Collaborative working: the wider picture

Interest in collaborative working between voluntary and community organisations has been growing over the last few years. The factors that have led to this include:

A drive within the sector to improve its effectiveness for beneficiaries
A need for more efficient use of resources

The best in the voluntary sector have always sought ways to be more effective and efficient. There is a growing recognition that, if done well, collaborative working has the power to increase the impact of the sector still further.

Government policy

Collaboration is one of the principles underpinning ChangeUp, the Home Office Capacity Building and Infrastructure Framework for the Voluntary and Community Sector, which sets out the Government's vision for the sector and how it can be supported by infrastructure organisations like NCVO.

The Cabinet Office Strategy Unit review, Private Action, Public Benefit recommended that the Charity Commission provide specific advice on charity mergers. The Commission has developed specific support for collaborative working and merger.

The Charities Act 2006 makes it easier for charities wishing to merge if the trustees think it is in the interest of both organisations. Once a merger has been registered with the Charity Commission, any gifts or legacies made to previous organisations will go to the merged charity. The Charities Bill completed its passage through Parliament on 7 November 2006 and has received Royal Assent.

Reported public opinion that there are too many charities

A Survey of Public Attitudes to the Charity Commission in 1999 found that 58% of respondents thought there are too many charities. Collaborative working offers ways of addressing this concern as well as merging.

NCVO's Chief Executive, Stuart Etherington, points out:

"There are numerous examples of charities coming together to deliver projects and services... Nonetheless, voluntary organisations should not have collaboration forced upon them by the government, media or anyone else when they do not think it is in the interest of meeting their charitable objectives- One of the most valuable lessons that will be coming out of the - Collaborative Working Unit is that sometimes collaborative working will not be the best option. It is about knowing when to say no as well as when to say yes. The important thing is to explore all the options."

A full version of this article, 'Joined-up Thinking', appeared in Charity Finance December 2004

Research behind the Collaborative Working Unit

Funding collaborative working

Funders of voluntary and community organisations can influence how much collaborative working happens. In 2004, the Collaborative Working Unit did a survey of funders to find out about their understanding of collaborative working. Overall, it revealed that there is wide awareness of collaborative working and its functions among funders, but most awareness of its less formal forms.

Results and analysis of funders' survey (Word 408 kb)

Key issues for funders of collaborative projects

There are particular considerations from a funder's perspective when dealing with collaborative projects, such as the importance of investing time at the early stages.

This guidance has been written for funders who are considering supporting collaborative projects.