WORKING TOGETHER: A new Compact for Bradford District

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1 WORKING TOGETHER: A new Compact for Bradford District CONSULTATION DRAFT 14 TH JULY

2 FOREWORD Bradford District Partnership, and the public and voluntary & community sector organisations involved in partnership working, welcome the review and update of the district s Compact. In 2008, we agreed that the common purpose of partners across Bradford District is to create a good quality of life for everyone by maintaining and improving social, economic, environmental and cultural wellbeing. We set out the most important things that we can do together in the Big Plan, our sustainable community strategy for Working Together: a new Compact for Bradford District sets out a real commitment to working in partnership and provides a clear framework for effective relationships between the voluntary & community sector and the public sector. The Compact will support the ambitions in the Big Plan by improving partnership working across all sectors, and by acting as a mechanism to help better coordinate the delivery of specific projects and activities.? Bradford District Partnership Board? 1. WHY A COMPACT? A Compact is an agreed framework for promoting and enhancing successful relationships between the public and voluntary & community sectors, for mutual advantage and community gain. We believe that a new Compact for Bradford District will lead to: an increased understanding across and better communication between all sectors in the district more effective and accountable relationships between the sectors at all levels and with the people they serve recognition that all sectors have a valuable role to play in improving the lives of people across Bradford District, and in delivering the Big Plan, the sustainable community strategy all sectors being better placed to identify shared objectives and opportunities for joint working that will improve our effectiveness in meeting the needs of all of the residents of the district 2

3 a commitment to inclusive working practices and to sharing good practice a way to work through any problems that arise in the relationships between the public and voluntary & community sectors 2. SHARED PRINCIPLES The new Compact is based on the voluntary & community and the public sectors together recognising a set of shared principles that underpin the way we work together. We recognise that an independent and diverse voluntary & community sector is fundamental to the social and economic wellbeing and development of the district. We are all working for the benefit of all communities across the district, and that we must be responsive to the diverse needs of those neighbourhoods and groups. Part of that responsiveness is a commitment by us all to narrow the gap between the most disadvantaged and the rest by action to distribute the benefits of economic and social development more evenly across the district. The sectors have distinct but complementary roles in the development and delivery of public policy and services:- the public sector s role in providing effective and efficient services is often directed by policies set out by national government; VCS have the right to campaign on behalf of the communities and people they represent, and to lobby central government, local councils and other public agencies. Everyone should have the opportunity to get involved in community life in a variety of ways. All groups and individuals should have the right to have a say in decisions that affect their lives To make these principles real, we pledge to: promote effective relationships between all sectors, to work together to achieve the aims in the Big Plan actively challenge discrimination and strive towards equality of opportunity for all the people of the Bradford District 3

4 make sure that all of our activities are based on integrity, accountability, respect and honesty; ensure good communication routes between all partners, as dialogue is essential to all joint working; collaborate to make the best use of resources and avoid unnecessary duplication; support local action, dialogue and understanding between different organisations and communities; work together to improve the capacity of voluntary and community organisations to deliver services to the most vulnerable and hard to reach groups consult with each other on significant matters that affect services and the way that they are delivered, allowing reasonable response times; enhance the capacity of people to participate in decisions affecting their lives invest time and energy into putting the Compact into practice and reviewing its implementation on an annual basis 3. CONSULTATION & ENGAGEMENT Consultation is the collection of opinions from a diverse sector. Consultation therefore needs to be clear, open and accessible to a wide range of groups. We recognise that consultation and engagement occurs in a variety of ways and that no single approach will work. However, there are some general principles that are broadly applicable while not preventing opportunities for VCS groups to maintain their own dialogue with partners. Aim To develop the relationships between the sectors, so the public sector consults with VCOs appropriately, and engage with each other in a transparent and accountable manner. Principles Understanding the diversity of public and voluntary & community sector organisational cultures that exist in Bradford and the need to adopt a range of consultation and involvement methods accordingly. Consultation & engagement is about finding out about needs, aspirations and views, and not making assumptions. 4

5 Recognition that the voluntary & community sector as a whole is knowledgeable about the communities and groups they work with, and that this understanding enables the sector to act as influencers of policies and practices around the key themes and priorities in the district. Recognition that specific groups and organisations are particularly well placed to engaged with groups experiencing social exclusion Commitment to a co-ordinated approach to consultation and engagement so as to minimise consultation fatigue. Mechanisms for monitoring and evaluation should be built into engagement processes In addition, the framework for effective third sector participation in Local Strategic Partnerships identified seven principles of representation which are pertinent here: Accountability clearly defined responsibilities for all decisions and actions Equality place equality, diversity and inclusiveness at the core of what you do Leadership the sector s representatives will need to think and act strategically Openness be as open as possible in all your dealings and relationships Purpose be clear about the local sector s objectives and support them with a strong evidence base Sustainability ensuring the continuation of the collective voice Values identify and build on the values of the local sector Undertakings We will: adopt the seven principles of representation in order to ensure that representatives from the VCS are supported to fulfil a wider sector role within an open, consistent and accountable structure. develop the voluntary & community Assembly in order to have a means of both consultation and on-going engagement between the Bradford District Partnership, the delivery partnerships and partners with the VC sector 5

6 take into account the views of the Assembly and its forums as a key consultation and engagement process. adopt a range methods of consultation and engagement activities to ensure fairness and that equality and diversity issues are addressed. allow sufficient time for adequate consultation and engagement feed back results of consultation to those who participated. provided adequate resources to support the consultation and engagement processes. recognise that responsibility for the final decisions remain with the key agencies 4. COMMISSIONING Commissioning is the collaborative process that is used within Bradford council and NHS Bradford & Airedale to prioritise actions to deliver positive outcomes for service users and communities within the Bradford District. Commissioning processes benefit from an early and effective engagement of voluntary and community sector organisations at most stages of the process. Aim To ensure that Bradford District commissioning processes consider the potential and actual contribution of the voluntary and community sector. Principles Outcomes for service users and communities are at the centre of strategic commissioning processes Include voluntary and community sector organisations as advocates for service users and communities as one way of finding out needs and to act as critical friends in ensuring that services and solutions are fit for purpose. Work with relevant voluntary and community sector organisations to inform the identification and description of needs for specialist areas. Commissioners to map the fullest practical range of providers with a view to understanding in what ways they could contribute to the outcomes Consider investing in the provider base to build the capacity of organisations to deliver outcomes particularly to hard to reach groups 6

7 Fair and transparent commissioning processes. To include recognising that the best way to deliver on some outcomes may be through supporting the building of a consortia of providers To wherever possible have three year funding agreements. Seek feedback from service users, communities and providers in order to review the effectiveness of the commissioning process in meeting local needs Undertakings Bradford Metropolitan District Council and NHS Bradford & Airedale will seek to work within the principles set out above whenever practicable. 5. EQUALITIES We recognise, value and celebrate the diversity that exists in Bradford District. We wish to enhance and promote high quality services which are appropriate, sensitive, and responsive to the needs of different communities of interest. Consideration of equality and diversity is intended to ensure that everyone in the community has an entitlement to equality of opportunity and equitable access to all services regardless of gender (including transgender), age, ethnicity, faith, disability or sexuality (the seven equalities strands). Aim To create a safe environment with a common vision for the future where people from different backgrounds get on well together, are clear about their roles and responsibilities and have an equal opportunity to fulfil their potential, free from prejudice and discrimination. Principles Demonstrating and promoting a commitment to equality issues by challenging discrimination and valuing diversity; Recognising the importance of equality and diversity and human rights to a prosperous and cohesive society; Developing and implementing effective methods so all communities can get involved. Undertakings Together we will:- provide equality of access to all services, and promote equality and diversity in all day-to-day activities; work towards Equality Act legislation, and monitor the usage of services by individuals across all seven equality strands; 7

8 Ensure that any on-going review of the planning and implementation of policies, procedures, and practices includes evidence to ensure that no group is disadvantaged; introduce specific conditions in funding agreements and appropriate monitoring measures in line with the Equality Act legislative requirements; promote fair employment practices in recruitment, selection, retention, training and development, support, supervision and appraisal, and introduce employment monitoring mechanisms which can measure these; share training resources / expertise where appropriate on equality and diversity; 6. SECTOR DEVELOPMENT The voluntary and community sector does not develop in a vacuum but in relation to its external environment. While some environmental factors are beyond local control, many can be influenced locally. The intention of this section is to outline the principles and actions needed to create a healthy environment in which the Voluntary and Community Sector can develop and thrive. Aim To create a thriving voluntary and community sector based on principles of independence, equity and sustainability, which will play an active role in meeting the needs of the diverse communities of Bradford district. Principles Voluntary & Community Sector Organisations are independent of both the public sector and of each other. This influences the way in which it is appropriate to deliver developmental support. VCS organisations fulfil a wide range of roles. They offer services directly to communities, and they engage individuals and communities in identifying and addressing their own needs. Developmental support should recognise these aspirations alongside the more practical aspects. While commissioned funding arrangements are an obvious focus of resourcing sector development, a broader range of resources are recognised, including gifts in kind, such as the use of space or worker time, and the role of social enterprise. In order for VCS organisations to thrive, they need support to establish appropriate organisational structures for the role the organisation is undertaking and to adapt those structures as their role changes. 8

9 At a time of increasing legislative and regulatory requirements, the support and training needs of those involved in voluntary governance must be understood and provided for where appropriate. As in any other sector, VCS staff and volunteers need on-going access to appropriate training to enhance their skills and increase their effectiveness. VCS infrastructure support services have an important role in sector development but they must be of good quality and accessible to VCS groups across the district. Organisations without access to information networks will miss opportunities to access resources, training and support. Creating and maintaining information networks and supporting groups to access them is an essential aspect of sector development VCS services strive to provide quality services and should be should be encouraged to demonstrate the quality of those services through appropriate quality assurance systems VCS organisations expect to be accountable for the public funds they receive. Service specification and monitoring needs to allow adaptation in the face of changing need and be proportionate to the public funds committed. Undertakings The public sector partners undertake to recognise the support needs of VCS organisations over and above the narrow parameters of commissioned services The VCS partners undertake to acknowledge their responsibility to access the support available to continually improve their organisations and services. 7. VOLUNTEERING Volunteering is an essential force which underpins the success of many of the objectives in the Big Plan. All partners recognise that people have a right to be active within their communities, and value the important contribution that volunteering makes to quality of life in the District. We use the volunteering to cover formal activity undertaken through public, private and voluntary organisations as well as informal community participation and campaigning.. Aim 9

10 To provide a framework of good practice for recruiting and managing volunteers that will benefit all parties in a way that promotes volunteering in service delivery, as an important community Principles Mutual benefit volunteers offer their contribution and skills for no financial reward, but should benefit in other ways in return for their contribution. Diversity volunteering should be open to all. Choice volunteering must be a choice freely made by each individual. Recognition valuing the contribution of volunteers is fundamental to a fair relationship between volunteers and volunteer-involving organisations. Undertakings To work collaboratively in partnership to ensure that a district volunteering strategy is developed and implemented To support and promote good practice in the management and involvement of volunteers, including the promotion of sustainable practices for volunteer involvement Properly resource volunteering activity and volunteering infrastructure (to include the impact of organisational policies on volunteers and the resourcing needed to implement volunteering good practice) Work towards achieving equality and diversity for volunteers, in particular tackling barriers to volunteering Recognise and value the role volunteers play in the provision of funded services, and recognise the potential of volunteering Give specific recognition to the work and worth of volunteers in a variety of ways 8. IMPLEMENTATION, MONITORING & REVIEW The sectors will joint implement the Compact through a multi-agency Compact Group, which will be tasked with monitoring the implementation of the Compact on behalf of the Bradford District Partnership Board. This group will encourage wide ownership and support for the Compact, and will be responsible for developing and coordinating the delivery of an implementation plan, which will identify measurable outputs and outcomes to provide a mechanism for organisations to sign up to and live a Compact way of working. 10

11 The Group will meet twice a year, prior to BDP Board meetings, to monitor and evaluate the Compact implementation, and to identify any issues that need to be presented to the board. The Group will coordinate the process for managing disputes and complaints (see section on Resolving Disagreements), and will hold an annual review to consider how well existing ways of work match the agreed undertakings in the Compact. The Compact Group will report the review to the Board, and publicise its implementation, through an Annual Report. 9. RESOLVING DISAGREEMENTS The new Compact for Bradford District provides a positive framework for working together based on shared principles and building on the good relationships that already exist between the public and voluntary & community sectors. In the spirit of this agreement, while we recognise that the implementation of the Compact may not always be smooth, wherever possible, we hope that any disagreements that may arise can be resolved between the parties. However, to ensure that any wider problems are resolved quickly and fairly, the multi agency Compact Group will be responsible for a resolution process that supports the principles of the Compact. Although it is not a formal arbitration service, and does not have any legal status, all organisations and groups that sign up to the Compact are expected to accept its recommendations. The scope of the resolution process is also limited to disputes that may occur when partners fail to comply with the Compact s principles or undertakings. It does not cover general complaints about organisations or groups, nor any relating to formal contracts for service delivery. MORE DETAIL TO BE ADDED POST CONSULTATION 10. DEVELOPING THE NEW COMPACT In 1998, central government published a National Compact with the Third Sector, noting that it demonstrated the Government s recognition of unique contribution that the Third Sector can make to delivering high quality public services. 11

12 Government actively encouraged the adoption of a Compact way of working at a local level, with agreements adapted to reflect local issues, priorities and relationships. In May 2004, a General Compact was agreed by Bradford Vision, the then Local Strategic Partnership (LSP), and the VCS. The aim of this was to provide a template that then could be developed into tailored agreements between specific public agencies and the third sector. Since 2004, the national model has evolved, as codes of practice on specific topics have developed, and as more consideration has been given to the implementation, monitoring and review processes required to make sure that the National Compact is more than just a document. For these reasons, the Bradford District Partnership agreed, as part of the Third Sector Review, to develop a new local Compact between the voluntary & community sector and the other sectors represented in the LSP family of partnerships. During the Third Sector Review, it was agreed that the codes of practice as developed in the national model were not quite the right fit for Bradford District. Participants in the Third Sector Review identified the five areas set out in sections three to seven as being important to Bradford District s particular circumstances and to the delivery of the Big Plan , the sustainable community strategy. THE KEY PARTNERS The new Compact for Bradford District has been developed jointly with the council, NHS Bradford & Airedale, voluntary & community organisations, and other local public bodies and organisations represented on the Bradford District Partnership family of partnerships. The Compact will aim to achieve real improvements in the way that the public and the voluntary & community sectors work together. This can only be achieved by making clear and specific undertakings that can be widely understood and implemented. All VCS and public sector organisations that sign up to the Compact will make a commitment to working together to meet challenges and resolve any difficulties in relationships in an open, transparent and equitable way. The organisations that have been involved and consulted in drawing this new Compact include: logos TO BE ADDED POST-CONSULTATION 12

13 Campaign GLOSSARY Capacity building Community Community Groups Compact Infrastructure Infrastructure Organisations To try to influence decision makers to introduce specific policies and programmes, or to try to change existing ones In this case, a resourced approach (typically through staff training and development) boosting the sector s ability to manage projects, deliver services or engage in consultation and policy processes, partnerships and social enterprise by ensuring that voluntary and community organisations have the skills, knowledge, structures and resources to realise their potential. Any group of people who identify with a common concern, interest or place Often categorised as having no paid staff, being run by volunteers, and with few financial resources. Community Groups often get together to meet their own common interests or those of their community. An agreement between parties to help guide their working relationship Physical facilities, structures, systems, relationships, people, knowledge and skills that support, develop, co-ordinate, represent and promote front-line organisations to enable them to deliver their missions more effectively. In this context, these are local organisations which provide information and support to VCS organisations of all sizes Local Area Agreement (LAA) A three-year agreement setting out the priorities for a local area as agreed between central government and a local area, represented by the local authority and Local Strategic Partnership). The agreement is made up of outcomes, indicators and targets aimed at delivering a better quality of life for people through improving performance on agreed national and local priorities. Local Strategic Partnership (LSPs) Public Sector Sustainable Community Strategy Third Sector LSPs bring together representatives of all the different sectors (public, private, voluntary and community) and thematic partnerships. Organisations created through Acts of Parliament, whose functions are determined by law, for example Bradford Metropolitan District Council, NHS Bradford & Airedale, West Yorkshire Police, West Yorkshire Fire & Rescue Service. Also known as the statutory sector A strategy developed across all partners in the district to promote and improve the economic, social and environmental wellbeing of the district, identifying the priorities that meet the needs of all the district s communities. Known in Bradford district as the Big Plan Third sector organisations pursue social and environmental objectives; do not distribute any surpluses to 13

14 Voluntary & Community Sector shareholders; reinvest any surpluses in the pursuit of their objectives; and are independent of government. TSOs can take a number of organisational forms, with or without charitable status. A general term used to refer to registered charities, non-charitable non-profit organisations, associations, self-help groups and community groups. 14