Project summaries

Building a new relationship between the Council and voluntary sector in Islington

This paper discusses the future relationship between the voluntary organisations in Islington and Islington Council. In particular, it makes proposals for a new partnership between the organisations, something that all sides have stated that they are interested in constructing, and something which we believe could bring major benefits, especially to Islington’s citizens.

The paper sets out:

The agendas for change of central government, Islington Council and the local voluntary sector.
The case (and need) for partnership.
The essential elements of an effective partnership.
The barrier to future partnerships.
Proposed next steps.

In principle, the Council and the voluntary sector have many interests in common, centred on local implementation of the government’s ‘Best Value’ agenda. This is a major reason for being optimistic about the prospects of constructing new partnerships. Furthermore, there are imperatives for new partnerships in that, if they are not successfully created, then the Council and voluntary sector are likely to grow even further apart to the detriment of the citizens of Islington.

The construction of future partnerships will require a clear and agreed framework within which funding is given, its purpose defined, and regular monitoring of achievement put in place. In short, it requires a move away from a ‘grant aid culture’ towards a ‘contract culture’, as has already happened in many other parts of the country. This, in turn, implies:

Much more of a shared vision than currently exists.
A funding framework based on defined objectives, consistency and transparency.
The development of agreed ‘contracts’ or equivalent for each item of funding.
Separation of ‘purchaser’ and ‘provider’ functions within the Council.
Arrangements for independent monitoring of achievement against objectives.

There are, however, formidable barriers that need to be overcome, particularly relating to historical relationships, a lack of mutual trust and respect, and the Council’s plans for major, short term reductions in the funding given to the voluntary sector. It will require determined and thoughtful leadership from both sides and substantial introspection if these barriers are to be overcome.

We suggest that the recently established Voluntary Sector Strategy Group (involving representatives of both the Council and the Voluntary Sector) is the obvious vehicle for progressing the partnership agenda. In this context, our proposed next steps are as follows:

A review by the Council of its membership on the Group, which currently appears light in terms of both Councillors and senior officers.
A workshop session of the group to discuss the need for a new partnership, key elements in its success and barriers to its achievement.
A review of how other local authorities have progressed partnership arrangements with the voluntary sector, and comparison between those demonstrating good practice and the situation in Islington.
The development of an agreed, joint statement about future relationships, based on the key principles discussed in this report.
An agreed implementation plan, setting out clear milestones for the building of a new relationship.

From our discussions during this study, and from our review of recent history, we have been struck by the extent to which attitudes need to change, and new processes be put in place, if there is to be any chance of major changes in working relationships. There are signs that the Islington Voluntary Action Council (IVAC) understands this.

By contrast, we do not believe that the Council has yet recognised what ‘partnership’ really involves, namely surrendering sole control over some matters in order to exercise control with others more widely. Until it does so, the citizens of Islington, and in particular, the poor and socially excluded, will suffer quite unnecessarily.

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