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Safer Together


Benefits of Consortium Membership and Associated Expectations

It is envisaged that Safe Together will generate a number of benefits for its member organisations. These have been clustered under the following headings:

Quality Improvement
Strengthening the women and girls sector
Negotiating Power and Funding Prospects
Image and Profile
Resource Share/Use
Strategic Capability

The consortium will undertake the following:

Quality Improvement

Enable its member agencies to meet clients’ needs better by increasing provider capacity and by focusing on sustained improvements in the quality and impact of frontline service provision

Encourage the sharing of expertise and good practice, leading to better, improved services, including the use of time-banking methods to promote shared learning

Facilitate the joint delivery of services and activities

Strengthening the women and girls sector

- Provide a comprehensive, holistic diverse range of proactive and preventative services to strengthen and support women and girls experiencing all forms of violence.

- Ensure local provision of quality services to women and girls, which address the impact of violence against women and girls (VAWG).

Identify the skills, resources, services and tools required to develop and provide Woman, girls and families and communities with comprehensive, holistic and preventative services.

Communicate a convincing case about local needs on VAWG issues to influence, engage and develop VAWG strategies of Police and Crime Commissioners, Local Authroity, Helth Commission and other buyers of VAWG services.

Bring together existing and new local, organisations working in the Women and Girls field to share best practice, influence policy and commissioning and facilitate cross sector working.

Negotiating Power and Funding Prospects

Increase the prospects of securing funding and winning tenders at a county- wide level; this will enable member organisations to build on their existing funding bases

Foster greater negotiating and bargaining power through increased scale and capacity for service delivery

Enhance member organisations’ competitiveness within the external funding environment

Create a single, unified point of funding/contracting, and in so doing increase attractiveness to funders/contractors

Strengthen and extend the advocacy and influencing capacity of member organisations

Image and Profile

Increase marketing capacity, with marketing and promotional activity undertaken individually by member organisations being supplemented by centralised, consortium-wide actions in this area

Extend and heighten member organisations’ public profile

Resource Use

Generate economies of scale and efficiency savings through the rationalisation of resources

Free up member organisations, where practicable, to maintain, consolidate and enhance their core focus on frontline delivery by transferring, at least by some extent, contract management requirements to a specialised enabling and support infrastructure

Strategic Capability

Improve strategic planning through a centralised, co-ordinated function that guides, shapes and collates the different, separate strategic aims and objectives of each member organisation

Establish more concerted and sustainable research, development and intelligence-gathering capacity, with greater resultant focus on innovation and new ways of working

Enable joint needs assessment and programme planning to be undertaken

In addition, the establishment of the consortium will bring technical benefits through efficient contract management. For example, a consortium approach would potentially make it possible for any contingent shortfall in output from certain sub-contractors to be offset by an excess in output from others, with the associated contract funding being transferred between providers through an appropriate reconciliation process. This will mean that overall contract compliance can be achieved.


Running alongside the range of benefits, there will be some expectations of member organisations in terms of their general contribution to the consortium. These are in addition to the specific roles and functions of member organisations set out in the next section on Main Operational Issues. General expectations are as follows:

Interest in, support for, and promotion of the development and furtherance of the consortium as a whole and not merely the respective agendas or vested interests of certain member organisations. As previously outlined, members will need to be open, honest and transparent in their involvement in consortium affairs and consortium representatives will need to work for the good of the whole consortium.

  • Inputting ideas/information into, and providing support for, joint tenders and applications
  • Inputting ideas into the further development of the consortium
  • Participating in capacity building initiatives
  • Joining appropriate clusters

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