Evaluating the Success Factors for Establishing a Thriving - Scottish ...

Graduating
1.35 In November 2007 the Scottish Government decided to transfer the Rural
Public Passenger Transport (RRPT) grant to local authorities without ring
fencing it. Local authorities were free to spend their RPPT grants on whatever
rural public transport services they wanted, including introducing new services
and upgrading or maintaining existing services. This was a great shock to
DACB, who had expected that the money would be going to the Regional
Community Transport Partnerships, with whom DACB had already built a
relationship.
1.36 This meant that the planned three year core funding that was indicated by the
Scottish Government did not come through and DACB had to renegotiate this
funding with Aberdeenshire Council. This caused real concern for DACB and a
renewed determination to become less dependent on government grant
funding.
1.37 In a series of meetings between the Manager and the Board it was decided to
take action. Over the years responding to the commissioners and funders
needs had become more and more important, but from now on this became the
first priority of the organisation.
1.38 The commercial potential of DACB’s operations has been increasingly realised
and in 2008 DAB plus won a substantial contract with Jobcentre Plus, which
changed the organisation further. The pressure on delivery of this contract
contributed to the professionalization of the management of staff and
volunteers.
1.39 The change from a voluntary sector organisation to a social enterprise was
hard, especially for the Board and staff members alike. Some within the
organisation could not accept that the services were run as a business. In 2009
this came to expression in staffing issues and in solving these DACB lost some
Board members and staff. But this process was essential for the development
of DACB as a social enterprise in the long term.
1.40 The role of the Board of Directors has changed over time. With the growth of
the organisation and the shift to social enterprise a new type of Board was
needed with different, more business-oriented skills. A ‘governing’ Board has
been put in place, focused more on strategic direction and financial control.
These necessary changes in Board membership happened and were not
without conflict. The Board now recruits its members in a highly structured and
targeted way and recruitment to the Board is now seen as a key strategic
priority.
1.41 With a robust organisational infrastructure in place, DACB’s business has gone
from strength to strength. For example, in 2010 DACB won its first competitive
tender with the NHS and subsequently won four competitive tenders with
Aberdeen City Council (but only accepted three of them) and three with
Aberdeenshire Council.
1.42 The growth of the organisation has also highlighted the need for external
support. The General Manager has a business mentor from the private sector
through a Scottish Enterprise sponsored programme. This has helped the
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