ANNUAL REVIEW 2022

Connection has been demonstrated through; the focus on networks – everything is done through networks!  This has led to increased collaboration, with one another in the sector and with our statutory partners including; approaches to social isolation, child immunisation, food distribution and mental health for older people.

Anyone in a seat of representation is accountable to the network they represent, and consortia are starting to form around funding opportunities (more on this later). Another key aspect of collaboration has been the forming of the Infrastructure Group where BDGiving, Barking Enterprise Centre, BDCVS, Everyone Everyday and BD_Collective are working together for a vibrant social sector.

Trust.  There has been a change in this, it’s a process and one network lead talked about the change he has seen over the last couple of years with people being willing to be more vulnerable and open to share information.  This is at an early stage and will increasingly be a core measure through the networks’ interactions via WhatsApp.

Accountability. Everything that is done across BD_Collective is shared via our communication platform discourse.  There are 4 key ways we make ourselves accountable to one another.

Networks – as already outlined above.

​Discourse – if you are not already signed up,​email Sarah sarah@bdcollective.co.uk.  ​She holds regular training sessions.​

Activity tracker – everyone has access to our activity tracker which details what is happening in the networks, who is representing on what boards etc.  You can access it here as well on discourse.

Network Pot platform – BD_Collective receives £100,000 per year from Barking &Dagenham Council.  Over the last 3 years, we have averaged a 54% spend on the secretariat costs and the remaining amount on activity, either whole Collective events or via networks.  Everything done within networks is transparent and decisions are devolved.

Moving forward, we have set up the Network Pot on the Open Collective platform.  Members of networks who undertake work on behalf of a network can now claim any costs via the platform and anyone can see how/what the money is spent.  The criteria for the network pot was developed by the BD_Collective leadership and is signed off by members of the Design Team.

Power sharing.  There have been significant changes in the BD_Collective leadership since the original 9 Steering Group members who set it up.  Avril acknowledged the significance of the original group noting that none of their organisations had gained anything financially from their involvement and time.  The original aim was to become ‘door openers’ so that others, particularly smaller groups could have influence in how things were shaped locally.  This has started and the new leadership team are made up of people from a range of types of organisations.  There are 2 parts of the leadership team the Steering Group, made up of network leads and the Design Team who are responsible to ensure the Collective remains true to its vision.

Additionally, we are seeing change in the power balance with statutory partners with an increased willingness to co-design new strategy and initiatives.  Examples include; social isolation, community approach to debt, locality model, neighbourhood networks, population health approaches and child immunisation.  It’s all a work in progress but in each of these we are seeing new levels of collaboration and influence with the social sector.