One Compact for Hampshire
A jointly agreed framework of principles to guide the future working relationship of the Voluntary and Community Sector and the Public Sector
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Download a copy of One Compact for Hampshire here
Please note that since publication, four new organisations have joined the One Compact:
Basingstoke and Deane Borough Council
Hampshire Partnership NHS Trust
New Forest Local Strategic Partnership
Winchester & Eastleigh Healthcare NHS Trust
The One Compact for Hampshire also works in close partnership with East Hampshire District Compact group.
INTRODUCTION
Background
The Compact on Relations between Government and the voluntary and community sector (1) was published in November 1998 to provide a framework for the relationship between the two sectors, and was seen as a starting point for local authorities to adopt and adapt their own compacts.
It provided the inspiration for the Hampshire Compact Development Group, which was set up in early 2000 with representatives of the County Council and voluntary and community organisations. The Compact between the Council and the voluntary and community sector aimed to create a new approach to working together.
Following discussions with the Voluntary and Community Sector and the Public Sector throughout Hampshire during 2003-2004, the Compact Development Group became aware of strong support for a single Compact that would cover all of Hampshire, regardless of geographical or service boundaries. It was felt that a single Compact would bring the following benefits:
Fewer compacts to sign up to: less confusion, less duplication
Making life simpler for voluntary and community organisations, especially those working across boroughs and districts or countywide
A shared understanding of across all statutory partners of the role and contribution of the voluntary and community sector
Shared resources
Engaging more partners
A common set of principles to guide the relationship between the two sectors on any multi-agency partnerships or projects.
Therefore, following a period of consultation, the One Compact for Hampshire was launched in November 2004, with the support of the public sector partners listed on this website (see Partners to the One Compact)
Hampshire County Council is a partner to the One Compact for Hampshire and has adopted the general principles of the One Compact to guide its relationship with the Voluntary and Community Sector. These general principles are supported by all Partners to the One Compact.
For more detailed information about Funding and Consultation, please refer to the Codes of Practice on this website (Code of Good Practice on Funding, Code of Good Practice on Consultation) which are specific to Hampshire County Council's relationship with the Voluntary and Community Sector
Partnership is a strong thread running through many central Government initiatives relating to the way local authorities work and consult with their communities. The emphasis is firmly on `joined-up thinking' - co-ordinated planning and action to deliver local solutions, innovation, continuous service improvement, and renewed local democracy. The two sectors are already working on a multi-agency basis, which brings its own challenges and opportunities. The national Compact has at its heart "Getting it right together" - that is what we aim to do in Hampshire.
Hampshire is one of the largest shire counties in England. It is an exceptionally diverse county, combining small rural communities with large urban conurbations. Nearly 70% of the county is rural, home to 8% of the population. This diversity means we need to address both rural and urban living issues.
The County Council provides local services to 1.2 million people in the county, outside the cities of Portsmouth and Southampton. Since 1997 those two cities have had responsibility for all local services in their area. However, we recognise that many voluntary and community organisations based outside the Council's administrative area still have a continuing relationship with the Council.
Aim
The One Compact for Hampshire is an expression of the desire of the Voluntary and Community Sector and the Public Sector to work together, to be better together, to get it right together.
It is a jointly agreed framework of principles to guide their future working relationship.
The two sectors are committed to working together to improve mutual understanding, collaboration, trust and respect in the true spirit of partnership to the benefit of the people of Hampshire.
Basingstoke and Deane Borough Council
Fareham Borough Council
Gosport Borough Council
Hampshire County Council
Havant Borough Council
New Forest District Council
Test Valley Borough Council
Rushmoor Borough Council
Winchester City Council
Hampshire Strategic Partnership
New Forest Local Strategic Partnership
Networkfareham
Rushmoor Local Strategic Partnership
Test Valley Partnership
Winchester Local Strategic Partnership
Gosport Local Strategic Partnership
Blackwater Valley & Hart PCT
Eastleigh & Test Valley South PCT
Fareham & Gosport PCT
Hampshire Ambulance Service NHS Trust
Hampshire & IOW Strategic Health Authority
Hampshire Partnership NHS Trust
Mid-Hampshire PCT
New Forest PCT
North Hampshire PCT
Winchester & Eastleigh Healthcare NHS Trust
Hampshire Constabulary
Hampshire Fire & Rescue Service
The One Compact for Hampshire
What is a Compact?
A Compact is an agreement, drawn up by voluntary and community groups and public bodies together, setting out guidelines for how they should behave towards each other in order to deliver mutual benefits. It is a ready-made manual about best practice.
Mutual respect, understanding and fair treatment are the building blocks for real partnership between the voluntary & community and public sectors. Setting out how the two will work together is what the Compact is all about.
Why have one?
The public sector, in particular local authorities, is required to have a community leadership role and works with other organisations to achieve the economic, social and environmental well-being of residents. It relies on the voluntary & community sector to deliver services where, perhaps, it has no expertise in that area or finds it hard to make contact with particular individuals or communities. The voluntary & community sector makes a huge contribution to communities through the activities of volunteers, service provision, and support for individuals. The public sector often provides funding and support for such activities. Therefore it makes sense to have a set of principles and commitments which both agree to, in order to improve the way the two sectors work together.
Instead of doing things separately, a Compact is an expression of the desire of the voluntary & community and public sectors (we shall call these `partners') to `get it right together'.
Who is it for?
Public bodies such as local authorities, NHS Trusts, Learning & Skills Council, Probation, Connexions, etc.
Voluntary & community organisations, not-for-profit organisations, registered charities, social enterprises, and small community groups, which may or may not receive any funding
What are the benefits of a Compact?
It is important that a Compact delivers real improvements. Where it works well, it changes the culture and behaviour of the partner organisations, for example:
it gives consistency to the relationship, making it less dependent on particular individuals
it provides an opportunity to change the way things are done by working together to solve problems and tackle the priorities of the local community
its principles and commitments can be used as guidelines for all partnerships and multiagency groups, such as Local Strategic Partnerships, Community Safety, Best Value Reviews, Children and Young People, Health Improvement Programmes, etc
it can help deliver clearer and fairer funding processes
it can make sure voluntary and community organisations are given the chance to express their views and to see how these are taken into account
it helps the partners understand each other's priorities and constraints
it provides a framework to discuss differences and sort out disagreements in a constructive way
Common principles - Working Together in Partnership
The purpose of this Compact is to improve communication, understanding, trust and respect. It seeks to encourage closer working and co-operation between the Compact partners for the benefit of all people in Hampshire. The following principles have been agreed as a basis for a Compact way of working.
The Compact partners recognise the role each sector plays in improving the quality of life of people living and working in Hampshire.
All partners recognise the importance of, and are committed to, working together and communicating in an honest and open way for mutual benefit.
All partners are committed to valuing and celebrating the contribution of individual volunteers, and promoting voluntary activity.
Public agencies recognise the independence of the voluntary & community sector and its right to campaign and to challenge the policies and practices of decision-makers.
All partners acknowledge the different constraints under which they each work, for example legal and constitutional requirements on the public sector, and Charity Commission obligations for the voluntary & community sector.
All partners accept that both sectors are equally important and will respect and appreciate the rich diversity of roles and objectives of other Compact partners.
All partners are committed to being socially inclusive.
All partners are committed to the importance of promoting equality of opportunity for all people, regardless of race, age, disability, gender, sexual orientation and belief.
All partners will share information with each other with proper respect for confidentiality protocols and the Data Protection Act.
All partners acknowledge that differences may arise; however, all are committed to resolving disagreements within the partnership in a constructive and respectful manner.
Consultation
Consultation helps to shape and influence the way decisions are made. Partners can bring a wide range of experience and knowledge to help this process.
It is important that consultation:
is open and honest, making it clear what can be changed
is inclusive and uses a variety of ways to collect views. There is no single right way
has realistic timescales: for example, planning for the recommended minimum of 12 weeks for written consultation. This will allow partners time to talk to and represent the views of their organisations
uses simple and clear language
provides feedback and monitoring
When possible, consideration should be given to providing opportunities for joint consultation.
Commitments
All partners agree to:
develop and improve ways of consulting
make sure that consultation is inclusive
consider together new policies and procedures
use views and information received to make a difference
However: all partners agree that by following a Compact way of working, there will be more ongoing dialogue between the two sectors and this may mean there will be less need for formal consultation.
Funding resources
The aims of funding are to deliver the objectives of the funder and the organisation that is receiving the funding. Importantly we all want the best possible outcomes for local communities, whilst at the same time delivering value for money. In order to do this all partners need a process that is fair and effective with a mix of funding on offer that reflects the diverse needs of voluntary & community organisations. The voluntary & community sector understands that public bodies must comply with financial procedures set out by government and are accountable for the way public money is used. Public bodies recognise that many organisations are bound by the requirements of the Charity Commission, for example in relation to reserves.
Commitments
Public bodies are committed to:
making clear and publicising their priorities and conditions for funding
allocating resources and funding in an open and consistent manner
being clear about how the range of funding (grants, contracts or service level agreements) will be used to support different activities
recognising that the cost of providing a service includes a percentage of costs allocated to cover overheads
supporting voluntary & community organisations in obtaining funding from other sources
The voluntary & community sector is committed to:
developing and sharing its resources for the good of the whole community
operating proper management, control, accountability, and audit of finances
providing information about how the money has been used and what has been achieved as a result of the funding
Volunteering
Volunteering is the commitment of time and energy and can take many forms. It is freely given. Individual volunteers make a huge contribution to local organisations and communities, and bring a range of social and economic benefits to Hampshire. All partners recognise that volunteers bring a variety of qualities, skills, knowledge and experience.
The act and experience of volunteering:
connects people to their local communities
keeps people involved in lifelong learning
can help break down social exclusion barriers as individuals gain skills, experience, confidence and contacts while helping others.
Commitments
Volunteering is not a cheap option. The recruitment, training, support and management of volunteers costs money. All partners recognise the need to invest in volunteering and to follow best practice in order to ensure that there are sufficient resources to make volunteering a positive experience, and are committed to supporting and strengthening
volunteering infrastructure.
Diversity is recognised, respected and valued. Volunteering should be open to all, regardless of background, age, race, sexual orientation, faith, etc.
Infrastructure
Voluntary & community organisations, whatever their size, need access to information, advice and training to help them achieve their aims. Generalist infrastructure organisations, sometimes called umbrella bodies, meet this need and also help the sharing of information and news between the sectors, and between voluntary and community organizations themselves. Examples of generalist infrastructure bodies are councils for voluntary service, rural community councils and volunteer bureaux.
Because of the sort of work they do, infrastructure organisations are not likely to attract public donations or funding from grant givers who often prefer to give money to groups working in the `front line'. Yet without their efforts, opportunities that can help voluntary & community organisations be more effective can be lost. So these infrastructure bodies need access to strategic core funding.
Commitments
The public bodies are committed to:
the long term development of and investment in infrastructure support for the voluntary and community sector.
Hampshire's network of infrastructure bodies are committed to:
working together to build the capacity of the voluntary & community sector by providing high quality information, advice and training.
promoting quality standards and by working towards an appropriate quality mark themselves, they will aim to lead by example.
How do we know if the Compact is working?
The partners will develop together relevant and appropriate indicators to show whether a `compact way of working' is being adopted. Local action plans will be drawn up to include arrangements for an annual review and annual work programme, including the adoption and implementation of Codes of Practice.
There will be a Hampshire-wide Annual Meeting open to everyone.
Commitments
All partners are committed to:
nominating a `Compact' champion to raise awareness of and oversee implementation of the Compact within their organisation; in addition, within local authorities one councillor should be nominated to lead on Compact issues, and within other agencies this should be a member of the board or management committee.
set up a Compact development group at a district level to monitor progress. A representative of that group will report back to a countywide group.
Dealing with disagreements
The mark of a good Compact is what happens when things go wrong. In the event of a disagreement in which the `compact way of working' is at issue, it is important for all partners to have access to a process set up to deal with disagreements about whether the Compact and its Codes are being put into practice.
Commitments
Local arrangements will be set in place to discuss disagreements in which `the Compact way of working' is at issue. If the disagreement cannot be resolved at this level, an organisation may request that the matter is considered by Compact Champions from a neighbouring district.
What are the benefits of a Compact
It is important that a Compact delivers real improvements. Where it works well, it changes the culture and behaviour of the partner organisations, for example:
It gives consistency to the relationship, making it less dependent on particular individuals
It provides an opportunity to change the way things are done by working together to solve problems and tackle the priorities of the local community
Its principles and commitments can be used as guidelines for all partnerships and multi-agency groups, such as Local Strategic Partnerships, Community Safety, Best Value Reviews, Children and Young People, Health Improvement Programmes, etc
It can help deliver clearer and fairer funding processes
It can make sure voluntary and community organisations are given the chance to express their views and to see how these are taken into account
It helps the partners understand each other's priorities and constraints
It provides a framework to discuss differences and sort out disagreements in a constructive way
GLOSSARY
Advocacy is speaking or acting in support of or on behalf of another person(s) in accordance with their wishes. It helps people to speak out for what they want or need, and encourages them to tell others about how they feel and what is important to them.
Best Value is a statutory responsibility for local authorities to achieve continuous improvement in services through a combination of economy, efficiency and effectiveness. All of an authority's services must be reviewed by challenging how and why they are provided, comparing them with the performance of others, consulting with stakeholders and testing their competitiveness against external providers.
Campaign or lobby is to try to influence decision-makers to introduce specific, and/or change existing, policies and programmes.
Consultation is the process of seeking and listening to views within defined parameters. This includes seeking information and advice about future decisions, and testing the impact of decisions which have already been taken.
Contracts record the agreement between the purchaser (sometimes called the commissioner) of a service and the provider about the specification for the service to be delivered and the arrangements for delivering and paying for it. Also included are arrangements for monitoring and ending the contract. Contracts are legally binding.
Diversity simply means the varieties and differences within voluntary and community groups and the local community.
Evaluation is the assessment of the value of a project, piece of work, or service. Its purpose is to help an organisation decide whether it is achieving what it wants to and if it needs to do anything differently in the future.
Governance
The guidance, direction and supervision of a charity by its trustees, members etc, in accordance with its governing document or constitution.
Monitoring is the routine collection and recording of information, sometimes against statutory performance indicators, on the activities of an organisation. It provides information on what an organisation is doing, but makes no judgement about the value of the outcome or results of those activities.
Networking is basically getting to know people. It is the process by which relationships and contacts between people and organisations are established, nurtured and used for mutual benefit. These links between people and organisations give access to ideas, information, resources and expertise, which might not otherwise be available.
Partnership is when one or more organisations work together to achieve a shared and clear set of objectives. There is a clear understanding of the contribution of each organisation, which takes into account their differences, and there is equal respect for the role and experience of all partners. A successful partnership depends on the sharing of information and decision-making.
Performance indicators
Indicators are tools that measure, simplify and communicate important issues, trends and standards of performance. They provide a benchmark against which progress can be measured year on year and provide comparisons between organisations. They usually measure cost, economy, efficiency and effectiveness.
Service level agreements are written contracts which set out how two organisations will work together over an agreed period. They are not as onerous as a typical contract and usually contain less legalistic language but may be legally enforced.
The Statutory sector is the name given to organisations created through Acts of Parliament whose functions are determined by the law. Local authorities, including parish and town councils, are democratically elected and are accountable to the voters and central government. They have legal responsibilities for the social well-being, economic development, environment and health of the people they serve. Other statutory agencies, such as health authorities and the probation, police, fire & rescue and ambulance services, are not directly elected and are accountable to the appropriate Secretary of State.
The Voluntary and community sector
voluntary organisations are: formally structured; not-for-profit (although they may make surpluses); independent and not part of government; managed by unpaid, voluntary management committees or boards of trustees; have paid employees and volunteers; may be registered charities and/or companies limited by guarantee
community organisations are: local community and self-help groups; more informal; often made up entirely of volunteers; any staff are likely to be part-time; independent; without regular income or funding
Trustees are the group of people responsible for the control and management of a charity, which includes members of a charitable association's management committee and directors of charitable companies. Certain specific statutory duties arise from being a trustee.
Umbrella organisations - also sometimes referred to as intermediary organisations - are an important force in the voluntary sector, fulfilling four main functions: development, services to other organisations, liaison and representation. However, it is acknowledged that not all umbrella organisations perform all of these functions. (Deakin Commission 1996)
Users are the people who benefit from or use a service. They are also called customers, clients, consumers, beneficiaries, and recipients.
Volunteering is an activity that a person (a volunteer) chooses to undertake, whereby they do something to benefit either an individual or a group (not relatives) or to benefit the environment, and for which they receive no payment.
1 - This document is available as an Adobe Acrobat PDF file - Compact on Relations Between Government and the Voluntary Sector in England (176kb). You may need to download the Adobe Acrobat reader to view this document.