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 3 rd sector organisations can operate successfully.

NI 7: A Government priority The importance of the 3 rd sector to strong, active and empowered local communities The value of the 3 rd sector to responsive and effective local government. The value of local government to the 3 rd 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 influences Direct influences Funding and funding relationship Consultation Partnerships, networks, relationships Indirect influences Promoting volunteering, workforce development Space – office and other space, business rates, clusters Advice and information ICT Other influences Local non-statutory funding sources

Funding relationship Specific 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 3 rd sector organisations covering all 149 top tier local authority areas in 2008 and “…. 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 3 rd sector infrastructure organisations.

Challenges Scope 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