1. Background and Purpose

This paper sets out some initial thoughts on a local Compact for the High Peak. It has been produced by the Compact Steering Group which was set up by a meeting of voluntary and community organisations (VCOs) and local authority (SOs) representatives held in Chapel-en-le-Frith on 23 July 2003. The Compact is important to help improve relationships between VCOs and SOs. The aim of this Local Compact is to enable VCOs and SOs to develop good working relationships. This will be of mutual benefit to the organisations involved and our local community for whom they provide.

What is a Compact?

Compacts are voluntary agreements reached between VCOs on the one side and SOs on the other. Compacts define how the two sides on how they will behave towards each other. A Compact describes the code of conduct they intend to adhere to. It is an agreement between organisations not individuals. Compacts are about mutual benefit.

The original Compact was published in 1998 and was between the Government and the voluntary and community sector as a whole represented in this case by a number of national 'umbrella' bodies. Though originally a voluntary initiative the Government later made it clear that it expected all statutory bodies to draw up Compacts, based loosely on the original, but adapted to suit local conditions. One of the key statistics behind this is the fact that between 1 in 2 and 1 in 3 people use the services of VCOs. This is vastly more than use the services of, say, social services. This is a significant proportion of the local electorate. The Government's view: ignore it at your peril!

A compact is not legally binding in the same way that a contract or Service Level Agreement is, but the potential advantages for all involved provide the incentive to follow it. The compact document should show mechanisms for resolving difficulties and therefore contentious situations should be able to be resolved amicably.

A Compact is

What’s happening locally?

In February 2003 Derbyshire County Council published a Compact: "a framework to guide future relationships between SOs and VCOs. This document, along with Compacts from other areas, were used to help inform the July meeting. At the end of a day of discussion and debate, the meeting agreed to set up a Steering Group and three Working Parties to look at ways to develop a Compact for the High Peak. This paper is the first working draft to emerge from the Steering Group. The initial Working Parties will cover the following topics:

• Funding and Capacity Building
• Communication and Consultation
• Supporting Volunteering

2. Why have a Local Compact?

If a good effective local Compact is achieved it will:

• Benefit the local community
• Be of mutual advantage to each party involved
• Help sort out the relationship between public bodies and local VCOs so that their energies and resources are not wasted and more joint work is a possibility

A local compact will help build up relationships between SOs and local VCOs so that we achieve more together through joint work in partnership for the benefit of the residents of the High Peak.

3. Shared Values and Principles

It will benefit the VCOs by:

• Sorting out key longstanding issues between the VCOs and SOs
• Sorting out key issues between VCOs and SOs
• Giving consistency to the relationship and protect them against things being changed arbitrarily or simply because there has been a change of personnel in SOs
• Giving consistency to the relationships and protecting them against changes being made without consultation or simply because there has been a change of personnel.
• Educating public bodies so that VCOs are valued for what they do
• Increasing SOs knowledge of the work and issues for VCOs so that VCOs are more valued
• Enhancing the role and influence that VCOs have in the local community
• Improving the allocation of resources to local organisations
• Ensuring that there is a transparent process for funding

It will benefit SOs by:

• Sorting out key longstanding issues with VCOs in a constructive manner
• Sorting out key issues between VCOs and SOs
• Allowing them to make better, more productive relationships with VCOs
• Enabling new and more productive relationships with voluntary groups
• Reviewing and creating more effective systems for funding, consultation and other processes
• Creating more effective methods for consultation and funding
• Enabling them to understand better the resources and services that VCOs provide
• Enabling best use of resources and services

In this way, the Compact acknowledges the importance of VCOs in working in partnership with SOs and the significance of the sector their contribution to in the economic and social development of the High Peak areas of Derbyshire.

Frequently, local Compacts contain some of the following elements:

• Statements of shared values and principles
• Undertakings made by each side, individually and jointly
• Agreements on funding issues
• Agreements on monitoring and evaluation issues
• Agreements on consultation and policy appraisal issues
• Agreements on volunteering issues
• Agreements on issues concerning black and minority ethnic groups
• Agreements on issues concerning community groups
• Agreements on issues about premises
• Agreements on communication and information sharing
• Agreements on training
• Agreements on partnership issues
• Agreement on how the Compact will be monitored and reviewed
• A list of joint and individual action points
• Agreement and description of a system for dealing with disputes over the Compact or arising from the implementation of the Compact
• Voluntary action is an essential part of a democratic society
• If society is to thrive and work well, it needs to have an independent community and voluntary sector offering wide variety and choice
• In developing public policy and delivering services, we recognise that the public sector and the voluntary and community sector have different roles, but can work well together towards common aims
• There is a great deal more to be gained from all the sectors working together than from working separately; the two sectors all share a need for
* openness * integrity
* honesty * leadership
* objectivity * equality
* consistency * accountability

• Policies and services will be much closer to people's real and/or perceived needs and wishes if they are asked about what they want/need, if they are involved in putting their ideas and the policies together and can take part in the design and delivery of services and programmes
• By consulting people and involving them in the process of decision-making and helping them to participate in how services are delivered, better relationships with the public sector are built in the long term
• VCOs should be free to campaign, within the law (a point that is to be strengthened in new charity legislation)
• All sectors recognise that the public sector needs to allocate resources to VCOs. These resources include funding, advice and other forms of support and are an important part of their relationship
• All sectors recognise the importance of equality of opportunity for all citizens and fully endorse the value of a diverse community

4. Broader Aims

We want to work to a process that is;

about change
makes a difference
is practical in the light of limited resources
builds trust
encourages innovation and some risk taking
recognises and values what we all bring to the table
encourages joined up working
is clear and jargon free
is inclusive and participatory for people at all levels and
encourages transparency and accountability

5. Success Measures

Once the High Peak Compact has been published and implementation has begun, we will need to measure how successful it is. The following are some of the indicators that could be used for this purpose:

• A substantial number of organisations have signed up to the Compact
• New partnerships have been developed that would not have happened otherwise
• Fewer problems have occurred with particular projects and programmes of services
• Existing partnerships are running more smoothly, with better outcomes and less wasted effort
• Disputes have been reduced or resolved quickly using Compact procedures
• There is a more efficient use of resources to achieve better value service
• An Annual Report has been produced and an Annual Review taken place

The Steering Group recognises that it may be necessary to add to this list and that firm criteria for some of these indicators will need to be developed.

6. Recognising Difference

Information pending

7. Undertakings by organisations adopting the Local Compact

Funding and Capacity Building

SOs undertake to:

• Support VCOs where the aims of that organisation correspond with those of the public bodies. This support to include funding (where possible) and help in kind.
• Seek to investigate ways to enable VCOs to take part in grant distribution as equal partners.
• Aim to produce a clear, transparent grant giving process to enable VCOs to have equal access to available funds. This includes increasing information on availability and giving precise information on timing and other conditions.
• Seek to standardise the grant distribution process.
• Share information on available funding and help clarify the differences between statutory and non-statutory funding.
• Appreciate that fundraising can often deflect from purpose of job.
• Understand that funding is key to existence for many VCOs.

VCOs undertake to:

• Value the funding and support it receives from the statutory sector.
• Recognise the effort of local public sector bodies to involve, consult and work in partnership with SOs.
• Understand that long term and core funding can be dictated by central government.
• Appreciate that funding may not always be secure and out of the hands of the local authority.

Communication and Consultation

SOs undertake to:

• Appreciate that small groups are often constrained by time, resources and personnel and cannot always represent themselves adequately.
• Co-ordinate the consultation process to ensure timeliness, no duplication of requests and that there is awareness of what is done with the information.
• Seek to enable VCOs to influence policy (where appropriate and possible).
• Strive to optimise working relationships between SOs and VCOs.
• Undertake to ensure that consideration is given to VCOs on Committee Reports which may have implications that affect them
• Jointly co-ordinate an annual review of the Compact process.
• Seek to publicise the benefits of the work carried out by VCOs (where possible).
• Share information on topics such as; Equal Opportunities, Ethics, Employment practices, insurance, liability and so on.
• Work with VCOs to deliver aneffective information/advice service.
• Appreciate that participation involves a cost.
• Jointly Integrate the Compact work in to wider strategies.
• Acknowledge that VCOs are too diverse to be represented by one view
• Support the principles of the Compact and wherever possible to adopt the Compact logo.

VCOs undertake to:

• Appreciate that the local authority are making a genuine commitment to engage VCOs in a wider decision making process.
•
• Jointly co-ordinate an annual review of the Compact process
• Jointly integrate the Compact work in to wider strategies.
• Support the principles of the Compact and wherever possible to adopt the Compact logo.

Supporting Volunteering

SOs undertake to:

• Value the skills and expertise of volunteers and appreciate the contribution that volunteering makes to the local economy.
• Jointly Seek to publicise the work carried out by volunteers.
• Investigate the financial feasibility of encouraging staff to volunteer their time and work time to help support and underpin the work of VCOs.
• Share information such as CRB checks, correct polices, training, recruitment etc, wherever possible.
• Recognition that volunteering can be important to build self-esteem, skill and expertise development and a means into paid work.
• Jointly Seek to develop a system of directing clients between sectors to access correct service providers
• Seek to promote and inform staff of volunteering opportunities.

VCOs undertake to:

• Present clear information about available opportunities.
• Ensure that the local authority understands that volunteering require resources.
• Lobby central government on the importance of volunteering.
• Consider developing a time bank.
• Create interest to initiate discussions to develop cohesive approach for volunteering qualifications which are recognised across the borough.
• Seek to create a shared database of information and volunteering opportunities.
• Jointly seek to publicise the work carried out by volunteers.
• Jointly seek to develop a system of directing clients between sectors to access correct service providers

8. Resolution of Disputes

Information pending

9. Implementation, Monitoring and Evaluation

Information pending

10. Action Plan with Timelines

Information pending

APPENDICES

Appendix 1: Definition of terms
Appendix 2: Codes of Good Practice – Consultation Agreement
Appendix 3: Financial Data
Appendix 4: Further information and key contacts

Appendix 1: Definition of terms

1.1 Glossary

SOs Statutory Organisations
This is the agreed umbrella term to describe High Peak Borough Council, Derbyshire County Council, Primary Care Trusts, statutory authorities and central government.
VCOs Voluntary and Community Organisations
This is the agreed umbrella term to describe voluntary, community, charitable and not-for-profit groups which are operational in the High Peak area.

1.2 Terms of reference of the Steering Group

• Develop, implement and promote the Compact
• Benchmark against other local Compacts
• Develop codes of good practice
• Compare our Compact with other local Compacts
• Seek to resolve disputes
• Develop a way to resolve disputes
• Monitor progress
• Monitor and evaluate progress on a yearly basis leading to:-
a) an annual report with recommendations, and
• an annual meeting to discuss progress and the next year’s actions
• Produce an annual report, with recommendations
• Hold an annual meeting to discuss the report and related issues

The Steering group will be meeting over the next three months with the aim of producing a final draft (with a timetable for implementation) for circulation and comment. The Steering Group will receive reports from the Working Parties and from any other interested groups or individuals and will incorporate these into the final draft. The long-term aim will be to have an agreed High Peak Compact ready for publication by March 2004.

Appendix 2: Codes of Good Practice – Consultation Agreement

Appendix 3: Financial Data

It is worth noting the findings of the HPCVS study 'Dynamic and Diverse': that at a very minimum the voluntary sector contributes over £3.6 million annually to the economy of the High Peak alone, employs 588 paid staff and draws on 2444 volunteers and that every £1 of grant monies invested results in £5.23 of economic benefit to the area. This makes the voluntary and community sector a substantial partner.

Appendix 4: Further information and key contacts

For further information contact:

High Peak CVS
Esther Jones (Community Development Worker, High Peak Council for Voluntary Service) on 01663 735350 or at esther@highpeakcvs.org.uk for email. Further information about Compacts is available on the CVS website: www.highpeakcvs.org.uk

High Peak Borough Council
Marika Rajah (Voluntary Sector Coordinator for High Peak Borough Council). Marika is co-ordinating the Compact programme and is available on 0845 127 7777 ext 2056 or at marikar@highpeak.gov.uk for email.

VCOs
Jon Taylor
01663 732994