Choosing Partnership Over Competition

Vicky Thomson, Chief Executive – Every-One

www.every-one.org.uk

April 2026

As I thinkabout the future of the voluntary, community, faith and social enterprise (VCFSE) sector in health and social care, I keep coming back to one question: what role do we choose to play in shaping it?

Funding pressures and system challenges matter, of course, but I believe real change starts with how we work together as VCFSE partners. Too often, we are pulled into competition by shortterm funding, even when we share values and serve the same communities. I think we need to be more deliberate about choosing partnership early, being honest about our strengths and limitations, and codesigning work where it makes sense. When we lead with purpose rather than selfprotection, we create stronger, more balanced relationships.

I also believe the future of the sector depends on how willing we are to change our role, not just defend it. For too long, voluntary organisations have been treated as service deliverers rather than equal partners. Powersharing should not feel radical; it is practical. If systems are meant to work for people, then communities and the organisations rooted in them must help shape decisions from the start, not just carry them out at the end.

This matters most when we talk about prevention. Voluntary organisations see early warning signs every day. Signs of loneliness, financial pressure, declining wellbeing, often long before crisis hits. Yet funding and decisionmaking still favour shortterm responses. Prevention takes time, trust and longterm investment. It means recognising that real impact builds over years, not just at the end of a funding cycle. As a sector, we have a role in consistently explaining why longerterm funding matters, using evidence, insight and lived experience to make that case together.

I also think we need to be braver about risk. The kind of risk that comes from opening our doors to partners, testing ideas and learning along the way. Some of the best communityled solutions come from experimentation and sometimes from getting things wrong. We should support each other to create partnerships where learning is valued as much as delivery.

Ultimately, all of this depends on trust. Trust does not happen by accident; it is built through openness, fairness and a real willingness to share power and credit. It also calls for purposeful leadership, leaders who are confident, valuesled and prepared to collaborate and challenge when needed.

If we can share power, invest in prevention, strengthen partnerships and lead with purpose, the VCFSE sector will not only survive change, it will help shape a future that truly reflects the communities we serve.