Showing posts with label Voluntary Sector. Show all posts
Showing posts with label Voluntary Sector. Show all posts

Sunday, 10 May 2026

Reform Have Won Sandwell. Now Comes the Hard Bit: Don’t Get Swallowed by the Same Old Machine.



Reform Have Won Sandwell. Now Comes the Hard Bit: Don’t Get Swallowed by the Same Old Machine.

Well, here we are.

The teal tsunami has hit Sandwell.

Reform UK have taken control of Sandwell Council with 41 seats out of 72. Labour, after years of treating Sandwell like its own private fiefdom, has been reduced to 28 seats. The Greens have 2. There is 1 Independent.

So yes, this is historic.

Yes, Labour have taken a kicking.

And yes, plenty of people across Sandwell will be enjoying a very large slice of political humble pie being served cold.

But let’s not get carried away.

Winning the election was the easy bit.

Now Reform have to govern.

And that is where the real test begins.

Because Sandwell does not just need a change of rosette. It needs a change of culture. A change of behaviour. A change of attitude. A change in how power works, how residents are treated, how public money is tracked, how decisions are made, how consultations are run, how Friends Groups are respected, how charities and voluntary organisations are supported or scrutinised, how planning is controlled, and how anti-social behaviour is actually tackled.

The question is very simple:

Will Reform change Sandwell Council — or will Sandwell Council change Reform?

That is the danger.

That is the trap.

That is the test.


Sandwell Has Not Magically Been Fixed

Let’s remember where we are.

Sandwell Council only recently came out of Government intervention. The Commissioners may have gone. The formal intervention may have ended. The press releases may have sounded very pleased with themselves.

But anyone who thinks that means Sandwell is now some gleaming model of openness, accountability and democratic excellence needs to give their head a wobble.

This is Sandwell.

This is the borough of defensive answers, missing records, poor consultation, cosy networks, “nothing to see here”, “no information held”, officer-speak, Cabinet nodding-dogs, public money disappearing into fog, planning anger, and residents being treated as an inconvenience when they dare to ask perfectly reasonable questions.

Sandwell has deep scars.

Reform have inherited them.

And pretending otherwise would be political suicide.


Reform’s Pledges Now Need Teeth

During the campaign, Reform talked about safer streets, cleaner neighbourhoods, stronger communities, better local services, protecting residents, and real change.

Good.

People want that.

People are sick of anti-social behaviour. Sick of fly-tipping. Sick of nuisance bikes. Sick of vandalism. Sick of intimidation. Sick of filthy streets. Sick of town centres looking tired, unsafe and unloved. Sick of calling the council and getting nowhere. Sick of being consulted after decisions have already effectively been made.

But “zero tolerance” cannot just be a slogan.

It has to mean something.

It has to mean ward-by-ward data. It has to mean named responsibility. It has to mean visible enforcement. It has to mean action logs. It has to mean repeat hotspots being tackled. It has to mean outcomes being published. It has to mean residents being told what was done, not just given a reference number and a pat on the head.

Sandwell already had an ASB strategy. Sandwell already announced money for ASB. Sandwell already claimed it was strengthening services.

So Reform’s first job is not to stand outside a CCTV camera looking stern for Facebook.

Their first job is to ask:

What has actually been delivered?

How many ASB cases are open?

Where are the hotspots?

How many are repeat locations?

How many are repeat victims?

How many cases were closed with no meaningful action?

How many warnings were issued?

How many Community Protection Notices?

How many injunctions?

How many prosecutions?

How many nuisance bike reports?

How many noise complaints?

How many CCTV interventions?

How many residents were actually satisfied when their case was closed?

Because without that, “zero tolerance” is just another political slogan with a shiny badge on it.

And Sandwell has had enough slogans.


The Sandwell Skidder and Citizen Scrutiny Matter

Now let’s deal with something important.

The Sandwell Skidder.

Some people love it. Some people hate it. Some pretend not to read it while clearly knowing every word. Some have probably had more sleepless nights over the Skidder than they ever had over an Audit Committee report.

But whether people agree with every sentence, every tone, every conclusion or every colourful turn of phrase is not the point.

The point is this:

The Sandwell Skidder has been part of Sandwell’s scrutiny memory.

It has watched. It has recorded. It has challenged. It has named names. It has asked awkward questions. It has preserved history that many would rather see quietly buried under a municipal carpet.

And it is not alone.

Citizen journalists, bloggers, FOI users, residents, campaigners, community activists, Friends Groups and volunteers have done a lot of the heavy lifting in Sandwell when formal scrutiny has been weak, lazy, compromised, timid or just plain absent.

Reform would be utterly foolish to ignore that.

They do not have to agree with everything.

They should not treat every allegation as gospel.

They should not govern by blog post or Facebook comment.

But they should listen.

Because the people who were watching before Reform arrived may be the very people who stop Reform being swallowed by the same old Sandwell machine now they are in charge.

The message to Reform should be this:

Do not fear the awkward squad. Engage with them.

Ask for evidence. Read the paperwork. Check the history. Follow the money. Look at the patterns. Speak to the people who know where the bodies, metaphorically speaking, are buried.

Because Sandwell’s institutional memory does not only sit in Oldbury Council House.

A lot of it sits in inboxes, FOI files, blogs, campaign groups, park groups, charity records, community pages and residents who have been fobbed off for years.


Friends Groups Must Not Be Treated as Window Dressing

Friends Groups are a perfect test.

For years, residents have given their time, energy and unpaid labour to parks, green spaces, pools, nature reserves and community assets.

They know what is happening on the ground.

They know which paths are dangerous.

They know where the fly-tipping is.

They know where the bins are missing.

They know where the fishing problems are.

They know where the fires are being lit.

They know where wildlife is being harmed.

They know where the ASB hotspots are.

They know which promises were made and never delivered.

And too often, they are treated like useful volunteers when the council wants a photograph, but awkward pests when they ask serious questions.

That has to stop.

A constituted Friends Group should not have to beg to be heard.

They should not have to chase minutes.

They should not have to wonder whether meetings happened, who attended, what was agreed, what actions were logged, or why some groups appear to get more access than others.

Reform should immediately publish:

Which Friends Groups are recognised?

Which are constituted?

Which have signed partnership agreements?

Which receive officer support?

Which receive funding advice?

Which have access to buildings or meeting spaces?

When were meetings held?

Were minutes taken?

Were action logs produced?

Did senior officers attend?

Did Cabinet Members attend?

What works were promised?

What works were completed?

What works are outstanding?

That is not rocket science.

It is basic respect.

If Reform want to rebuild trust, start with the people already doing work for free while the council produces strategies about community engagement.


Voluntary Organisations and Charities: Support the Good, Scrutinise the Questionable

Now this bit needs to be handled properly.

Sandwell has many decent voluntary organisations, community groups and charities doing good work. They should not be smeared. They should not be lumped together. They should not be treated as suspect simply because they have received public money or worked with the council.

But neither should public money, public buildings, grants, officer support or council endorsement be handed around in the dark.

The principle should be simple:

Good community work deserves support. Public money demands transparency.

That means Reform should review grants, leases, licences, subsidies, rent arrangements, public-building use, safeguarding checks, insurance, GDPR compliance, monitoring reports, declared conflicts of interest, political neutrality, trustee links, director links, councillor links, and whether promised public benefits were actually delivered.

This is not a witch-hunt.

It is not anti-charity.

It is not anti-volunteer.

In fact, it protects the good organisations.

Because the good ones will have nothing to fear from clear rules, fair access and transparent records.

The ones that should worry are those that may have benefited from cosy relationships, political favour, weak monitoring, poor paperwork, or public assets being used without proper scrutiny.

Sandwell needs a public register of who gets what.

Public money.

Public buildings.

Public benefit.

Publish it.


Planning: This Is Where Reform Must Be Careful — But Firm

Planning is where residents feel most ignored.

Developments appear.

Roads get worse.

Schools fill up.

GP appointments get harder.

Green space disappears.

Flood risk gets brushed aside.

Air quality gets buried in technical documents.

Residents object.

Officers recommend approval.

Committees nod it through.

Developers promise mitigation.

Years later, residents are still asking where the infrastructure went.

Now, Reform must be careful here.

They cannot just overturn planning decisions because people dislike them.

They cannot throw around words like corruption or maladministration without evidence.

They cannot pretend planning law does not exist.

But they absolutely can scrutinise the system.

They can ask whether consultation was meaningful.

They can ask whether cumulative impact was properly considered.

They can ask whether Section 106 obligations were delivered.

They can ask where Community Infrastructure Levy money went.

They can ask whether enforcement is weak.

They can ask whether residents’ objections were properly summarised.

They can ask whether ward councillors were asleep at the wheel.

They can ask whether planning committees had proper training.

They can publish what developers promised and what they actually delivered.

That alone would be a revolution in Sandwell.

A proper Planning Governance and Developer Obligations Review is essential.

For every major development, residents should be able to see:

What was promised?

What money was agreed?

What money was received?

What money was spent?

What remains unspent?

What infrastructure was delivered?

What slipped?

What was enforced?

What was ignored?

No more fog.

No more “it’s complicated”.

No more planning decisions vanishing into a filing cabinet while residents live with the consequences.


Consultation in Sandwell Has Too Often Been Consultation Theatre

Let’s be blunt.

Sandwell loves a consultation hub.

Nice pages. Neat surveys. Carefully worded questions. A closing date. A line in a report saying residents were consulted.

Lovely.

But did people actually know?

Did affected residents understand the issue?

Were paper copies available?

Were Friends Groups contacted directly?

Were residents’ groups contacted?

Were community centres used?

Were libraries used?

Was the wording plain English?

Were alternatives explained?

Did the council say what could change and what could not?

Were responses published?

Did anything actually change?

Or was it another exercise in asking a restricted constituency a restricted question and then claiming democratic legitimacy?

Reform should introduce a Sandwell Consultation Charter.

Every consultation should have:

A plain-English summary.

A ward-level promotion plan.

Paper copies.

Library and community-centre access.

Direct contact with affected groups.

A clear explanation of consequences.

A proper “you said, we did” report.

And, just as importantly:

“You said, we ignored — and this is why.”

That would be honest.

Residents can accept disagreement.

What they cannot accept is being patronised.


Byelaws, Fishing, Wildlife and Green Spaces: Rules Mean Nothing Without Enforcement

Sandwell has parks, pools, nature reserves and green spaces that should be jewels in the borough.

Instead, too many residents see confusion, poor signage, weak enforcement, fires, barbecues, litter, wildlife issues, fishing disputes, nuisance bikes, vandalism and policies that look fine on paper but vanish in the real world.

The fishing policy is a classic example.

Rules about where fishing is allowed, permits, no night fishing, no fires, no removing fish and protecting wildlife are all very well.

But who enforces them?

Who checks permits?

Who responds at night?

Who records wildlife deaths?

Who contacts the Environment Agency?

Who speaks to the police?

Who updates signs?

Who tells Friends Groups what to do when they report issues?

Who owns the problem?

Because if nobody owns it, nobody fixes it.

Reform should order a Green Spaces, Wildlife, Fishing and Byelaws Enforcement Review.

Not another glossy strategy.

A practical enforcement review.

What rules exist?

Are they current?

Are they signed?

Are they enforceable?

Who enforces them?

What happens when they are breached?

How are Friends Groups involved?

How are incidents recorded?

How does the council work with police, Environment Agency and other partners?

A policy without enforcement is just a leaflet.

Sandwell has enough leaflets.


Public Buildings Need a Register

This is another big one.

Who uses council buildings?

On what terms?

At what rent?

With what subsidy?

Under what lease or licence?

With what public benefit?

With what political neutrality rules?

With what safeguarding checks?

With what insurance?

With what monitoring?

This should not be difficult.

If a community organisation uses a public building, the public should be able to see the basis on which that happens.

That does not mean attacking community groups.

It means fairness.

It means transparency.

It means stopping the perception that some people get keys, access, officer support and sweetheart arrangements while others cannot even get an email answered.

Reform should publish a Public Buildings and Community Use Register.

If it is public property, the public should know how it is being used.


FOI and SARs: Stop Treating Questions Like Enemy Action

One of the most depressing things about Sandwell is how hard residents often have to fight for basic information.

Freedom of Information requests should not feel like trench warfare.

Subject Access Requests should not need endless chasing.

Internal reviews should not feel like the council marking its own homework with a blindfold on.

“No information held” should not be used as a magic spell.

If records are missing, say so.

If searches were done, explain them.

If exemptions are used, justify them properly.

If the same issue keeps generating FOIs, publish the information proactively.

Reform should introduce a Transparency First Programme.

Disclosure logs.

Better internal reviews.

Quarterly FOI performance reports.

Publication of frequently requested documents.

Clearer search records.

A presumption that governance material should be public unless there is a lawful reason not to publish it.

Simple.

Radical only in Sandwell.


Reform Must Professionalise Fast

This is where some Reform councillors need to hear the hard truth.

A lot of them are new.

That is not a crime.

Some experienced councillors have been worse than useless for years, so experience alone is no guarantee of competence.

But being new means they must learn fast.

They need to understand:

The Code of Conduct.

Declarations of interest.

Planning rules.

Predetermination.

Licensing.

Procurement.

Audit.

Budget papers.

Officer/member protocols.

Data protection.

Safeguarding.

Social media discipline.

How to ask written questions.

How to read reports.

How to spot missing evidence.

How not to be led by the nose through a briefing.

Because Labour will be waiting.

The Greens will be watching.

The press will be sniffing around.

The Skidder will not suddenly retire.

Residents will not give Reform a long honeymoon.

And the officer machine will quickly work out who has read the papers and who is just enjoying the badge.

The public voted for change.

They did not vote for amateur hour.


The First 100 Days Should Be About Opening the Books

Reform need to move quickly but carefully.

Their first 100 days should not be about endless photo opportunities.

They should be about opening the books.

They should demand and publish:

A State of Sandwell Governance report.

A ward-level ASB dashboard.

A recognised Friends Groups register.

A grants and voluntary-sector support register.

A public buildings and community-use register.

A Section 106 and CIL tracker.

A consultation charter.

A green spaces and byelaws enforcement review.

A transparency and FOI improvement plan.

A list of outstanding audit recommendations.

A list of major contracts and procurement risks.

A review of council policies due for renewal.

That would show Reform are serious.

Not just loud.

Serious.


Engage the Awkward People

This is the bit Reform must not get wrong.

They need to engage the awkward people.

The bloggers.

The citizen journalists.

The Friends Groups.

The campaigners.

The FOI obsessives.

The park volunteers.

The residents who have spent years being told to calm down.

The voluntary organisations doing genuine work.

The charities that understand communities better than the council does.

The people who know which promises were made and quietly forgotten.

The people who remember the old scandals.

The people who kept receipts.

Not because they are always right.

Not because they should run the council.

Not because every criticism is fair.

But because Sandwell’s democracy has been too narrow for too long.

Too controlled.

Too managed.

Too selective.

Too cosy.

Too dismissive of people outside the magic circle.

Reform should widen the table.

And yes, that includes The Sandwell Skidder.

Because whether some like it or not, the Skidder has been part of the Sandwell story for years. It has been a thorn in the side of people who badly needed a thorn in their side. It has preserved a record. It has challenged power. It has asked the questions others were too polite, too timid or too compromised to ask.

That should be respected.

Even when uncomfortable.

Especially when uncomfortable.


Labour Are Out — But the Culture Is Not

This is the danger.

Labour have lost control.

But the culture that grew under Labour has not packed its bags and left the building.

The habits remain.

The officer structures remain.

The policies remain.

The partnerships remain.

The contracts remain.

The grants remain.

The planning pipeline remains.

The consultation machinery remains.

The public buildings arrangements remain.

The old relationships may still remain.

That is why Reform cannot just celebrate.

They have to investigate.

They have to audit.

They have to publish.

They have to challenge.

They have to learn.

They have to govern.

And they have to do it without becoming arrogant, sloppy, vindictive or naรฏve.

That is a difficult balance.

But that is what control means.


Final Word

Reform have won Sandwell.

Now they must prove they deserved to.

The mandate is not simply to be anti-Labour.

The mandate is to restore trust.

The mandate is to tackle ASB.

The mandate is to clean up neighbourhoods.

The mandate is to respect residents.

The mandate is to open up governance.

The mandate is to scrutinise public money.

The mandate is to support genuine voluntary work while exposing cosy arrangements.

The mandate is to stop fake consultation.

The mandate is to make planning more transparent.

The mandate is to put Friends Groups, community activists, bloggers, charities, volunteers and residents back into the democratic conversation.

Sandwell does not need another closed shop with different coloured signage.

It needs sunlight.

It needs evidence.

It needs enforcement.

It needs openness.

It needs people in power who are not scared of awkward questions.

The teal tsunami has arrived.

Now we find out whether it washes the place clean — or simply gets diverted into the same old Sandwell drains.

Reform have the votes.
Now they need the backbone.


#Sandwell #SandwellCouncil #ReformSandwell #ReformUK #SandwellPolitics #LocalElections2026 #SandwellElections2026 #TealTsunami #SandwellSkidder #CitizenJournalism #CommunityScrutiny #LocalDemocracy #CouncilGovernance #GoodGovernance #Transparency #Accountability #AntiSocialBehaviour #ASB #ZeroTolerance #SaferStreets #CleanerNeighbourhoods #FriendsGroups #VoluntarySector #Charities #CommunityGroups #Planning #PlanningGovernance #Consultation #PublicConsultation #Byelaws #GreenSpaces #Parks #Wildlife #FOI #FreedomOfInformation #PublicMoney #PublicBuildings #SandwellLabour #LabourOut #RestoreTrust #OpenTheBooks

Wednesday, 4 February 2026

Scrutiny Without the Minutes: Bring Your Own Accountability


Scrutiny Without the Minutes: Bring Your Own Accountability

If you enjoy live political theatre, the Safer Neighbourhoods & Active Communities Scrutiny Board meets this Thursday at 6pm.
You can watch it live here:
๐Ÿ‘‰ https://civico.net/sandwell/23298-Safer-Neighbourhoods-and-Active-Communities-Scrutiny-Board

Popcorn optional.
Context not provided.

Because you know you’re in for a strong night of scrutiny when the agenda asks councillors to approve minutes they haven’t been given.

Welcome to Sandwell, where transparency is very much a concept rather than a document.

๐Ÿช‘ Schrรถdinger’s Minutes: Both Passed and Unseen

Let’s start with the basics.

Minutes are meant to be:

  • the public record
  • the accountability trail
  • the thing residents read to understand what was asked, challenged, or quietly avoided

So asking members to confirm minutes that haven’t been published is… ambitious.

The minutes of the previous meeting are:

  • not in the agenda pack
  • not embedded
  • not available to the public

Yet they sit there confidently, waiting to be approved.

Apparently, scrutiny now operates on a “trust us, it happened” model.

Which is efficient, I suppose — if your aim is to minimise scrutiny.

๐Ÿ˜️ The New Neighbourhood Working Model: One Year On, No Risks Found

The headline item of the night is the New Neighbourhood Working Model – One Year On.

This is the framework that decides:

  • how communities are “engaged”
  • which priorities get traction
  • how funding flows through wards and towns
  • and, quietly, who counts

We’re told engagement is now:

  • more targeted
  • more purposeful
  • more community-led

All very reassuring — until you notice what’s missing.

There’s no data on:

  • how many unique residents were engaged
  • how many were the same people turning up again
  • whether engagement widened at all

But don’t worry. The report confidently assures us there are “no specific risks”.

None.
Zero.
Apparently, redesigning engagement structures, funding routes and decision-making at ward level is a completely risk-free activity.

Who knew?

๐Ÿ—บ️ Ward Profiles: Maps That Decide Who Exists

A central feature of the new model is Ward Profiles.

They list:

  • community organisations
  • local assets
  • local priorities

Which sounds harmless — until you remember that:

  • what gets listed gets noticed
  • what isn’t listed quietly disappears

There’s no explanation of:

  • who decides what goes on the profile
  • how errors are corrected
  • how exclusions are challenged

So while this isn’t officially an “asset map”, it walks like one, quacks like one, and will almost certainly be treated like one.

Friends Groups — volunteer-run, independent, occasionally inconvenient — should be paying close attention.

Because invisibility by spreadsheet is still exclusion.

๐Ÿค The Voluntary Sector: Not Familiar Faces, Unanswered Questions

This is usually the point where critics get accused of “always naming the same organisations”.

So let’s be precise.

Yes, Sandwell relies on a very small pool of organisations for engagement and consultation.
And yes, wider engagement has been shown — repeatedly — to be poor.

But the reason certain organisations keep being mentioned isn’t familiarity.

It’s because there are serious, unresolved governance and scrutiny concerns that haven’t magically disappeared.

Sandwell Consortium.
BWA.
CBO.
Let’s Dance Again.

These are organisations that:

  • occupy influential positions in engagement and delivery
  • are treated as conduits for “community voice”
  • and raise legitimate questions around governance, transparency, safeguarding and accountability

This isn’t an attack on the voluntary sector.
It’s what scrutiny is meant to do.

Especially when engagement is already narrow, who gets amplified matters even more.

Communities aren’t monoliths.
And scrutiny shouldn’t pretend they are.

๐ŸŒณ Friends Groups: Still Here, Still Inconvenient

Friends Groups continue to:

  • look after parks and green spaces
  • raise wildlife welfare concerns
  • question byelaws and policies
  • turn up when things get uncomfortable

They don’t have comms teams.
They don’t tick neat boxes.
They don’t always clap at the right moments.

Which makes them invaluable.

Any engagement model that slowly sidelines Friends Groups in favour of “preferred partners” isn’t building cohesion — it’s dismantling local accountability.

๐Ÿ›️ Heritage, Archives, and the Magical Volunteer Calculator

The Heritage Assets and Archives report introduces another classic feature of modern governance:
The unexplained volunteer contribution.

We’re told volunteers contributed £28,500.

How was that calculated?
Hours? Rates? Guesswork? A strong feeling?

No explanation is offered.

Meanwhile, we’re told a future archive facility could cost £20 million, despite comparable councils delivering similar facilities for a fraction of that.

Either Sandwell’s archives are:

  • exceptionally large
  • exceptionally special
  • or heading for an exceptionally expensive feasibility study

Time — and consultants — will tell.

๐Ÿ“‹ Scrutiny Work Programme: Curated, Not Challenging

The Scrutiny Work Programme was shaped through engagement events involving senior officers, executive members and partners.

Which is… an interesting way to ensure independent scrutiny.

Consultation relied heavily on:

  • social media
  • internal channels

So if you don’t already know how the system works, you’re unlikely to shape what scrutiny looks at.

Scrutiny, it seems, is something you’re invited into — not something you naturally participate in.

๐Ÿ”’ Close the Doors, Lower the Lights

After restricting public participation and failing to publish minutes, the agenda proposes excluding the public and press for the final item.

Which is legally permissible, of course.

But when exclusion follows exclusion, transparency starts to feel less like a principle and more like an inconvenience.

๐Ÿช‘ Final Thought

Scrutiny without minutes.
Engagement without evidence.
Risk-free reforms.
Asset maps that aren’t called asset maps.

You can manage a meeting.
You can curate participation.
You can approve minutes nobody’s seen.

But you can’t build trust like that.

And once trust is gone, no amount of neighbourhood branding will bring it back.

#Sandwell #SNAC #Scrutiny #LocalDemocracy #CommunityEngagement #Governance #FriendsGroups #Transparency #VoluntarySector #Accountability


Friday, 23 January 2026

When Saying Something Good Feels Radical: A Look at SCVO

When Saying Something Good Feels Radical: A Look at SCVO

It probably says something about the current state of local governance that writing a positive blog feels like a novelty.

But credit where it’s due — after digging properly into the paperwork, the accounts, the governance, and the actual delivery, Sandwell Council of Voluntary Organisations (SCVO) turns out to be… well… generally sound.

Yes, really. No sirens. No sharp intakes of breath. No late-night “hang on a minute” moments.

That alone deserves a blog.

What SCVO Actually Is (And Why That Matters)

SCVO isn’t a flashy delivery charity.
It doesn’t run buildings.
It doesn’t shout loudly on social media.
It doesn’t plaster its logo across every consultation.

Instead, it does the unglamorous stuff:

  • Supporting hundreds of voluntary and community groups
  • Running funding digests and portals
  • Administering grants on behalf of the Council
  • Managing volunteering infrastructure
  • Sitting in the rooms where statutory partners and the VCSE sector actually talk to each other

In short: infrastructure, not Instagram.

That distinction matters — and it explains a lot.

The Numbers: Calm, Boring, Reassuring (In a Good Way)

A proper look at SCVO’s accounts (2022 and 2024) shows:

  • Turnover around £1.8–£1.9m
  • Spend broadly in line with income
  • Reserves at about 3 months’ operating costs
  • Clean, unqualified audits
  • No trustee pay
  • No weird related-party transactions
  • No “what on earth is that?” line items

In local VCSE terms, this is what normal, competent financial management looks like — and after some of the things we’ve looked at recently, that feels almost refreshing.

Governance: Quietly Competent

Again, no drama here:

  • Trustees in place
  • Clear separation between board and exec
  • Risk management and reserves policies actually written down
  • Auditors signing off without caveats

It’s not revolutionary.
It’s just… done properly.

And sometimes that’s the highest compliment available.

So What’s the Catch?

There isn’t a scandal hiding here — but there are weaknesses, and they’re worth saying out loud.

1️⃣ Visibility (or Lack Of It)

For an organisation that:

  • Supports over a thousand groups
  • Administers significant public funding
  • Sits at the centre of the VCSE ecosystem

SCVO is remarkably quiet online.

Social media engagement is modest. Posts are functional, not magnetic. Stories of impact are there — but buried in reports rather than shouted from rooftops.

The result?

  • Some groups don’t know what’s available
  • New or smaller organisations may feel “out of the loop”
  • The same familiar faces end up being seen as “the sector”

That’s not because SCVO is excluding people — it’s because it isn’t amplifying itself enough.

2️⃣ Impact Is Real — But Hidden

The work is happening:

  • Funding distributed
  • Volunteers placed
  • Groups supported
  • Programmes delivered

But the public-facing narrative doesn’t always reflect that scale.

In plain terms:

SCVO does a lot — but tells the story quietly.

In today’s environment, quiet often gets mistaken for absent.

Context Matters (Especially Right Now)

This blog isn’t written in a vacuum.

It sits alongside other work where:

  • Governance has been shaky
  • Funding flows have raised eyebrows
  • Transparency has been… optional

Against that backdrop, SCVO stands out not because it’s perfect — but because it’s solid.

And it’s important to say that out loud, otherwise everything starts to look equally bad… when it isn’t.

The Balanced Take

So here it is, on the record:

  • ✅ SCVO is well run
  • ✅ Financially stable
  • ✅ Properly governed
  • ✅ Delivering at scale
  • ⚠️ Under-promoted
  • ⚠️ Under-visible
  • ⚠️ Better at doing than telling

Those weaknesses are strategic, not regulatory.

And frankly? They’re fixable.

Final Thought: This Is What “Good” Looks Like Locally

If the question is:

“What does a broadly healthy VCSE infrastructure body look like in Sandwell?”

Then SCVO is a decent answer.

Not perfect. Not flashy. But functional, accountable, and — crucially — clean.

Which, given the times, is worth acknowledging.

Sometimes the most radical thing you can do is say:

This one is actually okay.


#Sandwell #SCVO #VoluntarySector #CommunityGroups #VCSE #GoodGovernance #Transparency #Funding #Volunteering #LocalAccountability #CreditWhereItsDue


Thursday, 22 January 2026

Sandwell Consortium, the Funding Fog & the Art of Not Replying

Sandwell Consortium, the Funding Fog & the Art of Not Replying

If transparency were an Olympic sport, Sandwell’s voluntary-sector funding ecosystem would be the one event nobody ever turns up to explain.

Over recent months, a growing number of reasonable, evidence-based questions have been asked about Sandwell Consortium CIC — its governance, its funding, its role as an intermediary, and its position at the centre of Sandwell’s voluntary and community sector.

What followed was… silence.

Not the dignified silence of careful consideration.
More the radio-off, lights-out, hope-they-go-away variety.

A Quick Recap for Those Who’ve Lost the Plot

Sandwell Consortium CIC sits above delivery level. It isn’t just another community group running sessions and services. It’s an infrastructure and coordinating body, positioned as a hub between Sandwell Council and a network of voluntary organisations.

Between 2022 and 2024, it received around £1.66 million in public funding.

That alone should trigger:

  • clear governance
  • clear accountability
  • clear performance reporting

Instead, what we see is:

  • generic funding descriptions
  • no publicly available KPIs
  • no published outcomes
  • and a governance structure featuring one individual director alongside corporate directors

Which is… unusual, to put it politely.

The Wider Ecosystem (or “Same Names, Different Meetings”)

Sandwell Consortium doesn’t exist in isolation. It sits within a tight ecosystem that includes delivery organisations such as BWA, CBO, and others who repeatedly appear across:

  • funding discussions
  • partnership boards
  • consultation exercises
  • community engagement spaces

That doesn’t mean wrongdoing.
But it does mean concentration of influence — and concentration always deserves scrutiny.

Particularly when:

  • some organisations hold significant reserves
  • others operate as intermediaries
  • councillors and public office holders appear across the same landscape

At that point, asking questions isn’t “being difficult”.
It’s doing the bare minimum.

So We Asked. And Asked Again.

In December 2025, a detailed written request was sent to Sandwell Consortium CIC.
It asked for clarification — not accusations — on matters including:

  • funding routes
  • intermediary activity
  • governance safeguards
  • financial resilience
  • and accountability mechanisms

No response.

In January 2026, the matter was escalated politely but firmly.
Still no response.
Not even an acknowledgement.

At which point, the options narrow considerably.

When Engagement Fails, Escalation Follows

This is the bit some people don’t like, but it’s how accountability works.

When:

  • public money is involved
  • reasonable questions are asked
  • engagement is attempted
  • and silence is the only reply

…then escalation is not optional. It’s inevitable.

Accordingly:

  • matters have now been referred to relevant regulatory and authority bodies
  • a formal record of engagement (and non-engagement) exists
  • and FOI requests are outstanding to obtain further clarity on commissioning, oversight and monitoring arrangements

This wasn’t rushed.
It wasn’t done lightly.
And it certainly wasn’t done for fun.

What This Is — and What It Isn’t

Let’s be absolutely clear.

This is:

  • about governance
  • about transparency
  • about accountability
  • about confidence in public systems

It is not:

  • an allegation of fraud
  • an accusation of illegality
  • a personal attack
  • or a political stunt

If anything, it’s the dull, grown-up work that should be happening inside the system already.

The Uncomfortable Bit

The most uncomfortable part of all this isn’t the questions.
It’s how hard it seems to be to get answers.

Because when organisations receiving significant public funding won’t explain:

  • how decisions are made
  • how risks are managed
  • how accountability works

…people will inevitably ask who benefits from the fog.

And once that question is in the air, silence is not your friend.

What Happens Next

For now, everything is documented, parked, and properly recorded.

We await:

  • FOI responses
  • regulatory consideration
  • and any belated engagement that may yet appear

If and when new information emerges, it will be assessed, added, and published in the same way this has been handled so far: carefully, factually, and in the public interest.

Transparency is always easier before people start asking questions.

But once they are — ignoring them rarely ends well.


#Sandwell #SandwellConsortium #PublicMoney #Governance #Transparency #Accountability #VoluntarySector #CommunityFunding #Scrutiny #FOI #Regulation

Legal Note & Disclaimer

This article is based entirely on publicly available information, correspondence records, and regulatory guidance.
No allegations of wrongdoing are made.
All commentary represents opinion and analysis in the public interest.
Matters referenced have been escalated to appropriate bodies following non-response to reasonable engagement attempts.


Same Circle, Different Logos: When Community Governance Starts Eating Itself


Same Circle, Different Logos: When Community Governance Starts Eating Itself

There’s a point in any piece of local scrutiny where you stop asking
“Is this just one organisation?”
and start asking
“Hang on… why does this keep happening?”

Welcome to that point.

Over recent months I’ve been pulling together governance, funding and financial data relating to a small cluster of Sandwell-based organisations. What started as a single review has now become a full Master Foundation Document (MFD), cross-referenced, evidence-logged, and — crucially — escalated to regulators.

And the picture that emerges is… familiar.

Different names.
Different logos.
Same ecosystem.
Same patterns.
Same silence.

Let’s Start With the Money (Because It Always Starts There)

Take the Confederation of Bangladesh Organisations (CBO).

According to its published accounts (year ended 31 March 2025), this is not a small, informal “passing the biscuit tin” operation:

  • Annual income: ~£352,000
  • Total funds / reserves: ~£772,000
  • Current assets: ~£491,000
  • Fixed assets: ~£284,000
  • Including freehold property valued at £250,000

That’s three-quarters of a million pounds in total funds.

Which means — and this is important — scrutiny is not only reasonable, it is proportionate.

Dรฉjร  Vu: Operating Deficits, But the Reserves Are Fine, Thanks

Here’s where the tune starts sounding familiar.

CBO’s accounts show:

  • An operating deficit for the year
  • At the same time as designated funds are maintained or increased
  • Alongside substantial property and land holdings

Now, none of that is automatically improper. But when deficits coexist with healthy reserves and locked-away assets, the obvious question is:

What is the reserves policy actually for — and how is it being applied?

That question was asked.
It was asked politely.
It was asked in writing.

No response.

Same Table, Same Guests: The Consortium Connection

Public records show that CBO has acted as an organisational director of Sandwell Consortium CIC.

So has Bangladeshi Women’s Association.

Which means:

  • Organisations that receive Consortium-linked funding
  • Also sit within the Consortium’s governance structure
  • While acting as delivery partners for Consortium-branded programmes

That doesn’t automatically mean anything improper is happening.

But it does mean that independence, conflict-of-interest management, and transparency matter more — not less.

When the same organisations keep reappearing at the commissioning table, the coordination table, and the delivery table, people are entitled to ask whether challenge has quietly left the room.

Current Assets: Cash, or “Money We’re Hoping Turns Up”?

Another familiar note in the accounts:

  • Current assets of ~£491,000
  • Creditors of just ~£3,700

Which raises the sort of dull but important question accountants love and PR teams don’t:

How much of that is cash in the bank — and how much is money owed, delayed, conditional, or dependent on delivery?

That question was also asked.

Still no reply.

Property, Land and “Income Generation”

The accounts reference:

  • Freehold premises
  • Land holdings
  • Language around retail or income-generation activity

Again: not wrong.
But once charities drift towards development and trading, governance expectations increase sharply.

Is it primary purpose trading?
Ancillary?
Non-primary with a subsidiary?
Who signs off the risk?

Reasonable questions.

Still silence.

Attempts to Engage: Documented, Polite, Ignored

Let’s be very clear about process.

  • 24 December 2025 — a detailed, evidence-based, non-accusatory email was sent to CBO trustees and senior management
  • 19 January 2026 — a formal escalation followed, asking at minimum for acknowledgement or a response timetable

Both emails relied only on:

  • Published accounts
  • Public registers
  • Verifiable facts

Both emails were ignored.

No acknowledgement.
No response.
No engagement.

Silence becomes part of the evidence when it’s repeated.

Escalation: Because At Some Point, You Have To

Given the lack of trustee engagement, matters were escalated appropriately.

On 20 January 2026, the Charity Commission for England and Wales formally acknowledged receipt of a Raising Concerns submission relating to CBO (reference CRM26:004945639).

The concerns raised focused on:

  • Governance transparency
  • Conflicts of interest
  • Reserves and asset management
  • Failure to engage with reasonable public-interest scrutiny

Assessment is now underway.

That is not drama.
That is process.

And Here’s the Bit That Really Matters

When you line up:

  • CBO
  • BWA
  • Sandwell Consortium

…and compare governance roles, funding dependency, financial patterns, and responses to scrutiny, you don’t see three isolated cases.

You see a system.

A system where:

  • The same organisations recur across governance and delivery
  • Public funding is heavily relied upon
  • Operating deficits coexist with protected reserves
  • And scrutiny is met not with explanation, but with silence

None of this proves wrongdoing.

But it does explain why regulators, funders and the public are entitled to look more closely.

Final Thought

Transparency isn’t hostile.
Scrutiny isn’t personal.
And accountability isn’t optional once you’re handling public money, property assets, and six-figure reserves.

If organisations want public trust, they don’t get it by saying nothing.

They get it by answering.


#Sandwell #CharityGovernance #PublicMoney #Transparency #Accountability #VoluntarySector #SameOldCircle #FollowTheMoney #GovernanceMatters


Thursday, 8 January 2026

“Engagement Theatre: Now Showing at the Safer Neighbourhoods and Communities Scrutiny Board”


๐ŸŽญ Scrutiny, but Make It Selective

Notes for Today’s Safer Neighbourhoods & Active Communities Scrutiny Board...you can watch this meeting online today, Thurs 8th Jan, see: SNAC Mtg Online

There’s something oddly comforting about a Sandwell scrutiny agenda.
You know what you’re going to get before you even open the papers.

Warm words.
Bold headings.
A strong belief that if you say “engagement” often enough, outcomes will eventually follow.

Today’s Safer Neighbourhoods & Active Communities Scrutiny Board is no exception.

Tenant engagement.
Community cohesion.
Asset mapping.
Voluntary sector partnerships.

All very worthy.
All very familiar.
And all sitting on top of some rather awkward unanswered questions.

๐Ÿ—ฃ️ Engagement: When “Listening” Has a Volume Control

The papers acknowledge low participation and trust deficits.

Good.

What they don’t acknowledge is that many people haven’t disengaged — they’ve opted out after repeated experiences of being ignored.

If engagement never changes outcomes, residents eventually learn the rules:

Turn up if you like

Speak if you must

Decisions will proceed regardless

That’s not participation failure.
That’s system fatigue.

๐Ÿ—บ️ Community Asset Mapping: A Directory or a Gate?

The proposed Community Asset Map sounds harmless enough — a helpful guide to who’s active where.

But maps don’t just show what exists.
They also define what matters.

Without safeguards, asset mapping risks becoming:

a shortcut for “approved” voices

a filter for consultation invites

a quiet prerequisite for funding or influence

If you’re a constituted Friends Group:

volunteer-led

independent

lightly resourced

sometimes critical

…you should be paying close attention.

Because invisibility by process is still exclusion.

๐Ÿ˜️ Housing, Trust, and the Elephant Doing Laps Around the Room

It’s ambitious to talk about community cohesion while:

safety surveys remain incomplete

repairs are backlogged

tenants are still waiting for basics

You can’t meaningfully rebuild trust from a kitchen table that’s been waiting three years for a repair.

Engagement strategies don’t fix unsafe homes.
Delivery does.

๐Ÿค Now Let’s Talk About the Voluntary Sector (Properly)

This is where things get uncomfortable.

Across multiple meetings, consultations, and strategies, the same organisations keep appearing — not as a conspiracy, but as a pattern.

That pattern matters.

๐Ÿงฉ Sandwell Consortium – When Coordination Becomes Concentration

Sandwell Consortium plays a central role in the borough’s voluntary sector ecosystem:

funding coordination

partnership access

engagement infrastructure

That in itself isn’t the problem.

The problem is concentration.

When one body becomes:

the coordinator

the gateway

the convenor

the familiar voice

…it inevitably shapes who gets heard and who doesn’t.

Unaffiliated groups.
Critical Friends Groups.
Small place-based organisations.

They don’t disappear — they just stop being visible.

And scrutiny should always ask whether coordination has quietly turned into control.

๐Ÿข BWA – Delivery, Engagement, Representation (All at Once)

BWA regularly appears as:

a delivery partner

an engagement intermediary

a representative voice

Again, this isn’t about motives.
It’s about structure.

When one organisation occupies multiple roles simultaneously, scrutiny should ask:

Who checks independence?

Who tests representativeness?

Who challenges conflicts before they harden into norms?

Because the risk isn’t wrongdoing.
The risk is unquestioned authority.

๐Ÿงฑ CBO – The Umbrella That Flattens the Crowd

CBO is often framed as an umbrella body.

Umbrellas can be useful — but they also:

hide what’s underneath

blur differences

muffle dissent

Scrutiny should be cautious about assuming that an umbrella organisation:

speaks for all

reflects internal diversity

carries a democratic mandate

Communities are not monoliths.
And engagement that treats them as such is not inclusive — it’s convenient.

๐Ÿ’ƒ Let’s Dance Again – When Safeguarding Meets Silence

Some concerns are more serious than others.

Where organisations operate in spaces involving:

elderly participants

vulnerable people

safeguarding responsibilities

scrutiny has a duty to slow down, not speed up.

Concerns raised around Let’s Dance Again — including governance, financial transparency, exclusion practices, and accountability — should not be brushed aside because the activity sounds positive.

Safeguarding is not optional.
Governance is not a technicality.
And reputation is not a substitute for assurance.

If scrutiny can’t ask hard questions here, it’s not scrutiny.

๐ŸŒณ And Meanwhile… Friends Groups Wait Outside the Room

Friends Groups:

look after parks

flag problems early

ask awkward questions

don’t have comms teams

They are often the first line of accountability — and the easiest to sideline.

Any engagement system that:

favours intermediaries

rewards scale over stewardship

mistakes polish for legitimacy


…will slowly edge these groups out.

And once they’re gone, problems stop being spotted early — and start appearing in inspection reports instead.

๐Ÿช‘ Final Thought Before Today’s Meeting

Scrutiny isn’t about admiring strategies.

It’s about asking:

who benefits

who is missing

who gets repeated access

who quietly drops off the list


If today’s meeting doesn’t interrogate those questions, then it isn’t scrutiny.

It’s choreography.

And we’ve all learned the steps by now.

#Sandwell #SNAC #Scrutiny #CommunityEngagement #VoluntarySector #FriendsGroups #Governance #HousingCrisis #Accountability #Safeguarding #ConsultationFatigue #CommunityVoice






Tuesday, 23 December 2025

Follow the Power, Sandwell: Because Money Doesn’t Approve Itself (Part 2)


Follow the Power, Sandwell: Because Money Doesn’t Approve Itself (Part 2)

In Part 1, we followed the money.
It kept turning up in the same places, like a bad penny with a lanyard.

Link to Part 1: https://shorturl.at/2NA0A

But money doesn’t move itself.
It doesn’t wake up in the morning, log into the council’s finance system, and say:
“I think I’ll go via an intermediary today.”

Money moves because people move it.

So welcome to Part 2 — where we stop pretending this is all terribly abstract and start talking about who’s actually in the room.

Power in Sandwell rarely wears a name badge

It usually wears phrases like:

  • “Trusted partner”
  • “Infrastructure organisation”
  • “Community leader”
  • “Strategic delivery body”
  • “Independent intermediary”

All very reassuring.
All very warm.
All very convenient.

And nearly always attached to the same small group of organisations and individuals.

Let’s start with the obvious one

Front and centre sits Sandwell Consortium CIC.

Not elected.
Not a council department.
Not subject to the same scrutiny as either.

But somehow trusted with hundreds of thousands of pounds a year, year after year, to “coordinate”, “support”, “enable” and “facilitate”.

In plain English:
the Consortium has become a permission layer.

If you’re inside the network — doors open.
If you’re outside — you’re encouraged to “partner”, “capacity build” or “engage constructively”.

Funny how “constructive engagement” always seems to mean working with the same people who already have the money.

Now let’s add the names nobody likes adding

Because this isn’t just organisational.
It’s personal.

  • Cllr Syeda Amina Khatun MBE
    Cabinet Member. Former Mayor (one-year term, before anyone emails).
    CEO of Bangladeshi Women’s Association, a council-funded organisation operating firmly within the same ecosystem.

  • Cllr Suzanne Hartwell
    Cabinet Member.
    Employee of BWA / Jubilee Centre, again within the same funding and partnership orbit.

  • Cllr Jalal Uddin
    Cabinet Member.
    Former Finance Director of Sandwell Consortium CIC — yes, the same Consortium receiving nearly £1m in 2023/24.

  • Cllr Ragih Muflihi
    Councillor.
    Senior figure within the Yemeni Community Association, another council-funded organisation that appears regularly in the grant lists.

  • Cllr Kerrie Carmichael
    Council Leader.
    Public champion of several organisations within this ecosystem and the political authority ultimately responsible for the frameworks under which this funding operates.

All declared.
All technically compliant.
All individually defensible.

Collectively?
They form something rather more interesting.

Because then there are the fixers

Every system has them.
Sandwell is no exception.

  • Rezina Choudhury — operational gatekeeper at Sandwell Consortium.
    The person you speak to if you want access to programmes, projects, and “opportunities”.

  • Anam Choudhury — senior figure across BWA-linked community hubs and development activity.
    The delivery-side fixer.

Two different people.
Two different choke points.
One very neat system.

Between them, they sit exactly where money, access and influence intersect.

And just in case you think this is all new…

Enter Derek Rowley.

Former councillor.
Former Mayor.
Long-standing Labour Party figure.
Key player in internal party mechanisms over many years.

No longer in office, but very much part of the political architecture that shaped who rose, who stayed, and who had influence when this ecosystem was bedding in.

Power doesn’t disappear when someone leaves the council chamber.
It just moves to a quieter room.

So how does the power actually work?

Not through grand conspiracies.
Nothing so exciting.

It works through:

  • Familiarity
  • Trust
  • Repeat funding
  • Soft scrutiny
  • Gentle language
  • And a shared understanding of who is “credible”

Once an organisation is “trusted”, it tends to stay trusted.
Once a person is “experienced”, they’re always invited back.

And once a network is established, it becomes very good at reproducing itself.

Scrutiny? Yes… but not too much

Because questioning organisations wrapped in:

  • community cohesion
  • equality
  • inclusion
  • wellbeing

is uncomfortable.

Nobody wants to be accused of:

  • “attacking the voluntary sector”
  • “undermining communities”
  • “not understanding lived experience”

So questions are softened.
Challenges are deferred.
And the system rolls on.

Power loves politeness.
Especially British politeness.

Let’s be clear about what this isn’t

This is not an allegation of wrongdoing.
It’s not a conspiracy theory.
It’s not a secret cabal in a candle-lit room.

It’s something far more mundane — and far more dangerous.

It’s power concentrating through habit.

Why this matters

Because power decides:

  • who gets heard
  • who gets funded
  • who gets forgiven
  • who gets ignored

Long before a single pound is paid.

And when the same people sit across:

  • Cabinet
  • funded organisations
  • intermediary bodies
  • community leadership roles

public confidence doesn’t collapse — it just quietly evaporates.

The uncomfortable truth

Sandwell doesn’t have a voluntary sector problem.

It has a power concentration problem.

Too much influence.
Too few hands.
Too close to the political centre.

And once you see it, you can’t unsee it.

Next:

Part 3 – Follow the Silence

Because when the same questions keep not getting answered, that’s not accidental either.

๐Ÿ•ท️ Stay tuned.


#FollowThePower #Sandwell #SandwellCouncil #LocalPolitics #PoliticalInfluence #Governance #Transparency #PublicMoney #VoluntarySector #CommunityFunding #Accountability #PowerStructures #BehindTheScenes

Legal Notice & Disclaimer

This blog is based solely on publicly available documentation, including Companies House filings and Sandwell Metropolitan Borough Council financial data.

All commentary represents opinion, analysis and satire, written in the public interest.

No allegations of wrongdoing are made against any individual or organisation.

Readers are encouraged to verify all information independently using original source documents.

Monday, 22 December 2025

Follow the Money, Sandwell: The Consortium That Ate the Voluntary Sector

Follow the Money, Sandwell: The Consortium That Ate the Voluntary Sector.

You know that phrase “the voluntary and community sector”?

The one that conjures up images of plucky volunteers, borrowed kettles and heroic biscuit tins?

Well… let’s talk about what it actually looks like in Sandwell when you follow the money.

Spoiler alert: it’s not the church hall raffle.

Once upon a time, there was a Consortium…

At the centre of Sandwell’s community-funding universe sits Sandwell Consortium CIC — an organisation that markets itself as a helpful co-ordinator, facilitator, enabler and general good egg.

In practice, it now looks suspiciously like a parallel commissioning arm of the Council, only without elections, scrutiny committees, or awkward things like public accountability.

Over just two financial years:

  • 2022/23: ~£759,000
  • 2023/24: £901,893

That’s over £1.66 million of public money.

Not for filling potholes.
Not for cutting grass.
Not even for directly delivering most frontline services.

But for… support.
And coordination.
And advice.
And other wonderfully flexible words that can mean absolutely anything you want them to.

But wait — it gets better

Sandwell Consortium doesn’t sit alone at the top of the money tree.

Look a little wider and you find the same familiar names cropping up again and again:

  • SCVO
  • Citizens Advice
  • Black Country Women’s Aid
  • Brushstrokes
  • Murray Hall
  • Kaleidoscope
  • Ideal for All
  • St Albans
  • And a growing cast of “infrastructure” bodies

Different logos.
Different mission statements.
Same small club.
Same revolving door of six-figure grants.

This isn’t diversity of provision — it’s concentration of funding, year after year.

Now let’s add politics to the mix (because of course we should)

Here’s where things become… interesting.

Sandwell Consortium’s history and operation are not politically neutral. Over time, it has been closely intertwined with people who:

  • Sit (or have sat) in Cabinet
  • Shape funding frameworks
  • Influence partnership structures
  • Oversee the very grant systems that benefit Consortium-linked organisations

Entirely declared. Entirely “within the rules”.

But if this were the private sector, people would be muttering words like “capture” and “cosy arrangements” into their coffee.

In Sandwell, it’s called partnership working.

The red flags aren’t exactly subtle

When you actually read the grant spreadsheets — line by line, payment by payment — Sandwell Consortium lights up like a Christmas tree:

  • Very high total funding
  • Multiple large payments
  • Repeated payments in the same periods
  • Near-identical descriptions reused again and again
  • Money coming in from several different directorates
  • Very little publicly visible performance reporting

In fact, when scored against standard transparency and risk indicators, it sits right at the top alongside other “too big to question” organisations.

At some point, a charity receiving this level of funding stops looking like voluntary sector support and starts looking like an outsourced council department with a nicer website.

And meanwhile, the rest of the sector is told to be grateful

Small groups are encouraged to “engage”.
New organisations are advised to “partner up”.
Communities are reminded to go through the “proper channels”.

Translation:
If you’re not already inside the ecosystem, good luck getting in.

Because when millions are locked into a tight network of “trusted partners”, there isn’t much left — except consultation exercises, pilot schemes, and photos for the annual report.

This isn’t about one organisation

Let’s be clear: this is not about whether Sandwell Consortium (or any other named organisation) does some good work. Many do.

This is about system design.

A system where:

  • Intermediaries are paid millions to manage grants
  • The same intermediaries sit at the centre of political influence
  • Cabinet Members are embedded in recipient organisations
  • Scrutiny is weak
  • Outcomes are vague
  • Accountability is blurred

All wrapped up in the warm, comforting language of community, co-production and partnership.

Lovely words.
Awful governance.

The question Sandwell should be asking

Not:
“Is the Consortium doing good things?”

But:

Why has so much public money, influence and decision-making power been concentrated in the hands of so few organisations, so close to the political centre of the Council?

Because when you follow the money, you don’t find chaos.
You find structure.
And when you follow the structure, you find power.

Next up: mapping the spider’s web — names, money, roles and relationships — all in one place.

Stay tuned. ๐Ÿ•ท️

#FollowTheMoney #Sandwell #SandwellCouncil #VoluntarySector #PublicMoney #Governance #Transparency #PoliticalInfluence #CommunityFunding #Consortium #Accountability #LocalPolitics #TaxpayersMoney #PowerAndMoney

Legal Notice & Disclaimer

This blog is based solely on publicly available information, including Companies House filings and Sandwell Metropolitan Borough Council financial data.

All commentary represents opinion, analysis and satire, written in the public interest.

No allegations of wrongdoing are made against any individual or organisation.

Readers are encouraged to verify all financial information independently using original source documents.

Sandwell Council has published another News & Events Update, and once again there is quite a lot in it.

Sandwell Council has published another News & Events Update, and once again there is quite a lot in it. Some of it is genuin...