Allocating resourcess about creating a Leeds where partners work together, within legislative and economic constraints, to ensure that the available funding, the in-kind support, and other resources are used in the most effective way and are directed at the agreed priorities and needs of the people of Leeds.

Context: The current economic climate presents challenges where the available resources will need to be used in the most effective way to meet the identified and prioritised needs of communities. These resources may be directed through commissioning, grants, procurement and in kind support. 

All partners have a duty to make the objectives of funding programmes and their eligibility criteria clear from the outset. It should be recognised that the allocation of resources, including the process and the timeline, may be outside of the control of organisations in Leeds.

Partners involved in supporting and representing disadvantaged or marginalised communities have a crucial role in providing vital services and helping to reach some of the most socially excluded people in and the city, through combating the causes of discrimination and disadvantage.

Partner Commitments: Allocating resources

Arrangements for allocating resources

Partners will:

• Increase efficiency by working closely together to maximise the impact and spread of resources, to avoid duplication. This includes, where appropriate, strengthening the co-ordination of funding priorities and arrangements.
• Follow realistic time-tables to ensure that funding processes follow time-tables that allow for the distribution of information; for third sector organisations to receive and respond to guidance and support and for legislative timescales to be met.
• Adopt an assessment process where possible, to shape and deliver future funding programmes, which considers the following:
  
  • the likely impact of the commissioning approach on the sustainability, and diversity of the third sector, and communities serve.
  • the most appropriate funding type e.g.  procurement, grants
  • the optimum length of the funding or contractual agreement - including consideration of three-year funding, where appropriate.
  • options around collaboration, which may give better outcomes, but will need to be considered  when planning timelines.

• Recognise that termination clauses may be included in funding agreements to accommodate changes in financial allocations or changed needs and priorities during the funding period termination clauses will ordinarily provide a minimum of six months notice.
• Make details of new funding opportunities available through agreed channels e.g. infrastructure organisations, websites and the internet, networks, directories, newsletters and social marketing. Where competitive processes allow, a named contact will be available for organisations to discuss potential opportunities.
• Provide appropriate opportunities for the involvement of third sector organisations in the design and evaluation of funding and contracting.
• Recognise that third sector organisations can, subject to externally set limitations, include relevant overhead costs in funding applications, and have the right to hold reserves to meet legal obligations.
• Encourage organisations to develop collaborative bids, recognising that they can present clear advantages such as value for money, sharing expertise and resources.
• Reference the Compact Mediation and Dispute Resolution procedure in the terms and conditions of all funding agreements and contracts with third sector organisations.  This route is for challenge about processes and practice that are not compliant with Compact principles, not decisions affecting individual organisations or contract management.

Service delivery and payment terms

Partners will:

• Recognise the value of volunteers’ time to projects as match funding, subject to the terms and conditions of the specific funding programme.
• Work towards the use of quality assurance schemes that are appropriate to the service provided. Funders will recognise alternative schemes and quality marks as long as they meet the standards required.
• Ensure that the supporting evidence required for financial claims or quality assurance is proportionate to the level of funding.
• Recognise that funding may be time-limited or end as priorities change.
• Recognise that there is a joint responsibility to ensure timely discussions before the end of a grant or contract period.
• Enter into discussions when contract terms and conditions are breached, or where there are performance issues, allowing a reasonable time for remedial action, before a default notice is served.
• Recognise their separate responsibilities towards beneficiaries when funding is discontinued or contracts are terminated.

Monitoring and evaluation

Partners will:

• Implement effective monitoring focused on outputs and outcomes, and ensure it is proportionate to the level of funding and risk.
• Ensure there is consistency in the effective protection of, and proper accountability for, public money.
• Ensure that monitoring and evaluation provide a sufficient overview of performance and impact to inform future funding and help to identify good practice and service improvement opportunities
  
• Ensure, where appropriate, that beneficiaries can be involved in any monitoring and evaluation processes.