This presentation was part of the Big Assist Conference.
Caron Marie Bembrick (Sheffield TLI Programme Coordinator) put on a marketisation workshop.
Find out more about NCVO events: http://www.ncvo.org.uk/training-and-events
3. • Organisation contact details
• Legal structure
• Where they work
• Who they work with
• Why they require FUSE funding and how the funding will help the organisation
• Income level
Fund contribution towards the cost of FUSE providers’ services:
• 90% (£0-£50k)
• 80% (£51-150k)
• 70% (£151-250k)
• 50% (£251k+)
• Maximum allowed per organisation is £750
• Remaining amount and VAT to be paid for by the CSO
Eligibility
www.fusesheffield.org.uk 3
4. Provider Accreditation
Ensure providers possess a track record of delivering high quality infrastructure services
and implement a commitment to customer focus and equality and diversity in service
design and delivery.
www.fusesheffield.org.uk 4
6. Results So Far
Since its launch in January 2013
• 134 applications
• Majority of applicants have lower income or high income (few in between)
• For some CSOs the fund has been only a small part of purchasing with some
organisations spending more than the contribution required
• Some CSOs have prioritised choice because of VAT implications
• Multiple take-up of services (e.g. HR, legal and finance for due diligence/mergers)
• Cross-agency purchasing e.g. training from SYFAB and VAS
• Key types – children and young people provision. Cohort of citizen’s advice centres
• Deprived neighbourhoods
www.fusesheffield.org.uk 6
7. Challenges for the Provider
• Displacement of existing income
• Pricing
• Clarity of provision and fitting into the service directory – where does the holistic
capacity building service sit?
• Some CSOs still require assistance with understanding their needs – is this provider led?
• Some providers do not fit the directory mould
• Duplication
• Capacity
• Can individual providers claim to deliver a service if they signpost or bring in expertise?
www.fusesheffield.org.uk 7
10. The ‘unsettlement’….of infrastructure
1. changing demands and challenges facing frontline organisations –
tailored support for a competitive environment?
2. withdrawal of central state support for national and local
infrastructure – ‘de-coupling’
3. income generation and a changing geography of infrastructure;
TLI as unfinished business from ChangeUp? – ‘reconfiguration’
4. changing delivery mechanisms - on-line support; peer to peer
learning; pro-bono; community organising; prime contracting;
‘fiscal sponsorship’, incubation and shelter
5. ‘demand-led’ approaches - market making in infrastructure?
6. rethinking functions and staffing of infrastructure organisations -
hollowing out
11. Implications – challenges and opportunities
• ‘Customers’
o what support do we need, or want? (and do we know?)
o do we want to shop for it, and if so how do we choose?
o how will we know if it is any good?
• ‘Suppliers’
o how do we reach ‘customers’? how do they know about us?
o what is our business model and organisational structure?
o what niche can we occupy in relation to other providers?
o how do we set and adjust our prices?
• ‘Market makers’
o is there a viable market for chargeable support services?
o how far should it be ‘managed’ or left open?
o how is quality understood and assured?
o what support is available for new, smaller or marginalised groups?
o what about ‘voice’ and advocacy?
12. In small groups….
Discuss
• What are you doing or planning to do about the changes
we’ve been discussing?
• What experience can you share with each other?
• What are the dilemmas and challenges in selling services,
and how can you overcome them?
Identify one or two key questions or dilemmas to feedback to
the group as a whole.
(roughly 25 minutes)