Thriving Third Sector:Vision for Civil Society

Les Hems

GuideStar Data Services

Context: Partnership

• Mid 1990s New Labour - Building the Future Together

• The Compact – national and local – based on codes which define the relationship

• Flagship policies – New Deal, Sure Start

• Strategy Unit – Private Action Public Benefit – Charities Act 2006

• National and Local Government targets

Definitions

• Third Sector

• Civil Society

• “Thriving”

• Vision

The Third Sector

Measuring a thriving third sector

NI 7 will measure the contribution that local government and its partners make to the environment in which independent 3rd sector organisations can operate successfully.

NI 7: A Government priority

• The importance of the 3rd sector to strong, active and empowered local communities

• The value of the 3rd sector to responsive and effective local government.

• The value of local government to the 3rd sector

Critical role for LSPs

Building NI 7: The task

• To define and recommend the most appropriate outcome-focused indicator and supporting measure to capture the quality of the local environment for third sector organisations, including social enterprises.

• The headline “thriving third sector” indicator will be based on the perception of leaders of individual third sector organisations (TSOs) derived from a new local survey of TSOs that will take place in Autumn 2008

• Comparable over time and from place to place

“Thriving”• Workshops, meetings and cognitive

testing.• Explored concepts of …

– Health (resources)– Growth– Success– Confidence– Barriers (to thriving)

And a pilot survey

Direct and Indirect influencesDirect influences• Funding and funding relationship• Consultation • Partnerships, networks, relationshipsIndirect influences• Promoting volunteering, workforce development• Space – office and other space, business rates,

clusters• Advice and information• ICTOther influences• Local non-statutory funding sources

Funding relationshipSpecific focus on quality of funding relationships with

local statutory bodies:• Range of funding available - grants and contracts

plus small grants• Long term funding, specifically 3-year funding• Full cost recovery• Use of social clauses in contracts• Minimal transaction costs / administrative burden• Advance notice of funding opportunities• Engagement - understanding of user needs, role of

TSOs in public service delivery (actual and potential)• Fair and transparent processes

Quality consultation…. by local statutory bodies• Relevant issues;• Build consultation into plans for policy development• Appraise new policies and procedures• Consult early • Be sensitive – different methods, specific needs,

timescales, accessible, advance notice / publicise• Consultation documents are concise, simple

language• Confidentiality • Analyse carefully the results• Provide feedback • Evaluate - develop and spread best practice.

How will NI 7 be measured?

• New survey of the leaders of 3rd sector organisations covering all 149 top tier local authority areas in 2008 and 2010.

• “…. how do the local statutory bodies in your area influence your organisation’s success?”

• The indicator will be scored by the proportion of TSOs who answer positive or very positive to this question.

• Consider a wide view of influences.

Relevant issues:

• Funding opportunities and funding relationships.

• Availability of local resources – volunteers etc.

• Strength of local partnership arrangements.

• Opportunities to influence local decisions• Support available from 3rd sector

infrastructure organisations.

ChallengesScope of coverage: • Incorporated and regulated TSOs • Social enterprise• Under the radar organisations – civil society?“Soft” perceptions and “hard” economic data:• +ve perceptions but –ve performance• -ve perceptions but +ve performance• Analytical framework comprises both a wide

range of “soft” perceptions and extensive “hard” economic data

Baseline – no baseline• Measurable increase – using pilot 22% as base

Vision?

• Local government and the third sector creating and sustaining a “fair and enterprising society”

• Based on partnership - mutual respect, mutual benefit – partnership not only in principle but also in practice

• “Work in progress” – 1996 to 2008• NI 7 – a stepping stone to realising the

vision?

Next steps

• NI 7 – a focus for identifying and addressing problems

• NI 7 - a catalyst for change

• NI 7 – a vehicle for developing a common evidence base

• NI 7 - a capacity building tool

• NI 7 – the basis for a new strategy

• NI 7 – the “Compact” indicator?

Identity and problem setting

 Direction Setting

Structuring

Maintenance and Monitoring

 

COMPACT PROCESS MODEL