Staffing

Staffing of Consortia and internal structures varies enormously, dependant on what stage of development Consortia are at and what contracts they have to deliver. However, there are some minimal criteria which seem to emerge across all of the Consortia.

• Within Consortia, there needs to be a staff member who is experienced at bidding for funding from mainstream sources. That is not to say that all received mainstream funding, but there needs to be staff expertise in accounting for funding from organisations such as the LSC.

• Consortia should consider buying in appropriate expertise, where they are unable to provide it in house. So for example, The Learning Curve outsource their Management Information Systems (MIS) functions.

• There are some aspects of delivery where recruiting from outside of the sector is advantageous. All of our partner consortia had recruited Basic Skills specialists, who had experience of working within college and other lifelong learning environments, and were accustomed to curriculum development.

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