The National Picture
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The National Picture Neil Coulson. The A-Z of Consortium-Working. BirminghamBlackburn CoventryDoncaster LeedsLondon KnowsleyPreston SalfordSheffield StockportWakefield. 19 May 2011. Drivers. Scale

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The National Picture Neil Coulson

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The national picture neil coulson

The National Picture

Neil Coulson


The a z of consortium working

The A-Z of Consortium-Working

BirminghamBlackburn

CoventryDoncaster

LeedsLondon

KnowsleyPreston

SalfordSheffield

StockportWakefield

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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