DHA is a specialist agency combining high-level policy expertise and extremely effective communication skills. We create compelling communications. We develop policy and thinking. We conduct analysis and evaluation.
From production to dissemination, we create change for the public and not-for-profit sectors.
In 2011, DHA is expanding. If you have expertise in a key policy area and know how to communicate it, we'd like to hear from you. Send us your CV or ring us for a chat. Details on the contacts page.
Our ethos is simple: people shape services and people shape policy. Now more than ever, this has to be the priority for every organisation.
Established over ten years ago, DHA has a stunning track record of success across the public and third sectors. Our team includes national and international experts in a wide range of policy areas. With offices in London and Liverpool, we work across the UK and the developing world.
Ideas for better working between government and civil society
Latest news
9th January 2012
REAL RISKS TO VOLUNTARY SECTOR INDEPENDENCE UNLESS URGENT ACTION TAKEN, WARNS NEW REPORT
SUPPORT FOR VULNERABLE GROUPS PARTICULARLY UNDER THREAT, SAYS INDEPENDENCE PANEL
There are “real and present” risks to the independence of the voluntary sector, with support for disadvantaged groups under particular threat, warns the Panel on the Independence of the Voluntary Sector in the first of five annual assessments published today, pointing to the Work Programme as an important example.
Threats to the three aspects of voluntary sector independence – of purpose, voice and action – have existed for some time, says the Panel, but have been considerably heightened by cuts in public spending and other income, and the way in which contracts are awarded. This means that some organisations have to choose between closure and agreeing to sub-optimal delivery. 2012 will be a crucial year, the Panel’s assessment says.
The Panel, which has created a barometer to measure voluntary sector independence, points to six major challenges:
· The effects of a contract model which favours large, often private sector, organisations and can be unnecessarily restrictive
· The inability of the voluntary sector to influence service design and delivery or funding models
· The blurring of boundaries between public, for profit and voluntary sectors, which may mask important differences and dilute independence
· Pressure for self-censorship, with some organisations fearful of using their voice
· Pressure on independent governance, as trustees seek to balance survival and independence
· Regulation and safeguards for independence that may not be sufficiently robust.
