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  • How to manage arguments productively (for Committees)

    Whether it's at the board level or in a simple volunteer committee, arguments are a normal and healthy part of any committee's life. Managing them poorly can ruin relationships and create a toxic atmosphere, but managing them productively can lead to greater creativity and accountability for everyone. This guide gives you a step-by-step process to handle arguments productively--from knowing when to engage to knowing how to keep track of progress.

  • How to deal with a challenging panel

    Every Fair Share Trust panel is unique to its local area. When working properly, they consist of people who represent a wide variety of interests and services, all of whom have an active part to play in the community and who work with Local Agents to set local Fair Share Trust priorities and award funding. It’s unsurprising that clashes of opinions occur. While it’s important to encourage passion for the work of the Fair Share Trust, some areas have encountered small groups or individuals whose enthusiasm is counterproductive, making it difficult to reach a consensus.

  • Using collaboration to improve sustainability

    Isle Help is an Advice Service Transition Fund project based on the Isle of Wight which has helped to improve the availability and sustainability of its Information, Advice and Guidance (IAG) services in the area.

  • Merging infrastructure organisations to ensure sustainability

    By Tracy Rudling, CEO of Community 360. Two neighbouring infrastructure organisations in Essex and a training provider merge and create Community 360, a more sustainable organisation able to serve local communities more effectively and efficiently.

  • How to develop lasting partnerships

    Partnerships may be formal or informal, involve networking or detailed relationship-building, and create grass-roots relationships and/or strategic alliances. Developing partnerships is critical to the success of any community initiative. Although developing partnerships involves a lot of work for what may seem like little obvious or immediate return, the long-term impact is usually worth the wait, as Fair Share Trust* examples below show. 

  • How to start a relationship with a digital partner on the right footing

    The relationship and integration between a voluntary organisation and a digital agency is vital in creating effective and impactful digital products and services. But with different styles of working, different pressures and accountability, and often different approaches to decision making, there can be difficulties in making these relationships work well. With that in mind, it’s best to address the potential issues in an open and honest conversation. This How To maps out that conversation and, if you document it well, you can use it to create a memorandum of understanding (MOU) that forms the spirit and detail of a contract. Broadly, the process follows these questions: Who are we, and how are we going to work together? Who owns what and how can we maximise its value?

  • How to collaborate

    This is a brief guide to identify what collaboration options may be appropriate and available to you and how to start the first stages of this.

  • How to make the Transition

    Making change as a result of the changed funding environment The Transition Fund aimed to provide some funding to organisations which received substantial cuts in public sector funding.   The aim of the fund was to help organisations change to become more resilient and to continue to deliver high quality services within a changed funding environment.  Whether you received this funding or not, this 'How To' guide aims to provide guidance to leaders of organisations facing change as a result of reduced public sector funding. 

  • How to merge organisations

    This is a brief guide highlighting key points which will be helpful for those contemplating a merger.

  • How to use Lean startup approaches in your organisation

    You may have heard people talking about using ‘Lean startup’ approaches or being ‘Lean’. What is being ‘Lean’, and is ‘Lean startup’ only for startups? Being ‘Lean’ means an organisation focuses only on the things that deliver the greatest value to their customers or service users and tries to eliminate other ‘waste’. The idea began in the Japanese manufacturing industry as a way of minimising waste in factory production processes, and was called ‘ Lean manufacturing ’. But since then, startup technology businesses adapted the principles to find new ways to build digital products and services and called this ‘ Lean startup ’. Tips for 'Lean' working Here are tips for applying Lean startup approaches to develop digital products and services in your organisation:

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