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Future proofing your organisation

Future proofing your organisation. David Tyler, CEO Community Matters. Future proofing. Strategic and business planning More business-like approach Try to involve all stakeholders Consider mission and values Income and expenditure – short/med/long term Try Can You Plan It? tool.

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Future proofing your organisation

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  1. Future proofing your organisation David Tyler, CEO Community Matters

  2. Future proofing • Strategic and business planning • More business-like approach • Try to involve all stakeholders • Consider mission and values • Income and expenditure – short/med/long term • Try Can You Plan It? tool

  3. Future proofing • Strategic and business planning • Should include consideration of: • Community buildings/assets • Enterprise (trading) income • Grant income • Sponsorship and corporate support • Reducing expenditure • Contract income from service delivery

  4. Future proofing • Community assets • The key LA strategy nationally is rationalisation • Retention and even development of some community buildingseither directly managed or transferred to community sector management • Gifts to sector of some buildings • Sale of some others • Demolition of remainder • Communities should be involved in rationalisation process • Some buildings only viable through partnership with LA • Community Right to Bid • Capital costs an issue for many CAs

  5. Future proofing • Enterprise (or trading) • Mostly primary purpose for CAs • Separate trading company advisable for some • Grant income • Trusts, foundations, lottery, A4A, Community Foundations, Community First • Corporate sponsorship • including in-kind support from local businesses • Reducing expenditure • Buying clubs (energy, consumables etc) • Shared back office services

  6. Future proofing • Contract income from service delivery • Government want • more competition in public services • to modernise their delivery • to drive down control (commissioning) to lowest possible level • to encourage vcs and private sector involvement • a relationship with our sector that is not about ‘hand-outs’ but more market based • Our sector to add value - better local knowledge, better relationships, commitment

  7. Future proofing • Contract income from service delivery • CAs should seriously consider bidding to deliver a range of public services • Some grants already converted to contracts • Contracts are a legally binding agreement and can bring extra risk, complexity and administrative burden. • We recommend incorporation and review of insurance

  8. Future proofing • Contract income from service delivery • We recommend CAs to engage Commissioners early: • ‘use grant aid for services wherever possible rather than contracts’ • ‘don’t competitively tender small scale services where no real market exists’ • ‘minimise the paperwork and keep it simple and in plain English’ • ‘have simple monitoring and evaluation systems that anyone can understand and operate’

  9. Future proofing • Open public services: • Individual Services • services procured by individual beneficiary, eg. care, health, education, skills training, childcare, housing support • could include services that you provide • issues of marketing, protection of vulnerable • Neighbourhood Services • services locally provided and collective, eg community safety, libraries, museums, parks, community centres, street improvements • commissioning by parish councils (or CAs?) who can also deliver

  10. Future proofing • Contract income from service delivery • A role for CAs in shaping and evaluating services? Offer your services to Commissioners on: • consulting community on service needs • helping Commissioners to plan services • helping Commissioners to specify the added social, economic and environmental value • helping to publicise services to hard to reach • monitoring delivery • helping with surveys and formal evaluation • being part of a review committee

  11. Future proofing • Contract income from service delivery • Other considerations: • Community Right to Challenge • Payment by results – eg Work Programme • Consortia - easiest way for CAs to get involved, especially in larger contracts • Social value

  12. Future proofing • Contract income from service delivery • Social value – be creative, persuade providers to: • use community venues for meetings and delivery of services • use local or community businesses and local labour for the supply of goods and services • use you to tap into local networks • invest in your organisation to build local social capital • invest in the local self-help groups that underpin their own work • take exhibition stalls at community events

  13. Licensing Conference • David Tyler • Chief Executive • Community Matters • 020 7837 7887 • david.tyler@communitymatters.org.uk

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