Corporate logo

in

Third sector strategy

Last post 20/09/2007, 5:04 PM by David Idowu. 11 replies.

To participate in this forum you must Sign in

Sort posts: Previous Next
  • Third sector strategy

    Communities and Local Government and many in the third sector share the same broad vision of prosperous and cohesive communities. In addressing our long term challenges we recognise a stronger partnership with the sector is necessary.

    We are proud of what we already do to enable a healthy sector. But we can achieve more. In response to our Capability Review, we committed to publishing a strategy to set a framework for effective, on-going engagement with the third sector.

    Our draft third sector strategy launched on 7 June sets out how we propose to improve our engagement with the sector by:

    • improving how we work with the sector
    • enabling the sector to be an effective local partner in place-shaping
    • moving to a more strategic partnership and funding relationship with the sector 
    • supporting sustainable investment in community anchors

    Now we want to hear from third sector organisations, local government and other stakeholders on our proposals in the strategy.

    In short our question is:

    How can Communities and Local Government improve engagement with the third sector?

    The deadline for responses is 20 September 2007. We will then publish a final strategy in the Autumn.

    So now its over to you!

  • 163 in reply to 162
    27/08/2007, 6:08 PM :: Posted by Holly Manktelow (Posts 4)

    Re: Third sector strategy

    Welcome to the new-look discussion forum. We are still keen to hear your views and suggestions on the Third Sector strategy discussion document. The discussion stage will close at 5pm on 20th September. Please post any comments or responses to this document and we will respond to you.

    To see the comments so far please download the following PDF document of the discussion to date (PDF 36 Kb) or link to our original site at http://forum.communities.gov.uk/thirdsector, but please note you won't be able to post a comment here.

    Holly Manktelow

    (Moderator)

  • 170 in reply to 162
    30/08/2007, 4:32 PM :: Posted by Nigel Engert (Posts 1)

    Re: Third sector strategy

    As Chair of a VCS local infrastructure organisation, my principal concern is the chronic lack of sufficient funding from local authorities at District and County level to enable us to fund our core activities.  Our 6 projects/social enterprises are self-sufficient,  but the services we provide for smaller VCS organisations within our area of benefit are not.

    I believe that this is a common problem across our region (the South West) as well as elsewhere in the UK.

    A consistent policy from Central Government on this issue is essential.

     

     

  • 172 in reply to 170
    31/08/2007, 11:08 AM :: Posted by Holly Manktelow (Posts 4)

    Re: Third sector strategy

    In reply to Nigel's comment, I would like to say that a recent Comprehensive Sprending Review released by HM Treasury on the future role of the third sector in social and economic regeneration outlines proposals for several new funding arrangements, some focused specifically on the core costs of smaller local VCS organisations. This report is available on the HM Treasury website and should hopefully provide more information on how government is planning to support and work alongside the sector in future years. It is worth mentioning that this is also a cross-cutting report which means that it also gives a good view of what central departments as a whole will be doing to address this issue.

     Please keep the comments coming as the closing date for this consultation is fast respomding. In particular if you do have any responses to the 6 consultation questions (which are written in boxes throughout the document) then please do post your comments.

     Thanks

    Holly Manktelow (moderator)

  • 173 in reply to 162
    31/08/2007, 3:46 PM :: Posted by misunderstood (Posts 3)

    Re: Third sector strategy

    I find the subject of the voluntary sector confusing and not a little frustrating.  So many organisations supporting so many worthy causes, leaves councils in the uneviable position of having to pick and choose which ones to support and which ones to ignore.  Spreading available funding too thinly only leads to dissatisfaction from everybody and often you cannot do the right thing whatever you do, especially when even a well supported organisation asks for more money and you have to say no.  In our case we support the CAB to a far greater extent than many others in our family group and have done for as many years as I have been on the council, yet when we had to tell them that the increased funding they were seeking was too much and they would need to make the same savings as local government were being required to, we suddenly became the bad guys!

    Centralised funding is the only way to make things fairer, but introduces further levels of management that can soak up the available funding, so any organisation setup to manage the available funding from whatever source, would need to be as lean as possible.  I know these sort of organisations already exist as some sort of umbrella organisation (CVS, SVC, VCS who knows?)  that brings all the different voluntary organisations under one banner and it would seem to me that this sort of arrangement is by far the best way to support and communicate with such organisations.  Council's could then channel all funding and all communications via these organisations and hopefully better target the limited funds available.

    Councils already do too much non-core work that is both piecemeal and short-term and the first thing to suffer when budgets get tighter is discretionary support of this type, automatically blackening the reputation of the council in the eyes of those affected.  The same happens when the government introduces these 3 year initiatives and the funding stops.  If the council want to continue it they have to find the funding from revenue and when they decide they cannot, they become the villians of the piece not central government.

  • 175 in reply to 162
    03/09/2007, 1:53 PM :: Posted by pturtill (Posts 1)

    Re: Third sector strategy

    I am a volunteer with an organisation trying to save Rights of Way in a town that still doesn't have a definitive map. There is no Foot Path Officer yet alone a Team and nobody in the Council understands the issue. How does our organisation get funding from a council that doesn't even understand what we do?

    Peter Turtill

  • 176 in reply to 175
    04/09/2007, 9:09 PM :: Posted by misunderstood (Posts 3)

    Re: Third sector strategy

    The county council must be the first port of call for support as the majority of such issues regrding rights of way, footpaths and bridleways are dealt with by them and most have a footpaths officer.  Your question obviously goes directly to the original question of how do councils better support the 3rd sector?  Simplist answer is get organised.  If you have other local organisations dealing with similar issues, civic societies, environmental, etc. then getting togeather gives you a much broader lobbying base.
  • Re: Third sector strategy

    Government departments are bureacracies too huge, funding hard to access and civil servants inaccessible and remotely able to find and locate real time to communicate, watch and see to understand third sector situations, to serve, influence and relate with communities and third sectors on the ground outside departmental four walls and outside in public spaces. For mutual support, achievement, interpretation of third sector achievements and understanding of truths, justice and the realities of lives, the ways government department operate must change. The truths about housing crisis, ways of life, personal and public space and all problematic situations of the communities and the works and complaints of the third sector and oppositions from political parties must be brought face to face to civil servants to achieve efficiency and value for money.

     

    For example to accelerate the Prime Minister’s visions to inspire and physically mobilise criminally intent youths for prosperity, right attitudes, meeting needs, listening to them to guide and help find inner peace in spirit and in truths, communities, civil servants, ministers and third sector must find ways and make available time to connect and serve one another at local level on the ground. The government can only achieve such ambition to solve all problems by radical change the methods of operation of departments serving the street sleepers to handle homelessness, the first-time house buyer by listening to individual financial situation and work with estate agent and mortgage broker to find a house to buy, rent or build. With third sector workers or counsellor, government servants listen to counsel, wait and decide what to do with criminals, econmic and illegal immigrants seven days a week 365 days for a year region by region through processes of gather together to counsel and influence each other wisely for long term success, righteously for best practice, justly for truths, honestly without subjective judgement, lies, deceptions and lost time in bureaucracies .

     

    Government resources and civil servants all must be accessible seven days a week paper work and bureaucracies postphoned for a year to deal with economic, personal and social concerns and anomalies region by region until all truths are discovered and problems real, spiritual, physical or in perceptions and attitudes resolved or find homes to park until resolved professionally, steadfastly and patiently.

     

    Only until all the civil servants in central departments willing to get out of the office and sacrifice 365 days 7 days week for a year, all writng, listening, reporting, judging, commenting and filling forms for funding would not be productive. For the government to achieve the strategy below

     

    “Our draft third sector strategy launched on 7 June sets out how we propose to improve our engagement with the sector by:

     

    • improving how we work with the sector
    • enabling the sector to be an effective local partner in place-shaping
    • moving to a more strategic partnership and funding relationship with the sector  “

    the government MUST initiate and support sustainable investment of the time and resources of the third sector in community to listen in order to counsel the weak, needy and poor and to each other together united in order to serve, counsel, repent, forgive and heal bottom up, gather together by all connected to the dilemma and concern. All must be willing to be led by the third sector to anchor and refocus on finding truths and wrongs to be corrected from errors of judgement, righteousness from lies and deceptions, justice and wisdom in argument about the conditions of immigration, homelessness, unemployment, benefits systems, public services and crimes.  

     

    For communities and third sector to appreciate and support works of civil servants and politicians, communities must at least know how the department functions behind close doors in bureaucracies. Civil servants concern about reporting, argument and debate to understand and work, bureaucracy to serve or paper pushing do not reflect truths of realities and are waste of times and resources. For example giving community support officers (CSO) a job of £21,000 to £30,000 without processing them with goals, visions, peace and inspiration to serve the country, CSO will selfishly and unhappily standing on the street dreaming instead of thinking better ways to prosper to serve communities. In due time and seasons CSO demand for pay rises because their sole purposes and ethos are to serve money without inspiration, vision and purposes but money is the master. Money in the mind begets money in the hands., serving not the community but self.

     

    Like our soldiers in the battlefield, all civil servants and communities must be disciplined, trained and taught self-controlled through processes of gathering together to listen to wrong attitudes if willing to change, cleansing of wrong attitudes and healing of unclean souls and impure spirits in order to respect and value each other hierarchically and horizontally. Government servants, third sectors and communities cannot judge each other and evaluate projects and solve problems hiding and working in the office, but openly, justly and honestly we can serve humbly gather together in open spaces for a year without operating from office premises.  The government has to completely turn the working ethos of the department up-side down by getting out and about serving and finding problems and complaints, without which civil servants sit and wait in Town halls and conference centre to find truths. Not working behind machines and computers working outside for a year are effective, inspirational and encouraging for civil servants, our kids, youth and criminals with capable counsellors, officers and ministers leading to achieve goals and objectives outside office environment unhindered by contraints of time, coming together to learn, experience and see truths to find justice, righteousness, best practices and wisdom in public services delivery, in foreign policies and the country future.

     

    Communities, government and many in the third sector share the same broad vision of prosperous and cohesive communities, such challenges and partnership with the sector cannot be achieved without on-going engagement. To find truths with the third sector, civil servants must get out, acquaint themsleves with knowledge, life-cycles and insights of third-sector works, to give sacrificially and cheerfully their office hours in order to receive the salaries should be the ways forward for all departments for a year in order to cut bureacracies and red-tapes would be wise and just.

     

    Time can process projects, heal our spirits, realise our visions and change things for the better without wasting and needing efforts, ideas and knowledge.

    Some examples of achievment on gathering together are:

     

    • innovative new ways of counselling and processes, helping people access basic needs and developing awareness of where power, resources, knowledge, solutions to wrongs and love within a person is in a given dilemma.
    • Refocus, to help a client or counsellee on their issues onto an awareness of power, thoughts, solutions within and find facilities and place of safety by spending time together caring and serving one another fact-finding & enjoying
    • Confession, comforting, healing and forgiveness to find truths and justice in  situations

    To explore truths, symptoms and solutions, civil servants, communities and third sectors must be willing to invest time to serve one another in radically different, open, honest and uncritical ways patiently to listen, co-operate and to quietly and humbly find solutions with help of third sectors leading the ways, government funding and civil servants time to assess and assist personally involve in projects.

     

     

     

  • 192 in reply to 162
    11/09/2007, 12:51 PM :: Posted by T Goacher (Posts 1)

    Re: Third sector strategy

    I have worked within the Third Sector for 16 years and it still remains to be seen if the work undertaken by all voluntary groups is valued by Government. From my experience being in the caring/support business, as we are, we find that Government Agencies, NHS etc will take advantage of this fact. Its a bit like being a 'do gooder' who will jump into action when all else fails. For example, we are based in the rural community where public transport is not that reliable. If one of our resients is hospitalised we are expected to collect, as a cost saving excercise prevents hospital transport being provided.

     We provide sheltered housing with support for many differing needs with a wide age group (40's to 90's) we receive funding via Supporting People to do so, but there is no confidence that the funds will remain in place, whether forced cost cuts will be imposed and if they are, can we continue to provide a service. If this was to happen to us and many other Third Sector organisations providing a similar service, what sort of pressure would be put on to Government sources.

    The Local Area Agreement for our area (Surrey) does not seem to take into account the value of Supporting People, especially for the older client base. The funds received from the Treasury for supporting older people is significantly higher than other support needs, but there seems to be no voice. We are all going to live longer and with that will go the ever increasing need for support, we need to seriously ackowledge this or the implications for not doing so will be catastrophic.

     

  • 197 in reply to 181
    14/09/2007, 11:19 AM :: Posted by David Idowu (Posts 2)

    Re: Third sector strategy

    Thank you for your comments. Many of the issues raised are being considered. Meanwhile, you may be interested in a green paper issued in January entitled "The Governance of Britain: The Government's draft legislative programme".
  • Re: Third sector strategy

    Government departments are bureaucracies too huge, funding hard to access and civil servants inaccessible and remotely able to find and locate real effective time to communicate, watch and see to understand third sector situations, to serve, influence and relate with communities and third sectors on the ground outside departmental four walls and outside in public spaces. For mutual support, achievement, interpretation of third sector achievements and understanding of truths, justice and the realities of lives, the ways government departments operate must change. The truths about affordable housing, mass migrations,  offensive ways of life, personal and public space and all problematic situations of the communities, life cycle of works or projects, concerns, effective visions and complaints of the third sector and oppositions from political parties and public must be brought face to face with civil servants to achieve efficiency and value for money.

     

    For example to accelerate the Prime Minister’s visions to realise potentials and aspirations of individuals, civil servants, ministers, communities and third sectors must find ways and make available time to connect and serve one another across generations at local level on the ground physically mobilise the willing communities of youths and adults for soul-seaching disciplinary training and awareness of rights and wrongs in our society. To cultivate the right communal attitudes for the prosperity of souls and mutual trust and to respect, we have to connect, meet and debate openly and regularly to answer questions and openly meeting needs of youth, listening to them to guide and help them find inner peace and engagement in spirit and in truths. The government can only achieve such ambitions to solve all problems by radical change the methods of operation of departments serving and knowing the truths and situations of street sleepers to handle homelessness, problems or not of first-time house buyer by listening to individual financial situation and attitudes and work with estate agent and mortgage broker to find wisdom, righteousness, justice and truths about debt-problems and the positives and negatives of our financial system and integrity of advisers and financial sales persons. In a nutshell, wisdom, knowledge and right choices with a little of help from third sector are powerful oils for the wheels of change and societal improvement.

     

    Depending on life cycle of projects, with the assistance of third sector workers or counsellor and civil servants humbly to listen to learn and patient to watch without prejudices the life cycles of projects the government will find it far easier to assess validity for funding, to find all truths to do with the visions and purposes for funding.

     

    I am convinced that seeing is believing, in particular with projects to do with counselling, improvement and invisibles like expectant changes of lifestyle, situations and attitudes. If the department can invest ample days a week 365 days for a year region by region through processes of meeting togather to counsel and influence each other wisely for long term process, righteously for best practice, justly for truths, honestly without subjective judgement, lies and deceptions, in due processes of time all involve will find better understanding of each other goodness and eagerness to serve for mutual benefit, societal trust, joy and peace.

     

    The comfort of working in the office civil servants and ministers must abandon such idea. Bureaucracy postponed for a year to enlighten minds of civil servants by seeing and understanding realities, harshness of people’s wrong attitudes, life goodness, concerns and contingencies to do with economic, personal, communal and social concerns and anomalies region by region until all truths are discovered and problems real, spiritual, visible, invisible or in perceptions agreed or evolve to park until resolve professionally, steadfastly and patiently.

     

    Until all the civil servants and ministers willing to get out of the office and sacrifice 365 days 7 days week for a year, all writing, listening, reporting, judging, commenting and filling forms for funding will not be productive but hindered.

     

    The first step for the government to achieve the strategy launched on 7 June to improve engagement with the sector through strategic partnership and funding relationship with the sector  is to initiate and support sustainable investment of the time and resources of the third sector to listen in order to counsel, help, guide and train the weak, needy, unhappy and poor and to each other. Together in unity in order to serve, counsel, repent, forgive and heal from grassroot level bottom up, gather together by all connected to the dilemma. All must be willing to be led by the third sector initiators to anchor and refocus on finding truths and wrongs to be corrected from errors of judgement, righteousness from lies and deceptions, justice and wisdom in argument about the conflicts of immigration or needs of migrants, homelessness, unemployment, benefits systems, public services and crimes, all issues can be handled successfully by communities contributions and individuals working with government and people encouragememt and financial support.

     

    For communities and third sector to appreciate and respect works of civil servants and politicians, communities must at least know how the department functions behind close doors in bureaucracies. Civil servants concern about reporting, arguing and debating constantly on realities of life inside Parliament seem ludicrous waste of time. Bureaucracy to serve people but papers, words and language are short and limited to interpret and reflect truths and realities of life, are sure waste of time and resources of government.

     

    For example it would seem far better to recruit the local residents for the job of Police and community support officers (CSO) to inspire with goals and visions to serve the communities the job-holder easily identify and know.

     

    Human beings are not naturally good, like our soldiers in the battlefield, all civil servants and communities must be disciplined, trained and taught self-controlled and trust through processes of gathering together to listen and explore wrong and right attitudes to adopt if willing to change, cleansing of wrong attitudes and healing of unclean souls and impure spirits in order to respect and value each other hierarchically and horizontally.

     

    Government servants, third sectors and communities cannot judge, evaluate projects, appreciate each other and solve problems hiding and working in isolation of each other, but openly, justly and honestly we can serve humbly gather together. 

     

    The government must not operate from office premises and expect the third sector to write and to know how to write and access personnel and resources. Government must initiate to completely turn the working ethos of the department up-side down by getting out and about serving and finding problems and complaints, without which civil servants sit and wait in Town halls and conference centre to find truths, to invite communities and create opportunities to bless, not waiting until times of general election to find truths and problems to overcome. Not working behind machines and computers, working outside for a year are effective, inspirational and encouraging for civil servants, our kids, youth and criminals, communities and third sectors, counsellors, officers and ministers leading to achieve goals and inspire objectives outside office environment unhindered by contraints of time, coming together to learn, experience and enjoy truths to find justice, righteousness, best practices and wisdom to deliver and impart, confusion and conflict of opinions to clarify too.

     

    Visions of prosperity, cohesive communities and partnership with the sector cannot be achieved without on-going engagement and relationship building strategy. To find truths with the third sector, civil servants must get out, acquaint themselves with knowledge, life-cycles and insights of works of third-sector impossible to explain on paper, civil servants and ministers to give sacrificially and cheerfully their office hours in order to receive the salaries should be the ways forward for all departments for as long as necessary in order to cut bureaucracies and red-tapes would be wise, just and effective in relationship building.

     

    Time processes projects, heal our spirits of mistrust, fears and unrighteousness, realise our visions and change things for the better without wasting and needing efforts, ideas and knowledge but relationship building is paramount to appreciate and value each other visions and goals.

     

    Led by third sectors, some examples of achievment on gathering together are:

     

    o        innovative new ways of counselling and processes, helping people access basic needs and developing awareness of where power, resources, knowledge, solutions to wrongs and love within a person is in a given dilemma.

    o        Refocus, to help a client or counsellee on their issues onto an awareness of power, thoughts, solutions within and find facilities and place of safety by spending time together caring and serving one another fact-finding & enjoying each other presence in righteousness and truths

    o        Confession, comforting, healing and forgiveness to find truths and justice in  situations

     

    To explore truths, symptoms and solutions, civil servants, communities and third sectors must be willing to invest time to serve one another in radically different, open, honest and uncritical ways patiently to listen and co-operate. To quietly and humbly find solutions with help of third sectors leading the ways, government funding, ministers and civil servants’ time to assess and assist, personally involve in projects and find all truths, justice, righteousness and wisdom of all societal problems and dilemma.

     

     

     

     

  • 202 in reply to 197
    20/09/2007, 5:04 PM :: Posted by David Idowu (Posts 2)

    Re: Third sector strategy

    This discussion forum is now closed. Our consultation ended on 20 September 2007, and responses are currently being evaluated. Communities and Local Government would like to thank all those who have contributed to this forum. Your responses will be taken into consideration in the final draft of our strategy.

    David Idowu (Moderator) 

     

View as RSS news feed in XML

To participate in this forum you must Sign in

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -