Natural England

Compact between the Countryside Agency and the Rural Community Council (AP03/31)

1.   The Compact process between Government and the Voluntary and Community Sector (VCS) began in 1998 when the Government signed its overarching Compact for national relations with voluntary and community organisations. Since then, government departments and agencies as well as local authorities have been encouraged to develop separate Compacts with the VCS to reflect their own activities and responsibilities. 

2.   The national Compact sets out a commitment and framework to guide and strengthen relationships between government and the VCS.   It recognises shared values and principles and sets out key undertakings, on issues such as policy development and consultation, funding and governance, for the Government and the VCS to adhere to. The Compact has been subsequently developed through 5 codes of practice addressing funding, consultation and policy appraisal, black and minority ethnic groups, community groups and volunteering.

3.   The Government re-launched its commitment to the Compact process  last year and all government departments have been asked to champion it within their work.   The Government has also established a national Compact Mediation Service where voluntary organisations can raise potential breaches of the national Compact.   The Rural Affairs Minister,  Alun Michael is a strong advocate of the Compact process and Defra has committed itself to mainstream the Compact principles in its work by April 2004.   It has recently established a  Compact Working Group to take this work forward.

Countryside Agency’s Compact with RCCs 

4.   The Rural Community Councils (RCCs) are a key voluntary sector partner for the Agency.   We have had close working links with them for many years and currently provide support and funding for each of the 38 RCCs through a three year Service Level Agreement (SLA).   RCCs are a key partner in fostering socially and economically active rural communities and help the Agency deliver many of our programmes and objectives, including Vital Villages, Market Towns, Housing and Social Inclusion. 

5.   The proposed Compact with the RCCs is attached at Annex 1. It has been developed in close consultation with the RCCs (both directly and through ACRE) and with support from colleagues in Defra.   It broadly follows the principles and shape of the national Compact, setting out shared principles and key undertakings for both parties.   Although it is not a legally binding document, through it, in summary, the Agency agrees to:

·          recognise the complementary but independent role of RCCs in developing and delivering rural policy;

·          recognise the role of RCCs as the main rural network through which we deliver our support to rural communities;

·          appropriate exchange of information;

·          follow the Compact code of good practice for funding – this supports enabling longer term planning; proper accountability;   investing in VCS infrastructure; fair access to strategic, project and contract funding; recognition of core costs; and clarity and consistency in funding and funding decisions;

·          involve RCCs in developing Agency policies and activities.

  The RCCs undertake to: 

·           follow Charity Commission guidance in their governance;

·           meet the terms and obligations of our SLA and use our funding to add value to their work;

·           provide the Agency with objective, accurate information based on local knowledge and local input as appropriate;

·           acknowledge and promote the Agency partnership and funding role in RCC   activities.

6.   In many respects, our existing relationship with RCCs already follows many of the principles advocated in the Compact.   For example we have a three year funding programme in place and have committed to work with RCCs to have new arrangements in place before this agreement expires.   Formalising these arrangements through a Compact reinforces the importance of this relationship and will help us build on it for future work.   Indeed, one of the early benefits of the Compact process has been to reinforce ACRE’s leadership and representative role of and for the RCC network, through conducting our Compact negotiations with them.   The main effect of the Compact therefore will be to consolidate on the instances of good partnership working and ensure these are delivered consistently across the board. 

Implementing the Compact

7.   If the Board approves the Compact, it is proposed that the Countryside Agency and ACRE on behalf of the RCC network should formally sign up to it at a joint RCC – Countryside Agency event planned for 19 November.    However, to really make the Compact work, the spirit of the Compact needs to be embedded in the cultural behaviours and actions of Countryside Agency and RCC staff and members.   To facilitate this, the following implementation and review measures are proposed:  

·          Appointment of a Board Member as Compact Champion to advocate compact relations and to oversee and receive reports on progress.   The Compact Champion would, with the approval of the Board, sign the Compact on behalf of the Agency.   This appointment would be matched by an equivalent appointment within ACRE and within each of the RCCs;

·          Comprehensive briefings for Agency staff, particularly, but not exclusively, regional and national staff within the A Directorate;

·          Setting up of a small compact working group comprised of Agency staff and RCC members to monitor, progress and advise on Compact issues.   This group would report annually to the Compact Champions; 

·          Regional meetings between Countryside Agency regional office staff and RCC trustees and Directors (as part of regular dialogues) to consider the Compact and agree regional action plans and evaluation criteria; 

·          Annual review and evaluation of progress against agreed action plans and success criteria.

Future Compact work

8.   Looking across the breadth of the Agency’s work, we deal with many and varied voluntary and community organisations, from local community groups undertaking LHI projects, through to national voluntary networks such as the Citizens Advice Bureaux and the Women’s Institute.   We are currently scoping the potential to develop an overarching Compact to govern our relationship with these bodies.   For example, this could be established between the Agency and the National Council for Voluntary Organisations (NCVO) on behalf of the sector.   An overarching Compact of this type could provide us with a means of forging broader and more effective engagement across the VCS and enhance existing relationships.   It is also an opportunity for the Agency to continue to lead the way amongst Defra’s agencies in demonstrating good practice in its relations with the voluntary and community sector.

Financial and staffing implications

9.   There are no direct additional financial or staffing implications associated with this paper.

Risk and mitigation measures

10.   The main risk to the Compact process lies with failing to realise the cultural approach required on both sides to achieve its effective implementation.   This risk has been mitigated by generating ownership of the Compact though the consultation and negotiation process and will be further addressed through a programme of effective briefings for Agency staff, joint meetings between Countryside Agency and RCC staff and use of the joint RCC – Countryside Agency event when the Compact is signed.  

11.   The other risk lies in poor implementation of the action plans.   Appointing Compact Champions to oversee progress through a joint RCC – Countryside Agency national group should ensure adequate monitoring and review.

Annex 1

Compact between the Countryside Agency and Action with Communities in Rural England (on behalf of the Rural Community Council network)

1.         

1.1        This compact, jointly developed by representatives of the Agency and of the RCC network, sets out the key elements of the relationship between the Agency and RCCs collectively. It should be seen as a framework to enhance the relationship and further understanding between the Countryside Agency (Agency) and all 38 Rural Community Councils (RCCs). It is not a legally binding document. Guidance has been taken from the Home Office in producing this Compact.

2.          SHARED VISION

2.1        The shared vision of the Agency and of the RCCs is to achieve socially and economically active and sustainable rural communities that address their own priorities and are better equipped to shape their own futures.

3.          SHARED PRINCIPLES

3.1        The Agency and RCCs recognise that each has distinct but complementary roles in the development and delivery of rural policy and services, and each respects those roles.

3.2        RCCs are independent charitable county-based organisations, funded from a variety of sources, and their actions must be governed by their charitable objects. As such they are able to bring a distinctive contribution to rural communities and to fulfil a role that the Agency is not set up to deliver at the local level.

3.3        The Agency is a Non-Departmental Public Body, funded through the Department of Environment, Food and Rural Affairs. It is the Government’s adviser on rural policy and a key partner in the implementation and monitoring of the Rural White Paper. The Agency plays a significant role, among others, as a funder of RCCs, and is charged by Government to achieve value for public money.

3.4        RCCs are seen by the Agency as the main rural network through which it delivers its support to the voluntary and community sector

3.5        RCCs view the Agency as a significant partner in the promotion of rural issues on a regional and national basis, and a major funding partner.

3.6        Both parties recognise that there is added value in working in partnership towards common aims and objectives.

3.7        Both the Agency and the RCC network wish to promote the productive transfer of information to build the capacity of both to fulfil their respective roles and remits. The rights to use of information gained by either party as a result of the relationship between the Agency and the RCC network, will depend on the context in which information is transferred:

·        Within Service Level Agreements with the RCCs, there may be elements of information transfer where data is collected or created solely for the purposes of fulfilling the agreement, in which case any arrangements on intellectual property rights should be explicitly stated within the contractual document.

·        Where information is collected by an RCC or group of RCCs as a result of separately contracted work with the Countryside Agency, the appropriate clause within the contract will govern the use of the information gained.

In all cases, contractual arrangement should take account of intellectual property rights that may relate to, for instance, third party ownership, ownership of research techniques and databases, and any relevant confidentiality and data protection issues.   Information collected or compiled other than as part of a contractual arrangement remains the intellectual property of the collecting body.

3.8              The network of RCCs has asserted a commitment, both collectively and individually, to achievement in quality standards.   Various quality assurance systems are employed around the network, and attaining and demonstrating a common level of attainment around the network is one of the priorities for ACRE, the RCCs and the Agency.   This will contribute to ensuring high quality delivery by RCCs to all their stakeholders.

3.9              The Agency and RCCs acknowledge the importance, in all aspects of their work, of promoting equality of opportunity for all people, regardless of race, age, gender, disability, sexual orientation or religion. 

4.          UNDERTAKINGS BY THE COUNTRYSIDE AGENCY

4.1        In all its dealings with RCCs (locally, regionally and nationally) the Agency will adhere to the undertakings set out below.

Accountability

4.2        To recognise and support the independence of RCCs,  and their right to determine and manage their own affairs in the best interests of their beneficiaries, so far as they do not conflict with Service Level Agreements between the Agency and RCCs. The Agency also recognises the role of RCCs as rural voluntary and community sector infrastructure bodies and their role in delivering national, regional and local policy initiatives and programmes.   The Agency supports the principle that their success in this role relies on their credibility with their local stakeholders.

Funding

4.3        To negotiate all issues related to the development, implementation or change of funding arrangements with RCCs, in ways which are inclusive, fair, consistent, timely and transparent.

4.4        To recognise that, as a funder the Agency should meet the requirements of the Home Office ‘Funding: a Code of Good Practice', plus obligations placed on the Agency within Service Level Agreements. 

Policy development and consultation

4.5        To regard RCCs as knowledgeable and expert resources locally, regionally and nationally and, where appropriate, to involve RCCs in developing Agency policies or activities which impact on rural communities; and to acknowledge their contribution in policy development.

Quality Partnerships

4.11      To promote open, supportive, positive, effective and consistent working relationships with RCCs adhering to best practice in all matters, and promoting joint events wherever appropriate.

4.12      To deal fairly and supportively with any RCC which does not meet key objectives and targets. 

4.13      To respect the confidentiality of any information received from an individual RCC, or group of RCCs, if passed on that basis.

4.14      To monitor the Agency’s performance against the undertakings in this Compact, and to feed into an annual review process held jointly with RCCs. 

4.15      To work with RCCs to develop indicators to monitor and evaluate outcomes and value for money.

5.          UNDERTAKINGS BY RCCs

5.1        In their relationships with the Agency at local, regional and national level, RCCs will adhere  to the undertaking set out below:

Accountability

5.2        RCCs are bound by their charitable status and therefore will work in line with Charity Commission guidance.

5.3        Recognition  that the Agency is accountable to DEFRA and is bound by Government policy and funding regulations.

Governance and Financial Management

5.4        To meet the terms within Service Level Agreements and the obligations placed on them, including effective delivery of an agreed work programme.

5.5        To seek continually to add value to the Agency’s funding contribution through the annual work programme.

Policy Development and Consultation

5.6        To ensure that all information and advice given to the Agency is accurate, objective and unbiased, and stems directly from the RCC’s own knowledge of grassroots issues, trends and local strategy developments in their counties and regions. It also involves direct input from local individuals or groups or is based on local surveys, wherever appropriate.

5.7        To clearly acknowledge and promote the roles of the Agency in partnering and funding the various aspects of RCC activity which directly benefit rural communities or contribute to the voluntary sector infrastructure; and to seek opportunities to work in partnership with the Agency.

Quality Partnerships

5.8        To respect the confidentiality of any information received from any employee of the Agency, if passed on that basis. 

5.9        To promote open, supportive, positive, effective and consistent relationships with Agency staff at all levels. To respond positively to reasonable requests from Agency staff for information, meetings,  advice or support.

5.10      To involve local beneficiary groups and organisations in the development, delivery and evaluation of services wherever appropriate.

5.11      To contribute to the annual review of the Compact held in partnership with the Agency.

5.12      To work with the Agency to develop measures and methods to monitor and evaluate outcomes and value for money.

6.          RESOLUTION OF DISAGREEMENT

6.1        This Memorandum of Understanding sets out a general framework for enhancing the relationship between RCCs and the Agency. As far as possible, disagreements over the application of that framework should be resolved between the parties. To assist that process, and where both parties are willing, independent mediation (such as that provided by the Compact Mediation Service) may be used in order to reach a mutually acceptable compromise.