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Manchester Partnership Community Engagement Strategy 2011-15 and Guide

The Manchester Partnership Community Engagement Task Group was set up in autumn 2009 to develop a new Community Engagement Strategy for 2011-15. The purpose of the strategy is to ensure Manchester’s residents and communities are able to have a greater say in what happens in their city.

The strategy is primarily for Manchester Partnership staff and is also a resource for voluntary and community groups and residents in Manchester.

Risk Assessment

It is good practice to carry out regular comprehensive assessments of all the risks faced by your organisation and to maintain a register of them. Many of these risks will be operational: delays or shortfalls in trading income, accidents, staff absences, mishandling of money, client abuse etc. Some risks will be strategic, in that they carry a threat to the long-term effectiveness or viability of the organisation.

Closure

Unless it is due to success and achieving all your aims, no-one wants to have to close down their organisation. Sadly, it may not be possible to keep going and closure is the only option. If so, it is important to do it right. This guidance will help you to do it responsibly and safely. When winding up a project or service, you may need to:

Insolvency

Insolvency is something to be addressed as a matter of urgency because:

  • If you continue to trade when insolvent, there may be significant Committee member liability, even in an incorporated organisation; and
  • Closing down an insolvent organisation is much more arduous and costly than closing down a solvent one

There are two basic tests for insolvency:

Merger

If comprehensive funding cuts have taken away all your funding for activities, then it is unlikely that you will find a willing merger partner.

However, it may be that partial funding cuts have merely left you struggling to sustain your organisational infrastructure (management, administration, governance, premises etc). In such a situation, merger with one or more other agencies may be a significant option.

Structurally a merger may mean:

Collaboration

Most voluntary organisations will have experience of partnership working at a basic level: networking, information-sharing and referral, joint events; perhaps also through involvement in joint strategies or delivery plans or through co-location of front-line staff.

Some voluntary organisations may have gone a further step by engaging in:

Cost Reduction and Restructuring

The painless response to a funding crisis is, of course, to find alternative sources of income, but this may not always be possible in the time that you are able to buy with your financial reserves. In reality, you may well find that you need to reduce costs, because this will be within your control and it will have a fairly swift impact.

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