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The National Picture Neil Coulson

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The National Picture Neil Coulson. The A-Z of Consortium-Working. Birmingham Blackburn Coventry Doncaster Leeds London Knowsley Preston Salford Sheffield Stockport Wakefield. 19 May 2011. Drivers. Scale

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the a z of consortium working
The A-Z of Consortium-Working

Birmingham Blackburn

Coventry Doncaster

Leeds London

Knowsley Preston

Salford Sheffield

Stockport Wakefield

19 May 2011

drivers
Drivers

Scale

Joint working at the frontline – improved services for client groups

Driving up standards

Building capacity

Strengthening competitive position

16 April 2014

scope
Scope

Sector-wide or sub-sector

Special Purpose Vehicles (SPVs)

Membership ownership and control

Commissioner investment

19 May 2011

challenges
Challenges

From culture of entitlement to culture of enterprise

Seeing ‘the bigger picture’

In it for the long haul

19 May 2011

greater together
Greater Together
  • CYP Consortium across Lancashire
  • Idea emerged in 2011
  • Set up as formal consortium (‘super provider’)
vertical alliance
Vertical Alliance

Commissioner

Managing Body

Frontline VCS Providers

horizontal alliance
Horizontal Alliance

Commissioner

Frontline VCS ‘Super Provider’

benefits of a horizontal model
Benefits of a horizontal model
  • Grass roots ownership and ‘buy-in’
  • Level playing field – mutualism, co-operation
  • Peer-to-peer mentoring/capacity building
  • Shared risk and reward
  • Creating a step change in VCS delivery capability
greater together s approach to localism
Greater Together’s approach to Localism
  • ‘Local Rootedness’ criterion within Membership Prospectus
  • Large and small
  • National and local
successes
Successes
  • Over 70 members
  • 2011 - Investment from Lancashire Children and Young People’s Trust Board
  • 2012 - first contract secured - £700k for targeted youth support
  • 2013 – investment from Social Investment Business/second contract secured - £2.5m for Early Support services
  • 2014 – currently going for £3m Domestic Abuse contract
critical success factors
Critical Success Factors
  • Strong value proposition
  • Clear Theory of Change
  • Building on track records of constituent members
  • Proactive, entrepreneurial working group/board
  • Focus on innovation/new ways of doing things
  • Calculated approach to risk
  • Critical mass
  • Capacity building support from the second tier
  • Receptive commissioners
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